Norco History
In 1968, Larry Kissler packed up his wife, four kids, and a belief in something bigger, and drove a Volkswagen bus across the country from the East Coast to Idaho. He wasn’t chasing a trend. He was building a future, one rooted in people, service, and independence.
That year, Kissler purchased Northwest Oxygen Company, founded in 1948 by David Nordling. The business had two locations: Boise and Twin Falls. It would later be renamed Norco, Inc. But even in those early years, the company’s future wasn’t defined by size. It was defined by values.
Today, Norco is one of the largest independent distributors of welding, safety, medical, and industrial gases in the United States. It remains family-led, employee-owned, and headquartered in Boise, Idaho.
Guided Growth
From the beginning, Norco grew by finding the right people and building on trust, often acquiring companies where long-term relationships and cultural fit made integration seamless. Expansion has come through acquisition, but not for the sake of footprint. Strategic growth was and continues to be about alignment. Every branch, every team, every customer relationship must match the culture. That mindset didn’t slow growth, it sustained it. And continues to sustain it to this day.
Norco now operates nearly 90 locations across the Pacific Northwest. Along the way, it has continued to hold fast to a set of values that founder Larry Kissler lived by. Those values were later distilled into the Kissler’s Keys, a collection of principles shared with every employee-owner. More than just onboarding material, the Kissler Keys serve as a compass for how the company leads, serves, and grows.
Leading From Inside
Nicole Kissler, Larry’s granddaughter and current GAWDA Board Member, became CEO in 2021. However, as dictated by Kissler’s Keys, Nicole had to prove herself outside of the business first. She worked outside the company, gaining invaluable experience in the retail sector and at Central Welding Supply, before beginning her career with Norco in 2014, starting in the medical division call center.
“Our people are the key,” Nicole says. “We try to promote from within. When people take initiative, raise their hand, or step up for a project, that’s when doors start opening.”
Her own path reflects that belief. From the call center, she moved into customer service, revenue cycle, and then HR, before joining the executive leadership team. Today, she leads a company that remains fiercely independent, while building toward long-term sustainability.
That mindset runs deep. President Brent Seward began as a delivery driver 35 years ago. Executive Vice President of the Industrial Division, Rob Silva, started in a fill plant. Their institutional knowledge and hands-on experience shape how the company operates, influencing decisions around logistics, customer service protocols, and branch-level operations. And they aren’t outliers. Countless Norco team members have built entire careers within the organization.
Serving More Than One Market
What began as a welding distributorship has grown to include a major medical business. That wasn’t part of the original plan. But like most great innovations, it came from a company identifying a need and working to fill it.
“It was just a natural evolution,” Nicole says. “We were already supplying oxygen. That opened the door to home medical equipment. We stepped in because the community needed it.”
Today, some Norco locations are dedicated solely to industrial customers, while others are solely medical. Many serve both. That flexibility helps the company remain close to its communities while supporting a wide range of customer needs.
Norco’s infrastructure reflects that same range. It operates retail branches, combination stores, fill plants, and two air separation units, a rarity for an independent distributor.
“I have five children,” Nicole jokes. “Three biological, and two mechanical. The mechanical ones are our air separation units.”
Those plants support Norco’s internal operations and allow the company to supply other distributors. The capability helps reinforce relationships across the industry and positions Norco as a true partner, not just a player.
Ownership in Action
In 2015, Norco became a partial ESOP. One-third of the company is now owned by its employees. That transition was driven by then-CEO and Past GAWDA President Jim Kissler, who saw employee ownership not as a perk but as a reflection of how the business was already operating.
“We were already acting like owners,” Nicole says. “It made sense to formalize that.”
Today, Norco refers to itself as “an employee-owned, family business,” a mindset that empowers frontline employees to make decisions, act with accountability, and maintain strong customer relationships. That identity shapes everything from customer service to internal development. The company’s mission, Serving You Better, is more than a catchphrase.
“Each word means something,” says Nicole. “‘Serving’ speaks to our culture of servant leadership. ‘You’ means our customers, our people, our vendor partners, and our communities. ‘Better’ means we’re always working to improve.”
Moving with the Market
Today, customer expectations have changed. Speed, access, and digital tools are reshaping how businesses operate. Norco has adapted, as it always does, but not at the expense of personal service.
“Some of our products are heavy, technical, or specialized,” Nicole notes. “You can’t always box them up and ship them. Our team knows how to support customers on a different level.”
That same approach applies internally. Norco emphasizes personal growth and clear advancement. When team members raise their hands, they’re often given a chance to lead. People like Roger Hudgens, who stepped up to run projects and guide teams, have helped shape a culture that rewards initiative.
Looking Forward
As Norco nears its 80th anniversary, the company is focused on smart, steady growth. That means expanding into neighboring states with shared values, investing in infrastructure, and keeping its people at the center.
“My grandpa always said he didn’t want to be the biggest,” Nicole says. “He wanted to be the best.”
That mindset still drives Norco today, shaping everything from strategic investments in infrastructure to the way team members are mentored and promoted internally. With nearly 1,500 employee-owners and a fourth generation ready to lead, the company continues to grow on its own terms. Independent. Employee-owned. Built to last.
