The challenge
Deccan Value Investors acquired two former Amtek Group businesses, Amtek Auto and Castex Technologies, through the insolvency resolution process. They became Revent Precision Engineering and Revent Metalcast, with a plan to revive and modernise their forging, casting and machining operations.
The plan needed new leaders and specialists, and they had questions. Will the investors stay committed? Will the plants get the investment they need? Is this stable enough to leave an established employer for? Senior candidates, in particular, judged the companies by their past.
TNSL’s task was not just to find candidates, but to help them see the businesses’ future under new ownership as clearly as their history.
What TNSL did
Understood the turnaround before pitching it. Before speaking to a single candidate, the dedicated team studied the Amtek history, the acquisition, DVI’s investment approach, the plants’ technical strengths and the owners’ plans for growth. Recruiters had to believe in the opportunity before they could explain it credibly.
Answered the hard questions honestly. Recruiters acknowledged the companies’ past, then explained what had changed: new ownership, fresh investment and a long-term plan. Candidates decided on facts, not on reassurances.
Learned the shop floor. The team was trained on forging, casting and precision machining, and tested on it, so it could judge manufacturing experience and talk credibly with technical candidates.
Screened each role for what a turnaround needs. Plant Heads were assessed on productivity, quality and leading people through change. The Financial Controller was assessed on controls, manufacturing finance, working capital and governance. Change management and organisation development candidates were assessed on transformation and stakeholder alignment.
Sold the impact, not just the job. For senior and transformation roles, the opportunity was framed as the chance to rebuild an established manufacturer and leave a visible mark on its revival.
Results
- 60+ professionals hired across both companies over three years.
- Critical leadership in place: two Plant Heads and a Financial Controller.
- Transformation capability built through change management and organisation development hires.
- Every hire stayed at least 13 months, despite the uncertainty that usually surrounds a company emerging from insolvency.
Why it matters
In a turnaround, the obstacle is usually not a shortage of candidates but doubt about the company. Recruiters who understand the business and its new direction can turn that doubt into informed commitment.