ALTIX INDUSTRY CHAMPIONS INTERVIEW
Each quarter we sit down with industry executives and thought leaders to discuss the trends, challenges, and best practices that are transforming their businesses.
Today we are joined by Anthony Turner, President of RH Aero Systems.
Introduction and Background
Thanks for being with us today, Anthony. It is always great to speak with you. For our readers, please introduce yourself and tell us a little bit about your career trajectory.
Pleasure to be here, and thanks again for having me.
I am the President of RH Aero Systems, formerly Rhinestahl, headquarted in Mason, Ohio, and which was formed through the acquisition of Hydro Systems by Rhinestahl in the summer of 2024.
I grew up on a small farm about an hour outside of Cincinnati. I am the oldest of three kids—I have two younger sisters that I really treasure. My father grew up on a working farm and his parents never had a job off the farm. It ran in his blood and still does today. The farm I grew up on was mostly centered around horses. We had nearly thirty horses for riding, showing, and breeding. It taught me a lot about commitment, the discipline of taking care of things daily, and hard work. My father is an electrical engineer—he studied at UC, and retired only a few years ago—while my mother studied IT and had a career in IT but later moved into supply chain. Both of my parents worked in manufacturing, so I was exposed to that world at a young age. I was always interested in the companies and the things they made. I remember the first time I had the opportunity to see the operations of both companies, one making medical surgical devices and the other railcars.
Interestingly, as I neared graduation, I thought I wanted to be a physician because of the lifestyle it would offer, so I started university as a chemistry major with a focus on medicine. A couple of years in, I realized it would be a long journey, and a significant financial commitment. That is when I decided to make a change to something that offered a nearer-term opportunity to begin earning money. I always liked business, so I decided to give it a try for a semester, which ultimately resulted in me majoring in accounting at Auburn University Montgomery in Alabama. Accounting felt very natural and logical to me. I later earned a master’s degree in accounting and taxation from the University of Cincinnati.
I started my career in public accounting, knowing I needed to build a strong foundation. I joined EY (Ernst & Young) in Cincinnati after a short stop at a local regional firm. At EY, I had the opportunity to work across the healthcare and automotive industries, rotating through busy seasons in both. That experience set the stage for my career. I couldn’t see myself spending my career in professional services and so that’s when I looked to make a move to industry.
I knew I wanted to work in an operating business and found my way to Spectrum Brands, a large public consumer products company, where I had the chance to work closely with the segment CEO and CFO of a $600 million division. The segment had been recently purchased by Spectrum from a private equity group and I had the opportunity to work closely with leadership to bring needed maturity to the segment for it to operate successfully in a public company environment. We implemented systems, transformed the business teams and manufacturing footprint, and ultimately increased the operating profit by about 40% over a three-year period. That exposure to C-suite leadership and the major transformation we executed fueled my passion for business and the impact you can create with great people.
Earlier in my career, my goal was to become a CFO. But once I achieved that, I realized I enjoyed running a business even more. That realization set me on my current path, and I have been fortunate to step into leadership roles that align with that passion.
You recently stepped into the role of President at RH Aero Systems. What excites you most about this leadership opportunity, and what are your immediate priorities?
In many ways, we are a new company. RH Aero was formed through the acquisition of Hydro by Rhinestahl. We took the “R” and “H” from our legacy brands and emphasized “aerospace” because that is the market we serve and plan to play a major role in for the foreseeable future.
We have a team of about 800 people globally, and our business is entirely focused on supporting aircraft and aircraft engines. Our products and services are used in the assembly, disassembly, maintenance, repair, and overhaul activities of aircraft and engines. We do not manufacture direct materials or components, but if there is a support product required to perform the work—whether it is tooling, ground support equipment, or related services to maintain those products—that is where we come in. We are an indirect category supplier, but an essential one, ensuring the success of aerospace operations.
What excites me most about this opportunity is the privilege and responsibility of being the first president outside of the founding family. Our focus currently is on taking the newly combined business to the next level. We saw a real opportunity in the market to consolidate capabilities and address unmet customer needs. As a result, we are now the clear leader in our space, offering a depth and breadth of products and services that no competitor can match.
