The Monty Heat Treat News has worked closely with International Search Partners (a US search firm known for being the only recruiting firm in the world working exclusively in heat treating), for over 20 years. That relationship has blossomed into a regularly featured article, “Ask the Heat Treat Recruiter,” where ISP’s seasoned team answers questions about salaries, interviewing, negotiations, and a host of other topics related to recruiting and job searching for companies and/or individual employees.
Every quarter in 2024, Managing Recruiter, Josh Hale and Sr. Recruiter, Jessica Maier, will address questions that come up regularly from industry professionals (email questions for future editions to [email protected]). Today’s question is one many hardworking professionals have asked themselves over the years…
If I’m doing my job well and making myself indispensable in my current role, why would my employer ever promote me? Don’t I need to switch companies to advance my career?
Many people find themselves in a situation as an employee where they feel like they’ve worked themselves into a corner by becoming so critical in their current role that they become “handcuffed” and not able to move up or be promoted because nobody else can do what they’re doing. This undesirable scenario can be magnified in the heat treat industry where there is a lot of institutional knowledge and a lack of new workers entering the field.
When companies choose to promote from within, there are several various factors that go into such a decision. Management will assess the internal candidate’s leadership potential, skills/abilities, motivation/engagement, as well as analyzing any affect such a move will have on others in the department re: morale and stability. Of course, this all comes after they have determined that there is a need or gap to fill, and they have the budget to afford to promote someone into a higher-level role.
Reasons to not promote someone can also be numerous and include financial constraints, internal politics/favoritism, more suitable outside candidates… and, yes, sometimes part of the equation in deciding to hold an employee back may have to do with the fear of losing them in in their current role. However, most companies will recognize that is not a good long-term strategy because promoting high performers is an effective retention strategy and helps support workforce stability while keeping key pieces of information within the organization.
For a concerned and ambitious employee afraid that they may still fall into this trap, here are some steps that they can take to ensure that they are at least considered for the next promotion:
- Open Communication. Having a clear and open dialogue with management about career aspirations is the best way to remain at the forefront of promotion talks. This should be done early and often.
- Document. Making note of achievements by writing it down, including details and numbers where appropriate, is a good habit for not only advancing in one’s current company, but also useful for exploring opportunities outside.
- Skills Development. For a company to move someone up out of a role that they’re doing very well in, they need to see an ROI. Taking a course on leadership or other advanced training is a great way to demonstrate a desire for advancement.
- Network. Building relationships with colleagues, supervisors, and other departments is a worthwhile way to stay informed of openings ensure visibility.
- Time. Sometimes it just takes waiting for the right opportunity and circumstances before advancement makes sense for all parties. Going back to point #1, communication is key here so that everyone is on the same page and expectations are set.
Finally, there are situations where one is truly being held back and it makes sense that switching to a different company is the only way to spur forward career movement. If that’s the case, partnering with a third-party recruiting firm like ISP is a great way to engage one’s job search confidentially without raising suspicion with current management or detracting from active work. Just be sure to be clear and detailed with the recruiter what specific job functions and responsibilities are going to be enticing.
Josh Hale has collaborated with companies to identify, engage, and hire top performers as a professional “headhunter” where he’s focused exclusively on the heat treat industry as part of International Search Partners since acquiring the firm in 2015. He works closely with Jessica Maier to support the practice, and, together, they’ve helped dozens of companies and hundreds of candidates find the match within the industry, including roles for engineering, sales, quality, metallurgy, management, and more. For additional information email [email protected] or call 619-465-9621.
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View our recent magazines and podcasts by clicking the following link. https://themonty.com/magazine/
View our recent magazines and podcasts by clicking the following link. https://themonty.com/magazine/
View our recent magazines and podcasts by clicking the following link. https://themonty.com/magazine/
Carlos: It’s true, I wear many hats in our group of companies, and each role is a part of my journey in the heat treat industry. Growing up, I was surrounded by the hum of machinery and the smell of hot metal in our family business. Becoming an engineer was a natural path, and it led me to travel the world, meet fascinating people, and dive deep into the business. Today, as the CEO of the TORSA group, a family company my father started 40 years ago, I oversee five dynamic divisions.
