Thomas Hill III

Thomas Hill III is chief executive officer of Kimray, Inc. As the grandson of Kimray’s founder, Garman Kimmell, Thomas grew up around the family business and manages the family-owned company with a sense of stewardship and heritage.

In 1948, Kimray revolutionized pressure regulation in the oil and gas industry by introducing a three-inch pilot-operated gas back-pressure regulator. The company has since grown to be a globally-known manufacturer of a comprehensive line of reliable, smart, and inventive American-made control equipment for safely and efficiently producing oil and gas. Having worked in virtually every department, Thomas has an intimate knowledge of the processes and people involved from start to finish.

Thomas earned a bachelor’s degree in mechanical engineering at Oklahoma State University. He and his wife have been married for over 30 years and have six children. When he is not doing something with his family, working at Kimray, or sharing his story with others, you will find Thomas reading and writing, collecting LAMY fountain pens, and learning something about everything.

Thomas grew up in a high-performing family, which shaped his belief that people are worth what they can accomplish. This sent Thomas on a long and unfulfilling journey of pursuing success by constantly doing bigger and better things. Life eventually spun out of control, and Thomas reached a dead end. Unfortunately, this meant Kimray hit rock bottom at the same time.

Thomas’s story does not end there. Through significant pain and loss, he began the long and difficult road of recovery that transformed his life and leadership. Today, Thomas enjoys sharing his story with others who can benefit from the lessons he has learned. He is committed to carrying the message of Recovering Leadership to other “addict leaders” and practicing these principles in daily life.


“Thomas Hill is a student and faculty favorite to speak at our Liberal Arts leadership class on the campus of Oklahoma State University—Oklahoma City. We have been fortunate to have him in our class multiple times and listen to his amazing leadership story as it unfolds.”

Robin A. Scott, Professor, Oklahoma State University—Oklahoma City



Speaking Topics:

Recovering Leadership
Creating a healthy, purposeful, and energizing workplace culture


Recovering Leadership


Who is benefiting from your leadership—you, or the people you serve?

Are you obsessed about and feel the need to control every situation?

Do you feel a constant need to achieve or win?

These are signs of an “addict leader,” which often involves using power, success, and control as a type of “drug,” much the way substance addicts use their drugs. While not as immediately destructive as drug or alcohol abuse, addict leaders exhibit addictive and controlling behaviors that ultimately damage themselves and the people around them. As with all addictions, addict leadership left unchecked will lead to death—including death of relationships and culture.

Recovering Leadership is the story of an addict leader who reached a dead end and had to find a new way to live and work. In his recovery, and in the recovery of the organization he leads, Thomas Hill learned where his real value comes from and how to properly value and care for others.

Thomas’s story is personal, but it is also corporate. Just as people have unmanageable belief systems and lives, organizations often have toxic cultures that suck the life out of their team members. Recovering Leadership offers practical insight into creating a positive workplace culture where people find meaning and connection in their work and relationships. As a recovering leader, Thomas is committed to this new culture—a new life if you will—that is energizing, healthy, and purposeful.

In recovery, people share their stories to help others in their recovery and to remind themselves of the way things were, what happened, and the way things are now. Through the true and inspiring message of Recovering Leadership, readers are invited to evaluate their own beliefs and behaviors so they can open a door of recovery for themselves and the people they lead.