Pump manufacturing in Seneca Falls, New York began in 1839 when Paine and Caldwell began to build wooden pumps in a former cultivator shop on the island between Bridge and Ovid Streets. A year later, Abel Downs began to make wooden pumps in the old cotton factory building, while Cowing and Seymour took over the old clock factory for the manufacture of their own line of wooden pumps. Paine & CaIdwell, faced with two new competitors, soon went out of business.

In 1844, Abel Downs and John Wheeler joined forces in the old Stone Shop at the corner of Green and Ovid Streets, locally referred to as "The Flats", to become Downs & Wheeler. Two years later they became Downs, Mynderse & Co.

In 1848, Seneca Falls, then a tiny village in upstate New York, was the meeting place for the first Women's Rights Convention. The Mexican War had ended and California had been ceded to the United States. Then came the shout from Sutter's Mill, "Gold! Gold! Gold in California!" In Seneca Falls, Seabury S. Gould thought of iron, not gold. Seabury purchased the interests of Edward Mynderse and H.C. Silsby in Downs, Mynderse & Co., and the firm became Downs & Co.

The next year brought the Great Gold Rush of the Forty-niners. Goulds cast its first all-iron pump that year. The first all-metal pump in the world was cast and assembled in the little stone shop at Green and Ovid Streets, in Seneca Falls, New York. The idea for it was sponsored by Seabury S Gould himself, Goulds' first president. He believed in the possibilities of the iron pump. He studied. He worked. He keenly watched as the first pump casting emerged from its mold of sand - a pump they believed would overcome all the disadvantages of wood, one that would be strong and efficient and would provide fresh flowing water for the pioneers who were opening the West, the farms in the East, and plantations down South.

Although Seabury was a man of unusual vision, perhaps not even he could imagine what the future held for the pump and to what uses it would be put to as man developed new technologies and devised new sciences. The pump, like the wheel, is one of mankind's greatest servants, the heart of industry.

There were only 24 states in the Union when the firm, later known as Goulds Manufacturing Company, began. Transportation still was mainly by stagecoach, although the new canals in New York State were beginning a revolution in the movement of goods and people.

Goulds made pumps. And they were good pumps. Gould and his 20 employees constantly studied methods of improving their products. Goulds Pumps had already built a reputation for the high skills of its artisans. They were craftsmen who worked wonders with woods and metals, shaping them into flour and grist mill machinery, clocks, farm implements and pumps. Because they had a foundry, they produced all kinds of cast products such as corn shellers, bells, sad irons, sinks, tools, and a line of fire engines.

When Millard Fillmore of neighboring Cayuga County was the President of the United States, many in the East were afire with "California Fever". This meant the lust for gold, the frantic search for which not only opened the magnificent West, but brought about the transcontinental railroad as well. It created an opportunity for Goulds Pumps. The trains needed water, and generally water was only to be had when windmills operated to pump it from wells. Often trains were delayed for days. The problem eventually was solved by steam powered pumps, the earliest of which was devised in Goulds shops in Seneca Falls.

In 1855, Downs & Company, with Seabury S. Gould I at its helm, built a new factory between the canal and the river, east of the Ovid Street Bridge.

In 1864 the company was incorporated in the state of New York. In 1869, the name of the company was changed from Downs & Company to Goulds Manufacturing Company. Seabury, the founder, ran the company until after the Civil War. In 1879 the entire plant, except the foundry, was destroyed by fire. James H. Gould took over as Goulds President from 1872 to 1896, the period of America's great industrial boom. The nation was rapidly expanding westward. He assumed the burden of reconstructing the ruined factory destroyed in the fire of 1879.

At the turn of the 19th century, 1896 to 1908. Seabury Gould II was President. The nation's manufacturing business was the greatest in world history. During his administration a ten acre plot was purchased, familiarly known as Rumseyville. In 1898 construction was started. Sixty acres of land were added to the original purchase. Goulds Manufacturing found a new home on this 70 acre parcel. The old factory was dismantled making way for the enlarged Barge canal.

Norman Judd Gould, the grandson of the founder, was the company's fourth President and the last member of the Gould family to serve in management of the company. Norman was named after his maternal grandfather, Norman B. Judd. As a delegate to the Republican National Convention in Chicago in 1861, Norman B. Judd nominated for President of the United States the name of Abraham Lincoln.