Most people know me for MATTSA, which fabricates and services industrial furnaces under the AFC-Holcroft license. Crio, where I spend most of my time now, is a leading commercial heat treat company in Mexico. Then there’s Argo Steel Works, our giant that manufactures massive furnaces for various industries, and SSI Mexico, our joint venture with SSI USA. Plus, during the COVID years, I started a podcast to keep the conversation going with the best minds in heat treat, which has become a passion project of mine.
As CEO, I’m like the captain of a soccer team, ensuring each player (company) performs their role to the best of their ability while working towards a common goal. Some days, I’m on the field, actively involved in operations, fine-tuning processes, and driving innovation. Other days, I’m strategizing from the sidelines, mapping out where the industry is headed and what solutions the market will need. For instance, we are pioneering a hybrid furnace that combines electric and gas heating, aiming for cost-effectiveness and environmental sustainability. This innovation requires significant investment, but it’s all about balancing development while keeping our existing operations thriving.
2) Crio is one of the largest private commercial heat treat companies in Mexico. What strategies have you implemented to achieve and maintain this position?
Carlos: Twenty years ago, Crio was just a small heat treat shop with big dreams. Fast forward to today, and we have transformed into a powerhouse with two substantial locations, working on highly complex parts for the aerospace and automotive industries. The secret sauce? Cutting-edge technology from AFC-Holcroft and SSI, combined with a relentless pursuit of excellence. We benchmark our practices against the best, constantly updating our equipment and systems. But it’s not just about technology. Our team of metallurgical engineers is our backbone, driving innovation and ensuring we meet the highest standards. We’ve built a culture where quality is king, technology is our ally, and customer service is our mantra.
3) Mattsa is known for its partnership with AFC Holcroft of Wixom, Michigan, USA (part of the Aichelin Group). How does this collaboration work, and what benefits does it bring to your customers?
Carlos: Mattsa and AFC-Holcroft have been partners for over 20 years, a relationship that feels more like a finely tuned dance than a business arrangement. This partnership allows us to blend global innovation with local expertise. Imagine the complexity of modern furnaces—they’re like the intricate workings of a Swiss watch. By teaming up, we ensure that every cog and wheel is perfectly aligned from design to post-sale service. Most of the decisions are taken at the corporate level, but by teaming up, we ensure all the important aspects of business are taken care of from the design stage up to commissioning and post-sale service of a complex furnace line. Furnaces are getting more complex day by day, and you need an expert close by when the installation is significant—that is what differentiates us. Now that AFC-Holcroft is part of the Aichelin Group, we have an even broader range of products to offer, strengthening our position. This successful relationship allows us to provide cutting-edge solutions to our clients.
4) You have mentioned Mattsa and Crio, do you have an involvement with any other companies either in the heat treatment industry or outside of it?
Carlos: Argo Steel Works is a giant in its own right, crafting specialized steel structures for steel mills, glass, and mining sectors. Think of it as the heart of our industrial operations, pumping out robust structures that support critical industries. It’s like commercial heat treat, but on a grander scale, ensuring every part is traceable and meets rigorous standards. And then there’s SSI Mexico, our joint venture with SSI USA. It’s a finely tuned machine, so well-oiled that my involvement is minimal. SSI USA’s institutional knowledge powers our operations, ensuring we meet the high expectations of the Mexican market.
Carlos: Staying at the forefront of the heat treat industry requires a blend of foresight, innovation, and collaboration. For instance, when a large company plans to open a new facility, their initial plans are often loose with very limited information. The best projects are those where we get involved from the very beginning. This allows us to thoroughly plan and engineer the optimal solution for the customer.
We assess whether it’s better to outsource or conduct the process in-house, whether to relocate existing equipment, buy brand new, or retrofit non-functional machinery. This involves reviewing volumes, specifications, budgets, timelines, space constraints, industrial engineering requirements, plant talent, and the desired outcomes.
