Kirk Goodrum, Vice President and General Manager of Siplast, is a leader driven by a genuine passion for helping others thrive. "My drive every day is to see people succeed," he says. This authentic investment into others is core to Siplast culture, and it's what originally attracted Kirk when he was a 21-year-old kid who had just graduated from college. That early experience of inclusion and appreciation didn't just earn his loyalty—it shaped his leadership philosophy. Today, Kirk's ability to nurture others' growth is what makes him an inspiring and effective leader.
Today, over 26 years later, Kirk has experience in nearly every facet of Siplast operations, and has played an integral role in transforming Siplast from a $40–50 million niche manufacturer into a $250 million industry innovator.
Here's a closer look at Kirk's career journey and how it readied him to guide a global enterprise through continuous growth and transition.
From Lab Tech to Innovator
In 1999, Kirk took a part-time lab tech job at Siplast's R&D lab to help fund his final semester at Henderson State University, where he was studying physics with a minor in mathematics. His plan? Graduate, head to grad school, and eventually develop medical oncology equipment.
However, the collaborative and inclusive culture at Siplast shifted his trajectory and focus into the roofing industry. "I was given a lot of freedom to develop and be creative with the products," Kirk says of his early days in R&D. Being included in quarterly reviews with the company president and national sales manager gave him confidence and a sense that his contributions mattered. "There was just such a level of trust and accessibility to leadership," he says. He continues to sponsor this type of transparency across departments and ranks, inspiring collaboration across the business.
Kirk describes the R&D environment as a place of camaraderie where he felt like "one of the guys." That team spirit, combined with the opportunity to tackle complex problems, pulled him in. One of his earliest challenges came in 2005 when California introduced new reflectivity mandates. Kirk was tasked with creating a bright white SBS-modified asphalt sheet, which was a tricky ask, considering asphalt is naturally black. "I went through a lot of variations and worked with a lot of suppliers to get to the product we have today," he explains. This example of leadership in innovation was quickly adopted by many in the industry. "They developed similar products behind what we put out on the market," says Kirk.
From there, his role expanded into codes and testing, including early investigations into PMMA technology and the development of Siplast's Eco-Activ roof membranes, which are designed to reduce atmospheric NOx pollution. "There was no existing testing for this product," Kirk recalls. "We had to work with Underwriters Laboratories, and sustainability groups to prove our claims."
Then came a pivotal moment, Siplast promoted Kirk into the role of lab manager. "That really built a lot of confidence in me," he says. "It told me the company believed in what I could do."
Progressing Through Roles and Learning to Lead
Kirk spent nearly a decade progressing through R&D, including codes and testing, industry liaison work, and eventually becoming the lab manager. As he continued to grow, he says, "The flexibility of the company meant I could get involved in marketing. I got involved in sales. I went on sales calls with people to give them technical support." This opportunity, combined with his own drive, allowed him to engage with all parts of the business and positioned him for future leadership.
Kirk eventually became the Head of Research and Development at Siplast. He was a driving force behind innovation efforts, helping to introduce new products, significantly improve existing ones, and expand the company's patent portfolio.
Kirk's ascent to Vice President and General Manager came earlier than expected. "I didn't expect it for another five or six years…I took the initiative to step up and ask for the role—because I thought I could do it, and I thought it was the best thing for the company from a culture perspective."
The first few years in the role were an intense period of growth. "No doubt I've made mistakes," Kirk says. "But I think we've had a lot of big wins."
Becoming a Seasoned Leader
Thanks to his extensive experience and progression at Siplast, Kirk has engaged with nearly every operational facet. Today, he draws on that first-hand experience to strategically balance hands-on management with long-term leadership. "My role is directional," Kirk explains.
Every day involves actively guiding teams to ensure consistent forward momentum and optimal performance. For Kirk, success hinges on robust relationships and genuine connections with employees across the organization and within the industry. And his ongoing success at Siplast is testament to these efforts.
Like he experienced as a new hire in 1999, Kirk consistently prioritizes connecting with his people, despite the constant demands on his time. He is intentional in his efforts to connect with team members regularly, whether it is walking the production facilities, time spent in the office or communicating with remote employees.
"If you get busy fighting fires and you're on calls all day, then your office door is always closed," says Kirk. "I have to make time on my calendar." These times aren't reserved solely for direct reports, either. "I have monthly meetings with everyone who has an impact on the different areas of the business," he says. "I make sure I'm plugged in."
Overseeing a Growing Company
Maintaining Siplast's culture across two locations—Arkadelphia, Arkansas, and Dallas, Texas—while overseeing an expanding market presence requires meticulous organization and focused intention.
In Arkadelphia, home to the Siplast manufacturing and R&D operations, Kirk invests substantial time directly engaging with innovation teams and production personnel. "My door is always open, so the R&D guys are constantly coming in with ideas," Kirk notes. "I take a walk once a week to the production line at the plant, too." Arkadelphia is also home to the RISE (Research, Innovate, Support, and Evolve) Center and customer focused, RISE Summits, reinforcing Siplast's industry-leading technological advancements.
In Dallas, Kirk's role shifts toward providing strategic customer support and overseeing corporate operations. He proactively removes obstacles, monitors financial metrics, and supports departmental initiatives aimed at achieving Siplast's growth-focused objectives for 2025 and beyond.
Every week involves general finance, examining margins, and analyzing how departments are performing. "A big goal for me is to meet the numbers for 2025, so I asked each team for one or two key initiatives that will significantly impact our progress, and I monitor those closely," said Kirk, underscoring how his directional leadership style looks in action.
Siplast's industry leadership stems from a commitment to innovation, performance, service and sustainability. From pioneering liquid-roof technology to revolutionary reflective roofing materials, Siplast's dedication to quality and durability significantly reduces environmental impact. Kirk highlights Siplast's sales force as uniquely positioned problem-solvers, prioritizing tailored solutions over traditional sales tactics.
Kirk's Career Advice: Mentorship Is the Heart of Leadership
Throughout his career, Kirk has benefited profoundly from the guidance of industry mentors such as Dr. Rene M. Dupuis and Dr. Gaylon Baumgardner. Their genuine interest in his professional growth has deeply influenced Kirk's own approach to leadership and mentorship.
Today, Kirk actively embraces mentoring roles himself, sharing insights and encouragement to guide the next generation. His core advice is direct and impactful: "Excel where you are, work diligently, and others will notice."
With each professional advancement, Kirk Goodrum continues refining his leadership skills. He acknowledges continual learning as a cornerstone of his journey. "The past 26 years have been an ongoing learning process," Kirk reflects. "Whatever my next role is, I may not be fully ready initially—but I'm prepared to embrace the challenge enthusiastically."
