From left: Marian Noronha, president; Suzie Noronha, director of charitable giving; Michael Noronha, vice president of new business development and technology; and Tim Noronha, vice president of operations integration (Photo by Christine Carignan)

Some companies are formed around a product idea, others around a group of people. At Turbocam, the fundamental element is a mission statement that has motivated the company since its founding: “To honor God, create wealth for its employees, and support Christian service to God and to people.”

Based in Barrington and founded in 1985, Turbocam International has offices in India, Romania, Taiwan, England and The Netherlands. The company manufactures precision components for turbocharger machinery destined for car and truck engines, power generators, aircraft and even the International Space Station. Turbocam employs more than 1,000 people globally.

Turbocam is expanding its Barrington campus with a new facility. More than half of the new 80,000-square-foot building will be used for high-end machining centers. The energy-efficient building will also feature employee amenities, including an indoor golf simulator and rooftop gathering space. The company is investing $34 million to construct the building and $60 million to equip the space. Once it is completed, Turbocam expects to add 150 new jobs.

Founder and President Marian Noronha says Turbocam’s success is an outgrowth of their mission, which makes them unique among their peers. “That has helped to define us, say who we were, why we were doing it. That helped us to attract a lot of people who wanted to work with us, people who could align with what we were doing,” Noronha says. The company is celebrating its 40th anniversary this year, and there are many employees who have been with Turbocam for more than 30 years.

Noronha is joined at the company by his wife Suzie, who is director of charitable giving, as well as two of their sons, Tim and Michael, who serve respectively as vice president of operations integration and vice president of new business development and technology.

Commitment to their mission is real, evidenced by Turbocam’s response to the shock of the COVID pandemic, when orders dropped by 80%. They kept much of their staff even though it didn’t look good on the balance sheets at the time. It turned out to be shrewd. When the orders returned, Turbocam was ready to roll while their competitors had to restaff.

Their mission is also visible through the company’s charitable giving. Turbocam supports efforts internationally, such as  expanding access to clean drinking water in India. Locally, they take their lead from their workers. “We want to come behind any charitable organization our employees are already helping,” Suzie Noronha says. “When people learn to incorporate serving others, that’s part of having a healthy flourishing life.”

Revenue trends show a growing company, but Marian Noronha says growth isn’t an objective in and of itself. “I don’t focus on the growth, I focus on the health,” he says. “If we are a healthy company then we will grow.” Noronha adds, “it’s for us to choose where we grow and, frankly, to look at how God provides for us by offering these different opportunities. Sometimes we have to say, that is a distraction, or that is a gift from God.”

Being a privately held company has provided the executive team the latitude to make decisions that might not pass muster with a board of directors. “When your default strategy is to take the earnings and reinvest in the company, it gives [employees] the tools to be successful,” says Michael Noronha. Alternatively, asking employees to produce in greater amounts each quarter, without making investments to build capacity,
invites stress.

“We don’t want people frustrated because they don’t have the right tools,” adds Tim Noronha. 

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