For example, Rhinestahl already provided products and services that help airlines manage and maintain their engines, but through the acquisition of Hydro, we can now support airframe-related needs as well. We are positioning ourselves as a single-source provider for the aerospace market, covering aircraft needs comprehensively.
As for my immediate priorities, it is all about the team. We are in a different place today than we were a year ago, pre-acquisition, and I am focused on making sure we have the right people in the right roles. One of my favorite books is What Got You Here Won’t Get You There—it is a great read and very applicable to where we are as an organization. We have done a lot of things right in the past, and many of those we will continue. However, we also recognize the need for new strategies and capabilities to move forward. That is where my focus is—building a strong team that can take us into the future.
Aquisition of RH Aero Systems by Rhinestahl
With the recent acquisition of Hydro by Rhinestahl, RH Aero was formed and is expanding its global capabilities. How does this acquisition align with the company’s long-term vision, and what new opportunities does it create?
One of the most significant advantages was geographic reach. Rhinestahl, headquartered in Cincinnati, has a strong presence in the American market but was less prominent in other parts of the world, such as Europe, the Middle East, and Asia. Hydro, on the other hand, was founded in Germany and had a well-established footprint in Europe but lacked as much presence in the Americas. By bringing the two together, we have created a company with true global reach and capability, strengthening our position in all key markets.
From a customer perspective, the synergy was equally strong. Our relationships with major OEMs—Airbus, Boeing, General Electric, CFM, Safran, Rolls-Royce, and others—were complementary. Rhinestahl had strong ties with certain OEMs, while Hydro had deep connections with others, bringing additional major players into a combined portfolio.
When we look at product offerings, Rhinestahl has traditionally been very strong in engine tooling, while Hydro excels in airframe support equipment. Together, we now provide a complete solution, becoming a single point of service for airlines and aerospace customers globally.
Lastly, service capability was another key factor. At Rhinestahl, we have been focused on building a strong service network, and Hydro had already developed a well-established global service network with wholly owned locations. This acquisition enabled our enhancement of that foundation and provides an even more seamless experience for our customers.
How will this acquisition enhance RH Aero’s ability to serve its customers, and what innovative solutions or capabilities can they expect as a result?
Our primary focus over the next few years is speed and simplicity, making it easier and faster for customers to get the support they need. We want to differentiate ourselves not just by the breadth of our solutions but also by how quickly and efficiently we serve our customers.
Beyond becoming a single point of service, we are investing heavily in customer support and technology, making sure our customer support processes are streamlined and simple. That is where customers will see ongoing innovation—along with the next generation of products we are bringing to the market.
Both Rhinestahl and Hydro have a strong tradition of innovation, and we are excited to introduce several new products in the second half of 2025. One of the most significant is an automated landing gear change system, which will improve efficiency, reliability, and safety for airlines and MRO (maintenance, repair, and overhaul) providers. We are also launching new automation technology for engine inspection, which will enhance inspection quality while reducing labor requirements, a critical issue given the current shortage of skilled aerospace technicians.
Speaking of labor challenges, the aerospace industry has experienced tremendous demand post-pandemic, but the availability of skilled technicians remains a major issue globally and we see MROs competing for the same pool of talent. Anytime we can introduce technology that reduces labor burdens while improving quality and efficiency, our customers are eager to explore and adopt those solutions.
In addition to these advancements, we are making substantial investments in our service capabilities. We have eight new service locations in development, expanding our global footprint and improving access to support for our customers. We are also integrating technology into our service model to further enhance speed and efficiency.
Aerospace is a global industry with complex supply chain dynamics. How does the Hydro acquisition strengthen RH Aero’s global footprint and supply chain capabilities?
Exactly—aviation is global because people fly all over the world, and that means the industry is deeply interconnected. The supply chain can be incredibly complex, with dependencies across multiple regions.
One of the key advantages of this acquisition is the expanded service network. With a larger footprint, we can better support our customers wherever they operate. Whether it is ensuring the availability of critical tools and equipment or providing local service in key markets, we are now in a stronger position to help our customers minimize downtime and maximize efficiency.
The strength of RH Aero is its resilience and ability to provide exceptional value to customers. In aerospace maintenance, an engine overhaul can require over 1,000 highly specialized tools—each custom-designed to meet exact specifications. To deliver this level of precision and variety, a deep and robust supply chain is essential. This is where we differentiate ourselves from the competition on a global scale.
