On the First Half of 2025, Reaching New Heights, and the Road Ahead

The momentum of last year shows no signs of slowing—in fact, Transtar Hungary has entered an entirely new dimension of its journey.

We met with Viktória Szőcs, the company’s founder and CEO—one of the most distinctive female leaders in the Hungarian logistics sector—at the company’s modern new headquarters. As anticipated, the conversation revealed a wealth of fresh insights that reflect Transtar’s rapid and dynamic growth.

This time, we focused on reviewing the first half of 2025 and explored the company’s strategic outlook for the months ahead.

This time, we analyzed the experiences of the first half of 2025 and outlined our plans for the upcoming months.

– Viktória, when we last spoke it was at the close of a challenging, building year. Today we’re meeting a visibly stronger Transtar Hungary that has clearly reached a new level. How would you evaluate the first six months of 2025?

– It’s been a period of dynamic growth—both literally and figuratively.

We have consolidated the foundations we began to build in 2023–2024.

The first half of 2025 was outstanding not only in terms of turnover but also in the quality of our operations.

We’ve welcomed several strong, influential partners—market players who chose us because of our quality, reliability, and commitment to innovation.

For us, that is the greatest recognition.

I am especially proud that we achieved all this while also relocating to a modern, representative new office and launching our own Transtar-branded fleet.

– The new office and the branded fleet are both strong visual statements. Were these moves deliberately planned from a communications perspective as well?

– Absolutely.

Today, it’s not enough to “just do a good job”—you also need to visibly show who you are and what you stand for.

A key element of building the Transtar brand is ensuring that every detail—from our vehicles to our interiors to the way we communicate with partners—conveys a unified, professional image.

This is not merely marketing; it’s about building trust.

Our branded fleet is essentially a “moving business card”—it differentiates us in the market and signals clearly that we are present and building for the long term.

– Your professional team has also expanded. What direction have you taken with recruitment?

– We have deliberately focused on attracting professionals with international experience and higher added value.

This is crucial because the market itself has become more complex—logistics today is no longer just about moving goods from A to B.

What’s needed now are tailored solutions, flexibility, and a client-centric mindset.

We’ve built a team where everyone understands the entire logistics chain, is empowered to make decisions, and thinks as a partner.

That, in today’s landscape, is a significant competitive advantage.

– The logistics market continues to feel the pressure of international competition and regulatory changes. What were some of the key challenges in the first half of the year?

– Our industry remains a rapidly changing, often heavily regulated environment.

From road tolls and customs procedures to EU-level tariff policies, there are many factors we deal with on a daily basis.

But we don’t complain—in fact, we see it differently.

For us, adaptability, agility, and foresight are key strengths.

We don’t perceive change as a problem; we see it as an opportunity to grow.

– What would you say is the “secret ingredient” that sets Transtar apart from its competitors?

– There’s no secret.

Just intentionality, strong partnerships, and uncompromising service quality.

Today’s clients appreciate when a company truly tailors solutions to their needs instead of forcing them into a rigid system.

At Transtar, every client receives a dedicated logistics strategy—whether they’re a small exporter or a multinational corporation.

From documentation and route permits to customs clearance and port or airport procedures—everything is managed under one roof, efficiently and seamlessly.

That’s our win-win model.

– What can clients and partners expect in the second half of 2025?

– Our focus is on further strengthening international partnerships—we are in strategic discussions with additional shipping lines, port operators, and major industry players.

We will also continue expanding our fleet and develop more complex service packages.

Our aim is for Transtar Hungary to not only be present in the logistics market but to become a true benchmark—both in Hungary and abroad.

And, of course, we will keep building our brand—value-driven and for the long term.

– Congratulations on the achievements so far! We wish you continued success for the rest of the year.

– Thank you very much!

I truly believe that this new wave of quality we’re experiencing benefits not only Transtar but the entire industry.

Editor: ProgressLAB Business Development Division, Summer 2025