Enikő Szalai

Introduction

I have over two decades’ management experience in large international corporations, primarily in the telecommunications, technology and services sectors. During my career, I have worked, amongst others, as a manager at Canon and Just Eat Takeaway in Hungary and Western Europe.

Currently, at Yettel Hungary, my role has evolved beyond traditional HR management to increasingly focus on shaping corporate transformation. Together with my fellow executives, we are working to build an organisation capable of greater accountability, faster execution and greater business impact, whilst preparing the company for the next phase of digital and AI-driven operations.

My professional career has always centred on organisational and business development. I am particularly motivated by situations where significant change needs to be driven through. This involves designing new operating models, building leadership and organisational capabilities, creating simpler and more efficient operations, and translating strategic direction into genuine organisational change.

Part of my professional journey has also involved having to juggle my roles as a woman, a senior manager and a mother all at once. This has taught me a great deal about priorities, compromises, setting my own boundaries, and the fact that there is no single ‘right’ way to balance a career and a private life.

Why would you like to participate in the HBLF International X Mentor Program?

I would like to share the experience I have gained as a leader, as someone who has managed change, and through my own life experiences.

I particularly enjoy working with professionals and leaders who are preparing to take on greater responsibility, are considering a career change, or are looking for ways to make a greater impact.
I also consider particularly important those issues that are less frequently discussed in the context of leadership careers: how to build an authentic leadership identity, how to manage external and internal expectations, or how to make good decisions when we have to fulfil several important roles simultaneously.

The programme’s international nature is particularly appealing, as technological change, AI and the transformation of the leadership role are creating new situations that can be understood less and less within the confines of a single function or country. Reflecting on all these issues together with people from different backgrounds is both inspiring and instructive for me too.

Have you ever had a mentor, or have you ever mentored someone? What did that mean to you?

Throughout my career, I have had the opportunity on several occasions to mentor young managers and professionals. I have never regarded these relationships as a one-way transfer of knowledge: for me, mentoring has always been a process of mutual learning.
As a mentor, I naturally endeavour to pass on all the professional and leadership experience I have gained over the years; at the same time, my mentees’ questions, ways of thinking and fresh perspectives regularly prompt me to examine a situation from a different angle. I find it particularly inspiring to witness the progress someone makes as they shape their own leadership journey with increasing awareness and confidence.
For me, therefore, mentoring is not just about passing on experience, but also about attention, dialogue and mutual inspiration. It has reinforced my belief that leadership experience only becomes truly valuable when others can build on it.