Having worked closely with our CEO, Zoltan Petho, Ákos brings a unique blend of strategic insight and operational leadership to the conversation. After more than 17 years in management consulting with global firms such as Boston Consulting Group, Deloitte, EY-Parthenon and EY, Ákos recently transitioned into the world of digital banking to lead BinX Bank through its next phase of growth.
In this interview, Ákos reflects on building businesses from the ground up, the lessons learned over two decades in consulting, and why he believes the future belongs to specialists who can adapt quickly in an AI-driven world. Ákos is a self-confessed Formula 1 enthusiast and shares how a racer’s mindset - focused, competitive and driven - shapes his approach both in business and in life.
I’m Ákos Demeter, CEO and Board Member of BinX Bank in Hungary. I’ve spent more than 17 years in management consulting with Boston Consulting Group, Deloitte, EY Parthenon and EY before moving into neobanking nearly two years ago.
BinX is a relatively new digital bank with a setup comparable to Revolut. For most of my consulting career I have worked with large organisations. Towards the end however, I was looking for change and greater responsibility. Moving into banking gave me the opportunity not only to advise on strategy, but to take full responsibility for delivering it.
Launching the EY-Parthenon brand in Hungary stands out as a defining moment. I served as a Business Development Lead for many years. I think that building something from the ground up and seeing it succeed was a particularly proud moment.
Never look back, always look forwards.
It’s natural to reflect on what we could have done differently, but we can’t change the past. We can only learn from it. Progress comes from applying those lessons and focusing on what lies ahead.
I value sharp thinking and structured problem solving. I look for people who can grasp complexity quickly and get things right the first time. These were qualities that I’ve developed over the years in my consulting background so are highly desired when I am looking to hire new team members.
Equally important is mindset. I look for open-minded, positive individuals who approach challenges with constructive energy.
Artificial intelligence is fundamentally reshaping the landscape. In my view, it presents a greater threat to white-collar roles than blue-collar ones.
My advice is to stay close to change. Understand AI, experiment with it and look for ways it can enhance your performance but don’t rely on it solely. The global environment is unlikely to become more predictable in the near future, and we cannot forecast everything. Adaptability will be critical.
I believe the trend is clearly moving towards specialisation, particularly in white-collar roles.
When I began my career, generalists were highly valued but today, clients increasingly expect deep expertise. Being recognised as an expert in your field creates differentiation and long-term relevance.
Traditional banks are struggling because legacy systems often block innovation. Outdated infrastructure makes it difficult to move quickly and adapt to evolving technologies and customer expectations.
At the same time, challenger banks are gaining momentum rapidly. Their agility allows them to scale faster, which creates significant pressure for universal banks.
In Hungary, we operate in the B2B segment. With a population of around 10 million people and approximately 2.2 million customers banking with our main direct competitor, I see strong opportunity. The market is proven, and it’s one we intend to capture.
Outside of work, I am a passionate Formula 1 fan and would describe myself as a racer at heart. I enjoy go-karting and have played squash for more than 20 years.
For me, a racer’s mentality is not just about winning every time. It is about drive, focus and the constant desire to improve. Of course, I always want to win, but it is that competitive energy that fuels me rather than burns me out.
Most organisations still behave as though senior hiring works like every other kind of recruitment: A role is defined, an advert goes live, applications arrive then the strongest candidate is selected.
It is a tidy, logical model.
It is also almost entirely detached from how leadership talent actually moves.
Because the simple truth is this: your next CEO, Managing Director, or critical functional leader is very unlikely to be applying for your job. In most cases, they are not actually looking at all.
At early and mid-career levels, advertising works. There is a healthy population of active candidates exploring options, updating CVs, and responding to outreach, but at senior level, the dynamic is fundamentally different.
High-performing leaders are typically:
They are not scrolling job boards at 10pm, they are busy running businesses.
The Chartered Institute of Personnel and Development consistently reports that the majority of UK employees are “passive” rather than active jobseekers, and that this effect is significantly stronger at senior and specialist levels. In other words, the higher the responsibility and impact of the role, the smaller the pool of people actively applying.