We tailor our value proposition to each customer’s unique needs—whether that’s speed, cost-effectiveness, environmental impact, or localized service. With a network of over 1,000 approved suppliers in addition to our internal manufacturing operations, we view our supply chain as an extension of our business, ensuring we can respond rapidly and effectively to customer demands.
Ultimately, our goal is to simplify the business and operations for both our OEM partners and our aftermarket customers, such as airlines and MROs. While we do not manufacture hardware for engines or aircraft, the products and services we provide are essential to keeping aircraft in service. If we cannot deliver on time, an aircraft may not fly—and that is a responsibility we take very seriously.
That is why our focus remains on operational efficiency, innovation, and global service excellence. By integrating Rhinestahl and Hydro, we are building a stronger, more agile company that is better equipped to meet the evolving needs of the aerospace industry.
Leadership Insights
Every leadership journey comes with challenges. What have been the biggest lessons you have learned in your career that you brought into this role?
Three key lessons stand out for me.
First, people are everything. Jack Welch famously said, “People are everything,” and I truly believe in this principle. People want to be successful—not just in their work, but in their lives. When I face challenges related to my team, the first question I ask myself is: Are we the problem and are they in the right role? Success starts with having the right people in the right roles. As the leader, you must be sure you have the best people and put them in roles where they can be successful.
Second, leadership matters. You can have a team full of superstars, but without strong leadership—like a great coach in sports—talent alone will not lead to success. It is about ensuring we have the best leaders to organize, guide, and develop our teams.
Third, clarity of mission is essential. The team must understand where we are going and why. When that clarity exists, decision-making becomes easier because every action aligns with the mission. My focus is on ensuring that we not only have a clear vision but that every team member understands how their role contributes to our shared goals.
Looking ahead, where do you see RH Aero in the next five years, and what legacy do you hope to build as its President?
Great question. It is something I think about all the time. As President, I see three key priorities that define success in my role:
- Setting the vision: Ensuring we have a clear direction and a winning strategy for the company.
- Building the best team: Making sure we have the most talented and committed people in the market.
- Engaging with customers: Spending time with our customers to understand their needs, because the best ideas for growth and innovation come directly from them.
From a legacy perspective, it is simple: I want RH Aero to be an employer of choice. To achieve that, we need to grow and operate profitably and go beyond just meeting market standards—we aim to exceed them. Growth is important because it is how we support career advancement and compensation growth for our team members.
The worst thing that could happen is for someone to reach the end of their career at RH Aero and say, I wish I had worked somewhere else. Instead, we want people to feel proud of the investment they have made in their careers here. That, to me, defines a truly great organization—one where employees grow, thrive, and take pride in their work.
Great leadership is key to navigating growth and transformation. How are you approaching the development of your leadership team at RH Aero to ensure alignment and execution of the company’s strategy?
This is a very timely question because we have recently formed a new leadership team, and we feel great about the group we have assembled. Our focus now is on ensuring clarity of mission while implementing a new structure across the organization.
We are identifying the next generation of leaders, those with high potential who can drive our mission forward—and providing them with the right tools and opportunities to advance their careers and impact. Since we have combined two large companies, each with their own culture, we need a strong communication strategy to unify the organization and ensure everyone is aligned.
At the core of our leadership philosophy is a commitment to listening. A great organization listens to its people, and the leadership team exists to serve the company—not the other way around.
As you integrate Hydro into RH Aero, how do you identify and develop future leaders within the organization to sustain long-term success?
That is a great question, and there are a couple of key elements to it.
First, I always start by looking at the results. Who is delivering real, measurable impact? Performance is the foundation. Once we have identified strong performers, we then assess their leadership potential based on key character traits.
I am an enthusiastic fan of Patrick Lencioni’s model, which focuses on three qualities: hungry, humble, and smart.
- Hungry: This is someone with a strong drive to succeed—an internal motivation that pushes them forward. They do not need to be encouraged or reminded to take the initiative; they are always striving to do better and contribute more.