For example, sometimes customers envision fully outsourcing the material but want absolute control over the part and process. In such cases, we advise them to handle it in-house. Conversely, if a customer wants to manage everything internally but lacks the volume to justify the investment, we might recommend outsourcing as the more cost-effective option. We always aim to present the best business case to the customer, ensuring their competitiveness and success, which in turn ensures our success. Unlike furnace companies that push new sales, or heat treat shops that push outsourcing, we take a holistic approach to find the most suitable solution for our clients.
6) I have watched with a great deal of interest how Mexico has become increasingly competitive in the industrial sector-the growth just over my lifetime has been astonishing. What challenges do you face in this market, and how do you address them to stay ahead of the competition?
Carlos: Mexico’s industrial sector is indeed becoming highly competitive, but it comes with its own set of challenges. One common misconception is that Mexico is a cheap country to operate in: however, that’s far from the truth. Gas and energy costs here are higher than in the US or Europe, and taxes range between 30-40%.
To navigate these challenges, we focus on several key strategies. First, we continuously invest in the latest technologies and equipment to improve efficiency and reduce operational costs. By leveraging advanced technology, we can offset some of the higher energy costs and remain competitive.
Second, we emphasize building strong relationships with our customers and understanding their specific needs. This allows us to provide tailored solutions that maximize their operational efficiency and minimize costs. For example, advising a customer to retrofit old machinery only when it makes financial sense, or suggesting outsourcing when internal management isn’t feasible due to low volumes.
Additionally, we prioritize training and retaining top talent. A skilled workforce is crucial for maintaining high-quality standards and driving innovation. By creating a supportive work environment and offering continuous learning opportunities, we ensure our team is always ahead of industry trends and challenges.
7) What are your future plans for expansion or innovation within your group, both in Mexico and potentially in the broader NAFTA market?
Carlos: Our future plans for expansion and innovation are both ambitious and strategically planned. In Mexico, we aim to solidify our position as the leading heat treat provider by expanding our facilities and increasing our capacity. This includes investing in more hybrid furnaces that offer both electric and gas heating solutions, which are not only cost-effective but also environmentally friendly.
Data analytics on process costs can dramatically help save and optimize resources, yet few take the time to analyze this business data. While many analyze process data to comply with standards, staying competitive today means meeting quality specs efficiently. We focus on analyzing this data to maximize equipment output, extend furnace life, reduce downtime through proper maintenance, and decrease process times in commercial work to lower costs.
We also plan to enhance our data analysis capabilities. By integrating advanced data analytics into our processes, we can provide our customers with more precise and actionable insights, improving their operational efficiency and product quality.
The hybrid furnaces, in our opinion, are the only solution that makes sense for our market. They reduce emissions while maintaining competitive costs compared to the market and remain flexible to operate on full gas or full electricity.
Automation on production lines is also crucial. Labor is becoming more complex to train, and furnace work is demanding. Therefore, implementing cost-effective, low-entry automation from the start is essential nowadays.
In the broader NAFTA market, we see significant opportunities for growth. We are exploring partnerships and joint ventures that can help us tap into new markets and expand our service offerings. For instance, by collaborating with companies that have complementary technologies or market reach, we can offer more comprehensive solutions to our clients.
Furthermore, we are committed to sustainability. We are exploring renewable energy options and more efficient processes to reduce our carbon footprint and contribute to a greener industry. This not only helps the environment but also aligns with the growing demand for sustainable practices in the industrial sector.
By focusing on these areas, we are confident that we can continue to lead the heat treat industry and deliver exceptional value to our customers.
8) Carlos I very much appreciate your time and your candor-you have been very open about your goals and future plans. Our hope and trust are that our paths will continue to cross for many years. Thank you, Gord.
Carlos: I appreciate the opportunity and look forward to getting together with you in Mexico again-you are always welcome amigo.