At the same time, the Confederation of British Industry continues to cite leadership and skills shortages as one of the primary constraints on UK business growth.
Put simply, the people organisations most need are the least likely to knock on the door.
There is also a human factor that often goes unspoken - senior leaders do not move roles lightly.
By the time someone reaches executive or board level, career decisions are no longer about title progression or incremental pay. They are about:
Changing roles becomes a high-stakes decision, not a speculative one which means they rarely respond to generic outreach or public adverts.
Instead, movement happens through trusted conversations, a discreet call, a credible introduction and a thoughtful discussion about purpose and mandate, not just job description.
In many cases, the opportunity did not exist in their mind until someone they respect made it visible.
That is not recruitment marketing, this is advisory engagement.
Yet many organisations still default to the same process for leadership hiring as they use for volume recruitment: Post. Wait. Screen. Interview.
It feels efficient and fair, but structurally, and crucially, it excludes most of the actual market.
When you rely primarily on inbound applications, you are only accessing:
You are not systematically reaching the top performers delivering results elsewhere.
Over time, this creates a hidden bias because you are not choosing the best leader in the market, you are choosing the best leader who happened to apply. Those are very different pools.
Several trends are amplifying this dynamic in the UK.
First, demographic pressure: A significant proportion of senior leaders are approaching retirement age, particularly across infrastructure, industrial, utilities, and regulated sectors. The replacement pipeline is thinner than many boards expected.
Second, complexity: Leadership roles now demand broader capability than ever. Digital, regulatory scrutiny, ESG accountability, and international exposure are baseline expectations rather than differentiators.
Third, risk awareness: Boards are understandably cautious. The cost of a poor leadership hire can easily exceed one to two times annual compensation when disruption, delay, and replacement are factored in.
The result is a paradox. The roles are more important, but the talent pool is smaller. Yet many organisations still rely on methods designed for abundance rather than scarcity.
The most effective leadership hiring processes I see look very different and they start with a market view, not a job advert.
Before a role is even public, they ask:
It becomes proactive rather than reactive. Instead of waiting for candidates to self-select, the organisation deliberately goes out to meet the market, but not through mass messaging, through informed, high-trust conversations.
In practice, that often means:
By the time interviews begin, the shortlist is already composed of people who were not planning to move, but now see a compelling reason to consider it.
That is a very different starting point.
At Friisberg, this reality shapes how we work every day.
We rarely rely on who applies. We focus on who should be in the conversation.
Our work begins with understanding the market, the competitive landscape, and the leadership DNA that will genuinely move the organisation forward. From there, we engage people discreetly and thoughtfully, often leaders who had not considered a change until a credible opportunity was presented.
It is less about filling roles and more about unlocking access because at senior level, access is the advantage.
The organisations that recognise this tend to make better hires, faster, and with greater confidence. Not because they run a louder process, but because they reach parts of the market others simply never see.
So perhaps the better question for boards is not:
How many applications did we receive?
Instead it should be:
Did we actually speak to the best leaders available, or only the ones who happened to apply?
The answer to that question usually tells you everything.
Across politics, business, and public life, there is a growing pattern of leaders choosing what is expedient over what is responsible. The consequences are increasingly visible: erosion of trust, polarisation, reputational damage, and weakened institutional credibility.
This is not a problem confined to any one country. It is a global leadership challenge, and UK boards and executives are not immune.
At its core, the issue is simple: in moments of pressure, leaders face a choice between short-term advantage and long-term integrity. The easy option often promises speed, certainty, and applause, whereas the harder option demands restraint, accountability, and moral clarity.
Only one of these builds durable authority.
The defining test of leadership is not performance in stable conditions, it is conduct under strain. When scrutiny intensifies, uncertainty rises, or reputational risk looms, true leadership reveals itself in how decisions are made, not just what decisions are reached.
Weaker leadership tends to amplify risk. It trades credibility for control, inflames rather than steadies, and optimises for short-term optics at the expense of long-term trust.