Norman Judd Gould continued in his grandfather's footsteps. He served his company, his village, his state, and his nation with devotion and distinction. He was a member of the House of Representatives from the 36th District of New York from 1915 to 1923 and signed the Declaration of War against the Imperial German Government in 1917. Norman J. Gould was a man born with a sense of history and a man who helped to make it. He served the longest term as president of Goulds Manufacturing Company from 1908-1964.

In 1926 the company name was changed to Goulds Pumps, Inc. As the fourth Gould President, Congressman Norman J. Gould guided the company through the periods of vast changes in technologies and products. This period of fifty-six years covered two world wars and the Korean War, from age 31 until his death at the age of 87. The company ownership was transferred from family owned to public and employee ownership of stock at this time.

James N. McComb was Goulds President from 1964 to 1971. During the 60's, Goulds developed several new lines of pumps and product improvements, and had made excellent gains as a pump supplier to the chemical industry. Acquisitions included U.S. Pumps, Inc's plants in California and Lubbock, Texas. More sales offices and warehouses were established throughout the country, and international sales and marketing operations were expanded upon and added to. Goulds Pumps, Inc. was well on its way to becoming known as the largest manufacturer of pumps exclusively in the world. New lines of industrial pumps were developed during this period, including large double suction pumps, higher pressure pumps, and non-metallic pumps. In the home water system area, the jet water system was improved and the development of a complete line of submersible pumps was completed.

Robert L. Tarnow succeeded James McComb as President in 1971 and held the post until 1978 when he became Chairman of the Board and Chief Executive Officer. Even though the 70's started with a recession, Goulds continued to grow. In 1972 Goulds opened offices in Bogota, Colombia and Paris, France which increased export activity. Goulds Pumps and Hall Foundries of Lubbock, Texas formed G & H Castings.

In 1973 Goulds continued its international expansion with the formation of Bombas de Mexico S. A. de C. V., located in Mexico City and new offices and manufacturing facilities in Brazil - Goulds Bombas E Equipamentos, LTDA in 1974. The Water Systems Division moved into a new facility in Seneca Falls, N.Y. in 1975 which allowed Engineered Products to expand into the previous building.

He was succeeded as President and Chief Executive Officer by Vincent A. Napolitano in 1978. The Philippines operation was recognized as the principal manufacturer of water systems products throughout the island. During Vince's presidency, Goulds continued to grow through acquisitions including Morris Pumps of Baldwinsville, NY, in 1981, and Gaso Pumps, Inc. of Tulsa, a prominent manufacturer of reciprocating plunger pumps in 1982. In its first full year of operation, The Slurry Pump Division generated a 30 percent increase in sales. Goulds continued to increase market share in the pulp and paper, petroleum, chemical, and international water systems markets.

Upon the unexpected death of Vincent A. Napolitano in 1984, Stephen V. Ardia became President and Chief Executive Officer. He was President from 1985 - 1994. During this time, Lowara, a premier pump company in Italy was acquired which significantly enhanced Goulds' presence in Europe, South America and the Pacific rim. 1986 saw Operations restructure into two main groups, Water Technologies Group (WTG) and Industrial Products Group (IPG), for stronger sales and marketing concentration.

In 1988, The Total Quality process, which emphasized Goulds Pumps' commitment to excellence, was introduced at all levels of the corporation worldwide. Quality Alliance with customers and vendors continued throughout this process. Process Improvements continued with the introduction of CATS (Competitive Advantage Through Simplification) which streamlined systems to improve order entry and shipping. Goulds implemented CATS in 1989 and CATS II in 1993.

Further commitments to the employees of Goulds Pumps led to the establishment of the Goulds Pumps Institute (1991) where professional staff provides learning and development opportunities to all employees. And in 1992, as a cornerstone of Goulds' future, a company Vision, Mission, and Values statement was developed and implemented.

