From October, Rakó Ágnes will assume the role of CEO at KPMG Magyarország. She will be the firm’s first female CEO in Hungary and the first to be appointed from the advisory side rather than from audit.
In an interview with Portfolio, Rakó said that KPMG Hungary’s future growth will be driven by deeper integration into regional value chains and a shift toward higher‑added‑value services. Because a large share of their clients operate across borders, the firm must focus on areas where Hungarian expertise can create measurable regional value. At the same time, the domestic market remains important; KPMG plans to define clear focus areas in Hungary where it can deliver the highest client value and the greatest growth potential.
Over the longer term, Rakó sees an opportunity for the Hungarian operation to move beyond volume‑based services and become a knowledge centre that contributes higher‑value work into the global value chain. The firm intends to build this growth on its people’s expertise and experience, complemented by opportunities from artificial intelligence. Preparation will include training staff in responsible and deliberate use of AI tools, and setting concrete expectations for their everyday application rather than offering only one‑off training courses.
Uncertainty, resilience and corporate adaptation
Rakó highlighted that the economic and geopolitical environment remains persistently uncertain, so companies must treat uncertainty as a lasting feature of their operating context. This has elevated the importance of resilience and rapid adaptation, resulting in shorter planning cycles, preparation for multiple scenarios and faster decision‑making. Hungary’s economy grew by 1.7 percent year‑on‑year in the second quarter of 2026, and there are signs of improvement in industry; however, corporate confidence fell in August and investment declined by more than 6 percent in the second quarter. These indicators suggest firms see opportunities but remain cautious about larger, long‑term investments.
She therefore speaks less of blanket optimism than of preparedness: companies are seeking to preserve options and ready themselves for multiple economic paths, which requires flexible decision‑making, timely and reliable information, and high‑quality data.
AI adoption: start from business problems, not tools
Rakó argued that many AI projects fail because technology adoption is not accompanied by organisational and operational change. She recommends starting with the business problem to be solved, not with the question of where AI could be applied. Sometimes AI will be the right solution; other times simpler automation, digitisation or alternative technological approaches will deliver better results.
Rakó identifies three critical success factors for AI projects: high‑quality, structured data; properly trained employees; and system‑level integration of the technology into daily operations. AI alone will not transform a company — processes and often work culture must be adapted to deliver tangible business outcomes. Nevertheless, the return potential is significant, so waiting is not advisable. Companies that tie AI adoption to clear business strategy and measurable outcomes are likely to gain advantage.
Regulation, pay transparency and women in leadership
On regulation, Rakó noted the EU pay transparency directive, which should have been transposed into Hungarian law by June but has been delayed domestically and is now expected in the autumn. While that delay gives companies additional preparation time, she cautioned against postponing the necessary work. Firms should review their compensation systems, organise the required data and identify any unjustified pay gaps.
Statistics from the Hungarian Central Statistical Office (KSH) show that the average gender pay gap has narrowed in recent years, but the directive focuses on pay differences within organisations for equal or comparable work. Rakó stressed that pay transparency is not merely a compliance issue: consistent and transparent remuneration supports employer credibility, internal trust and talent retention, and often requires cultural change.
Referring to the Global Female Leaders Outlook study, Rakó emphasised that technological readiness must be combined with resilience, adaptability, emotional intelligence and change‑management skills for leadership success. The research also found that personal networks are important for career success but can operate unequally; informal networks that favour men remain a common structural barrier for women. Rakó said real progress requires not only more female leaders but also change to the underlying habits and informal systems that perpetuate inequality.
Sustainability as a business imperative
KPMG Hungary prefers to speak of Sustainability services rather than ESG, to underline that the topic extends beyond compliance and relates to a company’s value and long‑term competitiveness. Rakó cited a joint survey with BCSDH in which 91 percent of companies said an ESG rating provides a competitive advantage, and 87 percent expect better ESG performance to become an even more important business factor by 2027.
She noted that sustainability is increasingly integrated into concrete business decisions: it is part of risk management, employee engagement and long‑term value creation rather than a separate function. Companies that embed sustainability goals into their core business strategies — rather than treating them as box‑checking exercises — will be better positioned going forward.
The article’s publication was supported by KPMG.