UK organisations are operating in a climate of heightened transparency, regulatory oversight, workforce activism, and public scrutiny. Expectations on pay fairness, governance standards, ESG credibility, and ethical conduct are rising.
Leadership is no longer assessed solely on commercial outcomes. Stakeholders now evaluate how results are achieved, how people are treated, and whether leaders demonstrate sound judgement when decisions are difficult or unpopular.
This creates a strategic imperative. Organisations led by individuals who default to speed, dominance, or deflection carry hidden risk. Those led by individuals who demonstrate integrity, composure, and principled decision-making build resilience, legitimacy, and long-term value.
Boards play a decisive role in setting leadership standards, yet many still over-weight experience, reputation, or track record without fully testing how leaders behave under ethical, reputational, or cultural pressure.
The next generation of leadership assessment must go further:
This is not about idealism. It is about risk management, organisational health, and sustainable performance.
We work with boards and senior leaders on executive search, leadership assessment, succession planning, and governance. Our focus is not only on capability and experience, but on character, judgement, and long-term leadership impact.
Friisberg in the UK helps organisations identify leaders who:
In an increasingly volatile environment, leadership quality has become one of the most material drivers of organisational success.
This is the moment to reset leadership expectations.
Ask whether your organisation rewards decisiveness over discernment, performance over principles, or speed over sound judgement. Examine whether your leadership culture is designed to build trust or simply maintain control.
As global tensions rise, Sweden’s defence strategy is undergoing significant changes, influencing both business practices and executive leadership. We recently asked our audience, how should businesses respond to emerging military-related obligations in Europe? The results?
50% = Align with EU defence plans
17% = Stay neutral, core focus
17% = Ethical-based cooperation
17% = Ask Govt for clear policy
We sat down with Friisberg Partner Michael Karlsson, who observes how these shifts in defence strategy are reshaping executive search and corporate resilience in Sweden.
Since reinstating conscription in 2017, Sweden has a selective service system where only a small percentage of 18-year-olds are called up, though this may increase due to the Ukraine crisis. Under Sweden’s Totalförsvarsplikt (Total Defence Obligation), businesses, especially those providing critical infrastructure, are required to maintain contingency plans and may need to release staff for military or civil defence duties during crises.
The Russian invasion of Ukraine has intensified the demand for executives with military and strategic experience. Organizations are increasingly seeking leaders with crisis management expertise to navigate geopolitical risks and enhance resilience.
Diversity in leadership - across gender, culture, and professional experience boosts Sweden’s defence strategy by fostering innovation and adaptability. A broad range of perspectives is key to building resilience in the face of future threats.
CEOs must now integrate security and continuity into their business strategies, especially regarding supply chain and cyber risks. Discussions about offering lower taxes in exchange for employees participating in military training reflect Sweden's readiness to adapt to changing defence priorities.
At Friisberg, we’re committed to promoting co-opetition within Sweden’s defence sector, encouraging collaboration among stakeholders to drive innovation and strengthen the country’s defence capabilities.
Sweden’s NATO membership has reshaped defence priorities and increased the focus on leadership in defence tech and the public sector. The country’s defence strategy now emphasizes preparedness and resilience, marking a new chapter in Sweden’s security landscape.
When companies expand internationally, much of the focus is on strategy, regulation, and finance. Yet time and again, our work at Friisberg shows that it is culture, not numbers, that makes or breaks a cross-border venture.
We see this clearly when supporting acquisitions, management audits, or leadership appointments across our 40+ global offices. A business may acquire the assets and systems of a foreign company in a matter of weeks, but winning the trust, engagement, and commitment of its people requires cultural fluency.
For leaders, failing to understand these nuances can slow integration, erode trust, and undermine performance.
At Friisberg, our consultants combine deep local knowledge with international reach. Whether it is a Swedish firm acquiring in Central Europe, a UK company expanding across the Atlantic, or a global investor entering Hungary, our role is to help leadership teams bridge cultural differences.
We do not just conduct executive search or management audits - we interpret cultures, equipping clients to adapt, integrate, and thrive across borders.
