Recently, our colleague, Ildikó Bali-Tóth sat down regarding the DRWO4.0 project for an inspiring conversation with Gábor Wilheim, CEO of Kanizsa Trend and former president of Fabunió, to learn about the milestones of his career. Their three-part series of interviews is dedicated to those who believe that there are always lessons to be learned from a successful career - whether it's about leadership principles, strategic decisions or the importance of self-development.
"Fortune favours the prepared mind", said Louis Pasteur, and this is particularly true of Gábor Wilheim's career. The story of the outgoing President of Fabunió and former head of Kanizsa Trend is an example of how "lucky accidents" can turn into real success in the hands of a prepared, open and ready professional.
Your career started with a conversation with a high school principal. How much do moments like that define your life?
They can define you completely. In my case, a simple headmaster's attention - a white catalogue from the University of Dresden - set me on a course that would then determine the rest of my life. Originally I wanted to be an architect, but fate led me to the wood industry, and I know now that it was the best thing that could have happened to me.
How did your approach to innovation begin? What was your first defining experience?
I went to Dresden in 1973-77, studying wood and fibre technology. The university was huge, with 24,000 students. Even during my university years I believed in a complex approach. In Dresden I had the opportunity to study interior design alongside wood engineering. This dual vision - technical precision and a design approach - has accompanied me throughout my career. Later, I further developed this knowledge at the College of Applied Arts, where I studied design management.
How did your first job turn out?
I got my diploma in 1977 in Sopron. The state scholarship required me to spend five years in the factory recommended by the Ministry. I had two choices: the Tisza Furniture Factory or the Kanizsa Furniture Factory. As a Kőszegian, I naturally chose Kanizsa, all the more so because I was more interested in more creative upholstered furniture than kitchen furniture.
You mentioned an interesting way of thinking: 'dubito ergo sum' - I doubt, therefore I am. What does this mean in practice?
It's the modern Israeli army mindset that I learned at university. Man is by nature self-justifying - he has an idea and he explains it until he proves it to be true. I chose a different path: I gave all my plans to my colleagues and paid a hundred forints for every mistake I found. They always found mistakes, I paid, but in return I gave them plans without mistakes. I have used this method ever since - you should not be afraid of criticism, especially in the early stages of development.
How has your career developed within the factory?
I started designing furniture in the development department and was promoted to head of department. Later I was attached to the technology department. Around the time of the change of regime, another turning point came: I graduated in design management from the College of Applied Arts, after which I was appointed commercial director.
What changes did the regime change bring?
Kanizsa Trend Kft. was founded in 1990, when a German partner wanted to set up a joint venture and insisted that I should be the managing director. We started with 340 employees and a turnover of HUF 350 million. After the first month we faced our first big challenge: we had no working capital. Fortunately, the director of OTP, who was a good friend of mine, gave us a loan at 35% interest. After that, we operated without credit and with positive results until my retirement.
What were the next significant milestones?
In 2005, we became the first company in the furniture industry to obtain ISO certification, which was important because of IKEA supplier status. In the same year we started to produce leather furniture, which brought us huge progress. From 340 million HUF turnover at the beginning, we reached 10 billion HUF by 2020, we have grown to 460-500 employees and 80% of our products are exported.
How was the Andante brand born?
In 2004, when we joined the EU, we knew that cheap Romanian and Polish furniture would flood the market. We decided to build a brand. In three years, working with the Rókusfalvi Pali's, we achieved that 64% of our target audience knew that Andante was a good value leather furniture at an affordable price.
What happened after 2010?
I was entrusted with the development of the group's European network, later I was in charge of the Quattro Mobili retail network, and then I coordinated the leather sourcing for European furniture factories. In 2015, I was recalled to the position of Managing Director of Kanizsa Trend, where I worked until my retirement in 2021. In total, I spent 42 years practically in one job, only the company structure changed around me.
There is also a special artistic side to your life...
Art has always been close to me. In Kanizsa I met the painter Zoltán Ludvig, with whom I have been working for 47 years. He contributes with his rich imagination and I contribute with my technical knowledge to our joint projects.
Kendlimajor Art Gallery, where we have been organizing international symposia for 32 years, is a kind of creative workshop. Every year, 40 artists from all over the world, from Boston to Kuwait, gather. This intercultural dialogue, the meeting of different ways of thinking, is an inspiration for my professional work. Only artists who are positive people and technically high quality are invited to the art festival.
In the next episode, we'll find out how our interviewee managed to lead 450 people as "friends"...
Interviewed by Ildikó Bali-Tóth, Project Manager of the Creative Industry Cluster
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