Please tell us a little about yourself and how you got involved with UBM.

It may be unusual to hear this, but I really like trading on the commodity exchange, with all its complexities. I never thought I would get to like this profession before, but given my personality, it’s not really that surprising. The dynamic, non-stop operation and the complex interaction of various factors perfectly fit my work ethic.

Exactly ten years ago I started working in execution at Nidera Italy. During my work there I met UBM as a direct purchasing partner for soybean meal. During my time there, I kept constant contact with the UBM commercial and implementation team – sometimes also supervising the grain – and I was happy to join the team whenever I have had the opportunity.

I consider myself a true team player, which is why it is incredibly motivating to work for a group of companies as intertwined as UBM.

In my spare time, I like doing sports, reading, and hiking, which keeps my mind clear and helps me to stay healthy physically and mentally. I believe in lifelong learning; hence I am constantly looking for opportunities to improve myself and my skills. A good leader needs to have sufficient self-awareness and self-reflection abilities to remain credible and to achieve common goals. This is what I strive for.

How would you describe the current situation of the Italian agricultural market, including the feed market? What has been your experience in the sector so far?

The drastic decrease in consumption year after year has become a trend in Western Europe. On the other hand, it is very challenging for producers to stay in line with the new EU regulations on ESG, sustainability and alternative food and feed sources. In a context of decreasing margins and rising costs, it is essential for any newly established company, including UBM, to build a strong and stable brand locally, which is a guarantee for partners within the given quality category. I believe this is the only way to build sustainable a market share and increase margins.

How can the two countries, Hungary and Italy, strengthen each other through this relationship, taking into account their specificities and characteristics?

Italy and Hungary have had a long relationship in the feed sector, as Hungary is one of the primary suppliers of grains to the highly competitive Italian market. The structure of the UBM Group is ideal in every aspect to successfully enter the Italian feed market as an importer and grain trader. I have found that our strengths, such as traceability and high-quality assurance, are very attractive to Italian feed industry actors.

What opportunities and challenges does the new subsidiary face? In your opinion what are the conditions for its success?

Foreign-owned companies always tend to be viewed with some suspicion, and this is topped by the fact that local commercial management is in the hands of a 35-year-old. 🙂 As a result, we are subjected to a lot of inspections and audits from banks, suppliers and customers, which takes valuable time and resources away from other areas. We must make sure that they are not wasted, and we must find gaps that provide opportunities for improvement for the group structure and the new company.

As a manager, what criteria do you use to build your team?

I always prefer ‘soft skills’ to ‘hard skills’, because the latter can be taught, while ‘soft skills’ can only be refined. Of course, we need experience and basic knowledge, these are invaluable, but it is equally important that the community is made up of people who are willing to develop and fit well into the current team.

How would you describe yourself, what are your principles and values in life?

Fortunately, my life is not only defined by my work. I consider myself a family-oriented person at heart. I am getting married soon and I want to build a decent, profitable company that my family and business partners can be proud of. I try to live my life by the motto “Always be confidently humble”. This humble but firm attitude helps me in most situations. I try to learn from my mistakes and see problems as rather challenges.