To bring these insights to life, we are launching a series that explores business culture across different countries where Friisberg operates. Each article will highlight the workplace norms, leadership styles, and cultural surprises that matter most for international businesses.
And more perspectives will follow.
The world’s most successful international businesses know that culture is not soft, it is strategic. It shapes leadership, decision-making, employee engagement, and ultimately, financial performance.
At Friisberg, we help organisations see culture not as a challenge to overcome, but as an opportunity to create stronger, more resilient leadership.
Note: These insights reflect common patterns observed in professional settings. Every individual and organisation is unique, and no culture can be defined in absolute terms. Our aim is to highlight trends that international leaders may encounter when working across borders, and to share how Friisberg helps clients navigate these differences with respect and effectiveness.
In the current era of geopolitical turbulence, digital disruption, and mounting stakeholder expectations, corporate boards are under more scrutiny, and more pressure, than ever - yet not every board is rising to the challenge. The difference between those that lead (rather than react) often comes down to choices about structure, mindset, and partnerships.
Below are five emerging practices that distinguish high-performing boards in 2025 and the implications for CEOs, board chairs, and investors seeking durable governance.
Boards today are expected to do more than rubber-stamp strategy - they must act as though they’re a living muscle, not an archive and that requires greater time commitment and sharper focus.
High-impact boards are responding by:
In other words: clarity in agenda → depth in discussion → speed in decisions.
Risk and ESG are no longer “nice to have”, they are fiduciary imperatives., but boards tending to them as checklists or post-mortems are falling behind.
Boards doing it well now:
Boards must be architects of resilience, not mere examiners of past performance.
One of the clearest markers of governance robustness is how a board handles leadership transitions and not only when crisis strikes.
Best practice boards now:
Strong succession planning is not a “nice to have”, it is a signal to the market of the board’s confidence and preparedness.
The skillsets boards require are evolving faster than terms expire. In 2025, many boards are rethinking how to refresh composition, not just diversity quotas.
Top boards now practice:
Renewal is not just about optics, it’s about equipping the board for the next disruption.
No board is omniscient. The boundary between curiosity and competence increasingly lies in the quality of external partnerships and advisory design.
Boards that lead:
These boards view external advisory not as a cost centre, but a force multiplier.
The gap between high-functioning and legacy boards is widening, not because the challenges differ, but because the response does. Great boards in 2025:
If your board is ready to leap from compliance mode to leadership mode, Friisberg can help design that path. Whether it's structuring a future-fit advisory model, sourcing domain-expert non-executives, or coaching boards to sharpen technique and orientation, partnering with the right advisor is the multiplier that turns governance intent into governance impact.
Questions for reflection (or for your board’s next session):
A new chapter begins with the arrival of Regine Krummenacker as a Researcher in our Paris office.
With an impressive background at Korn Ferry and Transearch since 2010, Régine has built her expertise in direct search and executive recruitment across national and international markets.
Her deep knowledge of industries such as automotive, agri-food, pharmaceuticals, energy, electronics, retail, IT, and construction enables her to navigate complex and strategic recruitment challenges with agility and precision.
What sets Régine apart? Her ability to create meaningful connections, her sharp intuition, and her genuine commitment to adding value for both clients and candidates. With strong human values at the core of her approach, she brings sense and impact to every assignment.
Her arrival is perfectly aligned with our ambition to keep growing and delivering excellence in France and globally.
We’re excited to write this new chapter together and we are thrilled to have you as part of our team in France!
Today, the vast majority of global leadership, whether in politics, business, or finance, remains dominated by men.
As of 2024, men hold over 85% of Fortune 500 CEO roles and over 90% of head-of-state positions worldwide. The handful of women who do reach these heights are often celebrated for simply being there, regardless of how transformational their leadership is.
Meanwhile, the world faces daunting challenges: persistent wars, rising inequality, polarized societies, environmental crises. It’s fair to ask: would things look different if leadership better reflected the populations it serves?
