Zita Tarjanyi is General Manager of Centralis Hungary.
Tell us a little bit about yourself.
I grew up in western Hungary, in Gyor, as the second child in my family and have one brother. I am on my 40th trip around the sun, moved to Budapest for college studies in finance and accountancy, and have lived here ever since.
I joined Centralis in 2011 as the third employee at incorporation. Like many Centralians, I also previously worked at AIB, so my history with the team goes beyond the past 11 years. The last decade has certainly been the highlight of my career. I started as a Client Services Supervisor, joined the Amsterdam team between 2015 and 2017, and after returning to Budapest I took on the General Manager role in 2018.
I am a true stubborn double Taurus, with two baby teeth still. No more fun facts about me.
Why is Hungary a great place to incorporate a company?
One competitive advantage Hungary has relative to parts of the region is the government's commitment to streamlining business processes and increasing enterprise competitiveness through a wide range of incentives. Foreign capital is also attracted by a skilled, well-educated, and competitive labour force.
Hungary's current corporate income tax rate is 9%, one of the lowest in the region, and the country's stated aim is to preserve financial sovereignty.
At the same time, the outlook remains sensitive to the war in Ukraine, global investor sentiment, inflation, and monetary tightening. Not all responses to global tax changes are universally supported, and impacts from developments in the US and European Commission are still emerging.
What's the hardest and easiest part of being the General Manager of Centralis Hungary?
It is easy to be in a General Manager role when the team is made up of committed, loyal professionals who take responsibility for their work. Over recent years we have built a strong team with these qualities, and equally importantly, we can enjoy working together.
It is reassuring to see people want to come into the office and spend time together. We have 16 people in the office (plus two on maternity leave), and while people management is often the hardest part of leadership, investment in people and personal attention consistently pays off.
The hardest part is responsibility for all of the above: maintaining a safe working environment where everyone can develop, stay motivated, and deliver excellent client service while meeting client expectations and group goals.
Having the right reaction to change and leading by example is a constant requirement, and that constant evolution is also what makes the role rewarding.
What are the most important skills you have gained during your career?
My problem-solving skills improved rapidly as responsibilities grew, especially during the local growth phase two to three years ago. I learned to manage many tasks simultaneously; multitasking became a practical necessity.
As recurring client-services activities became more routine, I gained capacity to think more from clients' perspectives, listen better, and respond with greater curiosity, caution, and confidence.
I believe learning from mistakes and avoiding repetition has been one of the most valuable parts of that development.