The following accounts are from organisations that have engaged Rentas Advisory. They are offered without embellishment.
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Years in Practice
80+
Engagements
4.8
Avg. Client Rating
MY
Malaysia-Based
Zulkifli Hamid
VP Engineering · Fintech, Kuala Lumpur
We engaged Rentas for the Engineering Workforce Advisory when we were eighteen months into a significant product rebuild. The document they produced gave us a clear picture of where our seniority gap actually sat — which was not where we thought it was. The recommendation to pause external hiring for two roles and promote internally was one we acted on, and it held up.
April 2025
Priya Subramaniam
Head of People · SaaS company, PJ
The Hiring Practice Workshop was a more uncomfortable two days than I had anticipated — which I think was the point. We read through three years of hiring records together and saw patterns we had not consciously noticed. The hiring handbook we produced is in use, and I have circulated it to five line managers who were not in the room.
March 2025
Tan Wei Liang
CTO · E-commerce platform, Shah Alam
We started with the Talent Posture Conversation, which I thought would be a quick exercise. It took three weeks and the document surfaced three observations that changed how we approached our next six months of hiring. The advisor was direct without being pushy. The format — a written note rather than a presentation — was right for us.
April 2025
Nurul Karimah
HR Director · Telco subsidiary, Cyberjaya
What distinguished the engagement from other advisory work we have done is that Rentas read our materials before arriving at any opinion. That sounds like a basic thing, but it meant the session itself was about our actual situation, not a generic framework applied to us. The written output was something we could share with the board.
February 2025
Lee Boon Kheng
Engineering Manager · Logistics tech, PJ
We ran the Engineering Workforce Advisory before a Series B round. The investors asked about our engineering team composition and I was able to produce a document that addressed the question seriously. One of them said it was the clearest people paper they had seen from a Series B. That was largely Rentas's work.
March 2025
Rashidah Azlan
CHRO · Insurance technology, KL
The Talent Posture Conversation was a useful framing exercise before we started a larger planning effort. It gave us a shared language for the workforce questions — which matters more than it sounds when you are trying to align engineering and HR on a multi-year view. I would use Rentas again for the next phase.
May 2025
Engagement: Engineering Workforce Advisory
Challenge
The organisation had grown its engineering team quickly through a combination of graduate hiring and contractor conversion. As they moved toward a more complex product phase, leadership was unsure whether the team had the seniority distribution to carry the roadmap.
Engagement
We examined five years of hiring records alongside the current org structure and the proposed roadmap. Two advisory sessions with the CTO and VP People helped us understand the roadmap's actual technical demands versus the team's present capability coverage.
Outcomes
The written workforce paper identified a mid-level seniority gap and recommended a sequenced development programme rather than senior external hiring. Six months later, three internal promotions had been made and two planned external hires were deferred.
"The document gave us permission to think more slowly about who we were bringing in." — VP Engineering
Engagement: Hiring Practice Workshop
Challenge
The company was about to hire fifteen engineers over twelve months. Their hiring practice had accumulated across four different managers, each with their own interview style and decision-making habits. No shared standard existed.
Engagement
The two-day workshop reviewed two years of hiring records, identified the practices that had produced the strongest hires, and uncovered three patterns that had quietly produced poor outcomes. The team wrote its own agreements, which Rentas Advisory helped structure and document.
Outcomes
The hiring handbook was distributed to all seven line managers who would be involved in the programme. Of the fifteen engineers hired in the following year, twelve were still in role at the twelve-month mark — a notable improvement on the prior year's retention pattern.
"The handbook stopped three decisions that would have been the wrong ones." — Head of Engineering
Engagement: Talent Posture Conversation
Challenge
A technology division of a larger Malaysian company was preparing for an annual board review and needed a clear, considered account of its workforce composition and the hiring intentions for the coming year.
Engagement
The Talent Posture Conversation produced a ten-page note examining the current composition, the planned work, and the gap between them. Three observations on hiring pace — one of which was to slow rather than accelerate — were included with supporting reasoning.
Outcomes
The board accepted the posture note as the foundation for its workforce planning discussion. The technology leadership team used it to anchor a subsequent internal planning cycle. The division slowed one hiring track and redirected budget to a training programme.
"It gave the board something to read rather than just slides to watch." — Technology Director
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