{"id":3081,"date":"2024-09-04T13:41:17","date_gmt":"2024-09-04T11:41:17","guid":{"rendered":"https:\/\/pannoncegcsoport.hu\/uzletag-uzleti-tanacsadas\/"},"modified":"2024-12-10T10:55:16","modified_gmt":"2024-12-10T08:55:16","slug":"uzletag-uzleti-tanacsadas","status":"publish","type":"post","link":"https:\/\/pannova.web-amade.hu\/en\/uzletag-uzleti-tanacsadas\/","title":{"rendered":"Pannova Group’s journey from a one-person business to a broad portfolio of business units"},"content":{"rendered":"

One of the biggest challenges in the lifecycle of a business is the transition from a one-person company to a structure of business units. One-person organisations are flexible and responsive to change. Still, they need to adapt their structure and responsibilities as they grow.
\nPannova Group has also followed this path.<\/p>\n

As we wrote in our previous blog article<\/a> about the early days, the first company of Pannova Group, Pannon Invest Bt. was primarily engaged in real estate brokerage and development at the time of the regime change in Hungary. Its portfolio was later expanded through liquidation and reorganisation of companies.
\nOrganic business development has meant for the Group to expand services and develop human resources simultaneously.<\/p>\n

 <\/p>\n

The heyday of the business sector portfolio at Pannova Group<\/h2>\n

“In the early days, my father did much of the work himself. Later, an auditor with an international licence joined the company as an accounting specialist. This careful building process continued until the financial crisis of 2008-9, and resulted in an organisation with 12 offices and 100 staff, respected across the country,” \u2013 said Katalin Varga. She recalled that the organisational operations resembled an amoeba at the time, continuously changing shape and size as required by the ever-changing environment.<\/p>\n

“We can solve it, no matter the problem or the task. That’s what we’ve always said to our customers, and that’s why we’ve developed this way of working as an organisation, which I think now is a bit embedded in our corporate culture.”<\/p>\n

Katalin Varga recalls that her father established a corporate culture at the group that did not rely on one-person decision-making.<\/p>\n

“He always surrounded himself with colleagues he could trust, so he never needed to micromanage”.<\/p><\/blockquote>\n

Revising, Katalin Varga decided to join the family business, replacing her academic career with business consulting in the aftermath of the financial crisis of 2008-9.<\/p>\n

\u201cWe suffered significant losses during this period but did not lose everything! We kept our most valued possession, our positive reputation!”
\n\u2013 emphasised Katalin Varga.<\/p>\n

“We perceived the situation as a challenge rather than a loss. Due to our robust foundations, we could exploit the opportunities arising from the crisis. After a valuable restructuring, we embarked upon a growth path and seized a new opportunity by entering the hospitality market.”<\/p><\/blockquote>\n

And the tourism sector has changed the previous operational model to a small extent. The industry requires a more tightly-knit organisational structure, precise allocation of tasks and responsibilities, and more control. However, in line with our corporate culture, our colleagues in this branch also have a significant degree of autonomy, independence and responsibility. According to Katalin Varga, it is rare for a tourism business of this size to be managed from a head office in P\u00e9cs.<\/p>\n

 <\/p>\n

The oldest and most stable business:<\/h2>\n

property development and industrial parks<\/h3>\n

Jen\u0151 Varga, the founder, was interested in real estate from the very beginning. He constantly looks for business opportunities and has bought properties over the past decades. Since then, he has built up a substantial portfolio of properties.
\nThe vast majority of these are industrial properties, which are both brokered and operated by Pannova Group. As a result of experience, the group is now also taking on property management for foreign-owned properties.<\/p>\n

“Here we should not primarily think of physical construction, as there are a lot of administrative and legal issues and paperwork involved in real estate management, while the development aspects of real estate must not be overlooked” \u2013 explained Katalin Varga. She said that the group’s experience in real estate management has also proved helpful in the case of campsites.<\/p>\n

The operation and leasing of industrial parks have long been an integral part of Pannova Group’s portfolio, and given geopolitical and economic policy trends, they are expected to become increasingly substantial.<\/p><\/blockquote>\n

Currently, industrial properties and industrial parks belonging to the Pannova Group are available at five separate locations:<\/p>\n