Let’s look at the facts:
And yet, leadership remains overwhelmingly male. Figures like Donald Trump, Xi Jinping, Vladimir Putin, Narendra Modi, and others are making decisions that affect billions - decisions often framed by models of leadership cantered on dominance, competition, and control.
Importantly, men and women tend to bring different strengths to leadership. Studies suggest that men often focus more on task orientation, rapid decision-making, and risk-taking, while women are more likely to emphasize collaboration, long-term thinking, and inclusive communication. Neither approach is inherently better, but when leadership is dominated by one style alone, important perspectives and opportunities can be missed.
A balanced leadership model, where both styles are valued and integrated, could offer a far more adaptive and resilient way to tackle today’s complex challenges.
To be clear, this is not about criticizing individual leaders simply because they are men. Many male leaders have demonstrated extraordinary vision and empathy. But the system itself, built over centuries by and for men, prioritizes a certain style of leadership that isn't always suited to today's interconnected, complex challenges.
More women in leadership would likely bring:
Imagine if half of the world’s major economies were run by women.
Imagine if peace talks were led equally by those who have lived experiences not just of power, but of powerlessness.
Imagine boardrooms and parliaments where diversity was the default, not the exception.
It’s not just a matter of fairness. It’s a matter of effectiveness, performance, and progress.
The world is overdue for a leadership revolution - one where women are not the exception at the table, but equal partners designing the future.
At Friisberg & Partners International, we help our clients find the very best leaders - regardless of gender - who can drive real, lasting success.
We believe that diverse leadership teams aren’t just good for business, they are essential for building a better future. By focusing on skills, vision, and values, we ensure that organisations are led by those best equipped to meet today’s challenges and tomorrow’s opportunities.
Friisberg & Partners International is proud to announce that our Hungary office has secured second place in the Budapest Business Journal's ranking of top Executive Search firms.
This outstanding achievement is a testament to the dedication, expertise, and hard work of our exceptional team in Hungary, whose deep market knowledge and client-focused approach set us apart in a highly competitive industry.
At Friisberg, we take immense pride in the outstanding professionals who represent our firm. Their deep market knowledge, commitment to innovation, and client-first approach continue to set us apart. This achievement reflects not only their hard work but also the trust and confidence placed in us by our clients and candidates.
We understand that our clients are discerning, making thoughtful decisions about who they trust with their Search and Organisational Development needs. That’s why our team in Hungary consistently delivers innovative, tailored solutions that create real value for both clients and candidates.
Our commitment remains the same across all markets: to drive success for our clients and ensure an outstanding candidate experience.
To our team in Hungary: thank you for your unwavering dedication. Your success is well deserved, and we look forward to seeing you reach even greater heights.
Congratulations for this well-earned recognition!
We are delighted to announce that Alex Wenyon has joined our London office as a Consultant. Alex brings an impressive background of professional excellence and personal achievement, with a career spanning roles in public relations and marketing for iconic global brands such as Nissan and Harley-Davidson.
In addition to her professional expertise, Alex is a celebrated cox for the GB and Australian Paralympic Rowing teams and has achieved the prestigious distinction of winning at Henley Royal Regatta. Her dedication, leadership, and strategic mindset, honed both in corporate boardrooms and on the water, exemplify the qualities that make her a valuable addition to Friisberg.
“We are thrilled to welcome Alex to the Friisberg team,” said Zoltan Petho, Chair of Friisberg. “Her experience with globally renowned brands, combined with her competitive spirit and commitment to excellence, will bring a unique perspective to our clients.”
As a Consultant at Friisberg, Alex will support organisations across a variety of industries, leveraging her expertise in branding, stakeholder engagement, and strategic transformation to deliver tailored solutions that address their most pressing challenges.
“I am incredibly excited to join Friisberg and bring my passion for strategy, leadership, and teamwork to this global consultancy,” said Alex Wenyon. “My experiences in both the corporate and sporting worlds have taught me the importance of focus, collaboration, and adaptability - qualities I look forward to applying in this new role.”
Alex’s appointment reflects Friisberg’s commitment to attracting exceptional talent and delivering innovative, high-impact consultancy services to clients across the globe.
