A core value at Rion is investing in our people and providing clear career paths within the organization. Azam and Ido, who began their careers in operational roles and rose to lead departments, are prime examples of this philosophy. They prove that a great manager is one who truly understands the work from the ground up

For many organizations, “internal promotion” is a strategic goal. At Rion, it’s an integral part of our DNA. We deeply understand that an employee who grows within the system brings immense added value: profound familiarity with the production floor, a strong connection to the company, and unwavering commitment to their team. The stories of Azam, manager of the Post-Processing Department, and Ido, manager of the Set-up Technicians Department, vividly illustrate this very journey.

Ambition to Move Forward and Make an Impact

Azam joined Rion in 2013 as a machine operator. He arrived with prior experience in management and maintenance, and from the outset, he expressed a desire to contribute beyond his immediate role and develop further within the company. His potential was recognized relatively quickly, and within three months, he was offered the position of Assistant Department Manager. However, the path to the manager’s chair was a process of learning and specialization that spanned about six years until he was appointed manager of the entire department, which today comprises approximately 12 employees.

“I had prior job experience, and I knew I wanted and was capable of contributing more,” Azam recounts. When he finally took the reins, he brought innovative ideas for improving work processes and cycle times but placed a central emphasis on the human aspect and the ability to connect employees from diverse backgrounds and languages.

Ofir Kimchi, Azam’s manager, elaborates on the considerations for his promotion: “Azam arrived with strong technical skills, but what truly stood out was his character and nature. It’s crucial for us that anyone managing a team is, first and foremost, a good person – someone who can read situations in the right way and show sensitivity towards employees. This combination, of a skilled professional who is also a trustworthy figure, is what led to his promotion.”

For Azam, the most significant challenge was the transition from being a peer to becoming their manager. “There were employees who worked with me on the production floor initially, and suddenly I became their manager,” he shares. “But because of our prior familiarity and shared tenure, they were supportive and embraced it. Today, from my position, it’s important for me to recognize skilled employees and promote them, just as was done for me.”

Hamudi Azam: Post Production Department Manager

From the Warehouse to Engineering Studies – and Beyond to Management

Ido’s journey highlights Rion’s readiness to invest in long-term professional development. Ido, a kibbutz member, worked at Rion at various times – while still uncertain about his professional future. The turning point came when the company offered to sponsor his studies to become a mechanical engineer.

“Before I acquired my bachelor degree, I was just going with the flow; I didn’t know what I would study or if I would stay here,” Ido recalls. “Going to study gave me direction.” After completing his degree, he joined as a set-up technician, delving deep into the world of injection molding and gaining practical experience with the machines. In 2019, due to organizational changes, a need arose for a department manager, and Ido seized the opportunity to dive into the deep end.

Ofir notes that choosing Ido was not an obvious decision, as he was tasked with managing employees more senior and experienced than himself: “Ido is a person who embodies collaboration. He took over a department with highly experienced technical individuals and knew how to find his place – learning from them on one hand, and managing them on the other.”

For Ido, the transition was also challenging. “As an employee, you’re used to doing things yourself, and suddenly as a manager, you have to delegate and trust others,” he explains. “It took me time to learn that, but today I’m in a different place. The experience I gained gives me confidence – I understand exactly what my employees are going through and what the technical challenges are, and that’s a huge advantage.”

Ido Romano: Setup Technitians Department Manager

The Management Perspective: An Investment That Returns to the Organization

From Ofir Kimchi’s perspective, investing in internal employee promotion is a decision that requires a delicate balance between immediate production needs and long-term employee development, but it pays off significantly in the long run. “Sometimes you need to be flexible, to allow someone to pursue studies or courses, even if it means a certain compromise in the short term,” Ofir says. “I believe that if you hold back a person who wants to develop, they will simply find their path elsewhere.”

Ofir emphasizes that a manager who has grown “from the bottom up” comes with a deeper connection to the organization and its people. “There is immense value in someone who knows the work firsthand. True, the transition from colleague to manager is delicate, but in terms of results – people value experience and professionalism. When we succeed in promoting someone from within, everyone benefits – the employee gains a career horizon, and the organization gains a committed and professional manager.”

Ofir Kimchi: Production Manager

The stories of Azam and Ido are testament to the fact that at Rion, the doors are open. With the support of management (“They always told me – don’t worry, you have our support,” Ido notes), and with a willingness to learn and invest, employees can build meaningful and rewarding careers.