Online Reporter
Over the past couple of months, Hilmax Engineering, which recently exited corporate rescue, has undergone significant transformation. The company’s managing director, Mr Shephard Kembo, last week shared insights on its role in revitalising local industry and the vision driving its next phase of growth.
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Q: What would you say have been the most defining milestones of the company’s recent turnaround?
A: Hilmax’s transformation is anchored in three defining milestones. The first was restoring employee confidence through full salary reinstatement — a move that revitalised morale and renewed the team’s sense of purpose. The second was rebuilding our supplier ecosystem and securing exclusive distributorships with reputable South African brands.
These partnerships have been vital in ensuring uninterrupted supply and strengthening our technical capacity. The third milestone has been strategic reinvestment — from restocking inventory and recruiting skilled personnel to preparing for fleet renewal. These steps have repositioned us as a dependable engineering partner ready for sustainable growth.
Q: How have you managed to build staff morale after the period of uncertainty?
A: We have cultivated a culture of ownership, excellence and accountability. Restoring full remuneration was only the starting point.
What followed was building an environment where people take pride in their work and share in the company’s vision. We have introduced performance management systems, continuous professional development and mentorship structures that align personal growth with organisational goals. Today, our teams are more motivated, proactive and results-oriented than ever before.
Q: How have your supplier partnerships contributed to the company’s operational competitiveness?
A: Partnerships are at the heart of our business. Through exclusive distributorships with top-tier South African suppliers, we now have access to premium products, advanced technologies and continuous technical support.
This has enabled us to provide clients with superior engineering solutions and faster turnaround times. It has also positioned us strategically within the regional value chain, strengthening our ability to compete, innovate and deliver at international standards.
Q: The company recently secured significant funding. How has this capital injection been utilised?
A: We have been deliberate and disciplined in deploying our funding. The US$1 million capital injection has gone into restocking essential materials, expanding our technical teams and stabilising operations. The outcome has been clear — improved efficiency, restored client confidence and uninterrupted service delivery.
We are now finalising additional financing to support our fleet renewal programme, which will further enhance our mobility and operational reach. Our service efficiency depends heavily on reliable logistics and equipment.
The new fleet will significantly enhance responsiveness, productivity and coverage.
It is not just about new vehicles; it is about creating a foundation for modern, efficient and professional service delivery. This investment reflects our readiness to meet growing demand from the mining, construction and industrial sectors.
Q: And how is Hilmax ensuring sound leadership and accountability?
A: We have strengthened governance through structured oversight and the appointment of expert leadership under the Kushi Green Technologies board.
Our focus is on transparency, risk management and ethical decision-making . . . This has created a governance culture that balances innovation with accountability . . .
Recruitment has been targeted and strategic. We have brought in skilled technical and sales professionals, and paired them with ongoing training programmes. The result is a highly competent team capable of providing efficient, solution-driven service.
Our clients have noticed the difference — faster responses, higher quality standards and stronger technical support. This has directly translated into increased trust and repeat business.
Q: What measures are you taking to maintain stakeholder confidence and meet obligations effectively?
A: Consistency and transparency are key. We communicate openly with our stakeholders, deliver on our promises and ensure that all obligations — financial, operational or contractual — are met on time.
Our operational improvements, strong governance and disciplined execution have all reinforced our credibility.
Q: Looking ahead, what is your strategic vision for the company over the next three to five years?
A: Our vision is to position Hilmax as Zimbabwe’s most trusted and innovative engineering solutions provider, known for excellence, reliability and impact.
Over the next few years, we aim to expand regionally, deepen our technological base and invest in youth skills development within the engineering field.
Most importantly, we want to be part of the national industrial revival story — creating jobs, empowering talent and contributing meaningfully to the growth of Zimbabwe’s economy.