- Humble: While they have that internal drive, they also prioritize team success over personal recognition. They are committed to winning, but not at the expense of others. When this balance is off, it can be detrimental to an organization.
- Smart: This is not about IQ—it is about emotional intelligence and how they work with people. Do they collaborate effectively? Can they influence and inspire others? Do they help teams navigate challenges? Strong leaders are those who can bring people along and foster a positive, high-performing culture.
So, we first look at results, then at these critical leadership traits. If someone demonstrates both, they become a strong candidate for leadership development.
This year, we are launching a structured leadership development program to invest in these individuals. It will not be a one-size-fits-all approach; rather, it will be a targeted, tailored program that helps individuals either build on their strengths or develop new skills they need to grow.
In addition to the one mentioned earlier, what leadership qualities do you value most, and how do you cultivate them within your team?
Honestly, I really cannot think of any others. If someone has the elements we have talked about, then we feel good about them—they are excelling in all the right areas. There is nothing more to add beyond that.
Interviewer: Understood. So, if I were working for you, how would I lose your trust quickly?
There are a few things, actually. The first is not communicating when you need help. In fact, I had a conversation this morning with someone on my leadership team about this very topic. Asking for help is not a sign of weakness; it is a sign of being a good leader and putting the team in priority position. It is about knowing what you can do and recognizing when you need assistance. When we lose trust, it is going to impact the whole team. It is not about individuals; it is about the team. So, having the humility to ask for help and recognizing when you do not have all the answers is critical.
Another thing is ensuring that leaders do not put themselves ahead of the organization. This can be tough to spot because, on the surface, it might seem like they are doing the right things. Some people might be good at managing up, but when you look at the impact they have on the broader organization, it is not the same. I call these people “pretenders”—they may appear to be strong leaders, but their actions are self-serving rather than focused on the team. When I see someone positioning themselves ahead of the team, it is a red flag. It’s concerning, and I do my best to key in on it pretty quickly.
Legacy and Passions
Looking ahead to the future of RH Aero, where do you see the company in the next five years, and what kind of legacy do you hope to leave as president?
Great question. I think about that all the time. As president, I see three main priorities that will determine our success and where I need to focus my time and energy. The first is setting the vision—defining what mission this company and team is on. The second is the team. We have talked a lot about that today—making sure we have the best team in the market. And the third is spending time with our customers. It is such an advantage if done well. I believe someone in my role should be regularly interacting with customers, understanding their needs, and figuring out where we can improve. Many times the best ideas for growth and innovation come from those conversations.
So, those are the three things I focus on: vision, team, and customer engagement. Regarding legacy, it is simple. We want to be an employer of choice, and to do that, we need to ensure we are growing profitably and at a pace that allows our people’s careers to develop. We aim to outpace the market, not just keep up with it. I want our people to feel that the investment they have made in their careers with this company is something they are proud of. That is the hallmark of a great organization.
Interviewer: That is inspiring. You clearly live by a people-first mentality, which many companies talk about but do not always follow through on.
Thank you. It is important to us. We are not just saying the right things; we are doing the right things.
Interviewer: It is remarkable that your culture is truly people centric.
Closing on a personal note Anthony, how do you protect your work life balance and what are some passions outside of work?
My work-life balance has improved somewhat over the past few months, which is good. That is because of the people we have assembled in our new leadership team. Some were new to our company and team while others were elevated to expand their roles and responsibilities. I have seen several positive changes recently as this new team forms, and it is making everyone’s lives better.
As for my downtime, I really enjoy being outside. Growing up on a farm, I spent a lot of time outside—whether it was in the woods on an ATV or in the field with my dogs. My two primary hobbies are golf and hunting. When I get the chance to do either of those, it is a good day.
Interviewer: What do you like to hunt?
Upland birds, like quail. I have a big hunting trip planned with my father for the upcoming year. He retired last year, so he has a lot of free time now, and he often reminds me that life is about more than just work. It is a valuable lesson I have learned from him, and I am looking forward to spending that time together.
Interviewer: That sounds wonderful. Well, Anthony, RH Aero is lucky to have you at the helm, and you are a real champion in the industry. Thank you so much for being part of this interview and our Industry Champion of the quarter.
Thank you, it has been a pleasure. Thanks for having me.
