ZENIT Logistics Trading House Ltd.
2017 – 2018
Before I became Deputy Mayor, my life path took me into logistics. I was the managing director of Zenit Logistics Trading House Ltd. Logistics is a constantly evolving business that plays a key role in global value chains.
Drawing on the experience and successes I had gained in Germany, the need for innovation was at the heart of my leadership here too. In the logistics industry, it is not enough for freight forwarders to do a good job. In the modern age, the evolution of systems within this industry can be effectively exploited. Technology plays a central role in our daily activities. In my managerial roles, I have constantly monitored the latest technological developments and tried to incorporate them into the day-to-day operations of companies, thereby increasing efficiency and effectiveness.
Zenit Ltd. not only sells traditional warehousing products, but can also meet the most modern automation needs. As well as being sympathetic to what they do, I also saw a challenge in running the company.
In addition to my management duties, I was constantly looking for ways to take the company forward in an already competitive market. As a result of a previous ownership decision, I took a leading role in the roll-out of ROS technology in Hungary. The operation of this innovative technology was not only a challenge, but also a huge opportunity for the development and competitiveness of the Hungarian market. Today, the company can exclusively use the patented ROS technology in Hungary, based on a Dutch model, which has created a monopoly.
The essence of the technology is that damaged scaffolds can be repaired without deposition. The introduction of this technology has brought significant benefits to potential customers: they can repair in short timeframes, faster and at half the cost. Because “time is money”. Especially in logistics.
A company will succeed if it moves with the times and is not afraid to innovate.
The company I managed implemented a complete internal process management, which resulted in a growth path for the company. During the transformation process I designed and implemented new, efficient processes that enabled us to optimise our operations and increase our efficiency. The results were also visible in the profitability indicators, thus improving the company’s profitability.
Following the processes I developed, the family business is successfully managed to date, resulting in linear growth in turnover and significant revenue growth. Thanks to the hard work of the team, the company has managed to become a dominant player and then maintain its position in the domestic market.
The company, which has grown from a family business, is still on a strong footing today, and I look back on my career as Deputy Mayor with pride at having been an active part of a company that has remained profitable despite Covid and economic difficulties.
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Dr. Norbert Bajkó
