Who I mean when I say ‘executive’
In Hungary the word “executive” is used loosely, so it helps to be clear. For me it covers two layers:
The top role: CEO, Managing Director, General Manager
The direct reports to the top: CFO, HR Director, CTO, Operations Director
Both levels have a decisive impact on the organisation. They set direction and shape culture, and when these roles change hands it usually signals a shift in priorities inside the company.
Why I share observations, not statistics
There are no clear statistics on executive hiring in Hungary. Searches are discreet, and most top appointments never appear in any report. Labour market surveys give some context, but they do not cover executive hiring. That’s why I share my own observations, along with what I hear from colleagues I regularly speak with: the hesitation inside leadership teams, the shifts in expectations, and the patterns that keep repeating across searches.
What I see in Hungary’s executive market right now
Writing the job description takes longer.
What I notice as a headhunter is that position intake takes longer, with repeated rounds of approval. It’s common to see searches paused or reshaped mid-process.
Foreign investors slow down expansion.
German firms, Hungary’s most important investors, have cut back on capital spending this year. From what I see, this often turns planned growth positions into replacement hires.
Executive hiring is deliberate and slow.
Selection has more steps and more people involved than before. In my recent searches I often see extra meetings added, even when the process was carefully planned in advance.
Budget pressure shapes roles.
Tighter budgets mean one leader is asked to carry multiple mandates. Recently I saw transformation and operations combined into a single role even though everyone was fully aware of the risks. During the approval process it simply wasn’t possible to allow for two separate positions.
Candidates are more active.
The talent pool is wide, and this year candidates are more proactive than before. In my inbox I now receive more unsolicited CVs from senior leaders than in previous years.
Companies are increasingly inflexible.
With more candidates available, companies feel less need to compromise. From my perspective, firms are less willing than before to stretch on salary or home office demands.
If you’re hiring, here’s what matters
Invest time in defining the role.
It can take time and outside input to shape expectations into something achievable. If needed, bring in a trusted HR adviser or headhunter who can help test whether the scope is realistic.
A structured process pays off.
Compare candidates in parallel rather than one by one. Give space for multiple interactions, so different perspectives emerge and both sides have a chance to build a real connection.
Stay open to alternatives.
Allow your search partner to challenge your brief and propose unconventional profiles. What I often see is that even if such a candidate is not the final hire, a meeting and conversation can surface insights that bring you closer to the real solution.
If you’re a candidate, read this first
Prepared or overlooked: there is no middle ground.
Executive searches have never been something you could approach casually, but now this is even more true. How you tell your story, how you link it to the mandate, and how you prepare for each step decide who moves forward. If you are unsure, invest in a career adviser or coach. Losing time costs far more than the small fee you pay for guidance. If you’ve never worked with a coach, this may be the right moment to start.
Every interview is crucial.
At this level, there is no chance to “wing it.” The candidates who treat every step seriously, prepare deeply, anticipate questions, and show readiness demonstrate both competence and commitment.
Flexibility is king.
Those willing to adapt on salary, conditions, or home office usually land faster than those who hold rigidly to their demands.
Even in a crowded inbox, a clear and relevant story stands out.
It’s fair to say that executive searches are demanding for both companies and candidates. From what I see every week, the searches that succeed are those where both sides bring awareness, preparation, willingness to collaborate, and attention to each other. As a headhunter, I try to bring these perspectives together and make space for trust to grow — that’s usually where lasting working relationships begin.