Thomas C. McDermott succeeded Mr. Ardia as President and Chief Executive Officer from 1995 - 1997. Corporate headquarters moved from Seneca Falls to Fairport, New York in 1995. Record sales of $585.5 million were realized in 1994. Two new major products were introduced that year also, the Industrial Model 3298 Magnetic Drive Pump and the Water Technologies Model GS "Global Submersible".
Mr. McDermott was elected Chairman of Goulds Board of Directors in 1995. Under his leadership that year, regional business structuring established Asia / Pacific and Latin America; a companywide strategic planning process was implemented; and a record sales of $718.8 million earned a per share increase of 41%.
1996 was the year for the implementation of Progressive Manufacturing Strategy (Focused Factories) for both Industrial and Water Products business sectors; the disposition of Municipal Business Unit and BFI (Energy) non-core market product lines; the establishment of Goulds' 2000 long-range business strategy; and another record sales of $774.4 million, an earnings per share increase of 21%.

In 1997 the Water Systems Division moved its manufaturing facilities to a new plant in Auburn, N.Y. Although plagued by a recession and labor problems, the 80's and 90's saw a period of time where Goulds technology and products were in demand in developing markets throughout the world. Goulds products are sold in over 100 countries on six continents.
150 years of changes... new presidents, new manufacturing plants, new products. Through all the changes Goulds emerged as the No. 1 manufacturer of pumps exclusively worldwide. A history enhanced by the merger with ITT Industries in 1997.

Under the direction of Richard J. Labrecque, the merger made ITT the largest pump company in the world. Goulds executives assumed a major role in the management of ITT Fluid Technology. Today, Goulds remains the largest water well pump company in the world, with a 150-year tradition of quality products and people. Goulds corporate headquarters moved back to Seneca Falls in early 1998.

Eric Steenburgh served as President of the Industrial Pump Group integrating the ITT A-C Pump operations into existing Goulds manufacturing facilities.

1999
With integration issues behind us, Goulds IPG proceeded to develop state-of-the-art fluid management products. The IC ISO standard chemical process pump was jointly designed by Vogel Pumpen - Richter-Goulds engineers. Robert Ayers assumed leadership of the company introducing Value Based Six Sigma and Lean manufacturing processes. PumpSmart® process control technology was born, minimizing pump life cycle costs through innovative engineering.

2000
With the promotion of Robert Ayers to the CEO position at ITT Fluid Technology, Paul Baldetti assumed control of Goulds IPG. With difficult economic conditions limiting growth in our major Chemical and Paper markets, IPG targets niches where success and profits can be maximized. Baldetti has realigned operations and sales channels to more effectively sell and manufacture products. The VBSS and Lean processes are further internalized as specially trained Black Belts and Champions identify, initiate, and lead projects.

2002
In May, 2002, Robert J. Pagano, Jr. was appointed President. For Bob it was a homecoming of sorts. Bob's grandfather was a forty year Goulds employee and he himself had worked his way up through the management ranks of Goulds and ITT.
No longer just a pump company, our name needed to reflect our broadened product portfolio which included control solutions and an expanding service organization. We became ITT Industrial Products Group (IPG).
Bob Pagano first realigned ITT IPG to better serve the needs of our customers. Bob's business philosophy is to be the company that is "easiest to do business with." He has continued to stress operational excellence utilizing Value Based Six Sigma and Lean Manufacturing tools to improve processes. Efforts in Global Supply Chain Management have received industry accolades. The PRO Services™ division has increased its network footprint dramatically. International sales channel development and manufacturing initiatives have positioned ITT IPG to take advantage of global growth opportunities. And most importantly, Value Based Product Development has produced customer-focused technology that will drive future growth. In 2004, Mr. Pagano was promoted to Vice President and Corporate Controller of ITT Industries.

2005
William E. Taylor assumed the helm of a much larger industrial organization in 2005. The newly formed $550 million Industrial & Biopharm Group of ITT Industries integrated the former ITT Engineered Process Solutions Group in Lancaster, PA. with the Industrial Products Group. Two additional business segments, resulting from the EPSG merger, now reported to Mr. Taylor. The Engineered Valve Group (Richter™, Dia-Flo™ and Fabri-valve™ industrial valves) and Pure-Flo Solutions Group (hygienic products for the pharmceutical market) became business segments of IBG. The “Power of One” strategy emerged. IBG would leverage the total resources of the corporation to grow the business more quickly, rapidly expand internationally and deliver superior products for customers and financial results for shareholders. The IBG commitment was developed. IBG will delight its customers globally through teamwork, operational excellence and service.