Q1. Could you start by giving us a brief overview of your professional background?

I currently lead Prohuman Group’s operations in Slovakia, where my focus is largely on cross-border recruitment and temporary workforce solutions, especially across the Slovakia–Hungary corridor. Most of our work is concentrated in manufacturing and logistics, where demand for labor is both high and constant.

My role is quite hands-on. I’m involved not just in strategy, but also in day-to-day decisions around pricing, compliance, and how we deliver workforce solutions in what are often very tight labor markets. A lot of my time goes into balancing commercial expectations with operational realities.

 

Q2. In the 2026 Slovakia-Hungary corridor, how would you quantify the current Quality-Adjusted Cost Advantage compared to the 2023 baseline?

From what I’ve seen over the past couple of years, the cost advantage compared to 2023 is still there, but it’s definitely getting smaller. Wage inflation has picked up, and at the same time, competition for skilled blue-collar workers has intensified.

In many cases now, companies are not investing in machinery just to save costs. They are doing it because they simply cannot rely on a steady supply of skilled workers at predictable wages.

Another challenge I see is around mobility. Domestic workers are often not willing to relocate unless the pay difference is meaningful. In fact, many prefer to go abroad rather than move within the country.

The Czech Republic also plays a role here. It acts as a natural extension of the Slovak labor market and pulls talent, which in turn affects both availability and wage expectations locally.

We are not at a point where the system has fundamentally changed, but the pressure is building. Automation is becoming more of a consideration, even if it’s not yet the default solution.

 

Q3. How has the 2026 operational setup improved the Time-to-Resumption (TTR)?

In my experience, time-to-resumption has improved mainly because we’ve become better at what we do. There’s more coordination now between sourcing channels, and processes are more streamlined than they were a few years ago.

Within the Slovakia–Hungary corridor, mobility is not a major issue. We can usually move people relatively quickly when there is demand.

Where things take longer is with third-country workers. Their onboarding involves administrative steps, documentation, and regulatory checks. These processes are not new to us, and they are fairly predictable, but they do add time compared to hiring within the EU.

So overall, I would say the system works well and is reliable, but the speed depends a lot on where the workforce is coming from.

 

Q4. How is the ‘Social’ pillar risk in 2026 recruitment chains mitigated?

The shortage of blue-collar workers in Slovakia is very real, and because of that, companies are leaning more on structured and compliant recruitment models.

From my experience, the biggest way this risk is managed is through strict compliance and transparency. Clients today are much more aware of potential risks and are not willing to compromise on proper employment structures, especially in cross-border and agency setups.

Undeclared work does exist, but it’s not something that dominates the market. Most established companies prefer to operate within the rules.

I don’t see a scenario where labor corridors are suddenly shut down, because they are too important for the economy. What I do expect is more regulation and tighter processes over time. That may slow things down, but it won’t stop operations altogether.

 

Q5. How does the productivity-per-head delta shift when moving from ‘Labor Leasing’ to ‘Managed Outsourcing’?

The main difference between labor leasing and managed outsourcing comes down to who is responsible for productivity.

In a labor leasing setup, the client manages the workforce and is responsible for output. In managed outsourcing, that responsibility shifts to us as the provider.

From what I’ve seen, this usually leads to better productivity per person. When we take ownership, we bring in structured processes, optimize how the workforce is deployed, and actively manage performance.

More clients are starting to explore this model, especially when they want to reduce the burden on their internal teams.

At the same time, labor leasing is still widely used. It works well in situations where clients want flexibility and direct control.

So the shift toward outsourcing is not just about improving productivity. It’s also about predictability, clarity in responsibility, and reducing operational complexity.

 

Q6. At what Euro-per-hour threshold are you seeing clients pivot toward automation?

There isn’t a fixed hourly rate at which companies suddenly decide to automate. From what I’ve seen, the decision is less about cost alone and more about stability.

Companies are starting to look at automation because they are unsure if they can consistently hire and retain the workforce they need.

In 2026, automation is still being used alongside labor rather than replacing it completely. But more and more, it is being seen as a way to protect against future shortages rather than just a way to reduce costs.

 

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

If I were looking at companies in this space from an investor’s perspective, the one question I would focus on is:

• How strong and flexible is your workforce model when things don’t go as planned?
• What I would want to understand is how quickly they can replace or reallocate workers, how diverse their sourcing channels are, and whether they are too dependent on a single geography or model.

From my experience, cost matters, but it’s no longer the only factor. The companies that stand out are the ones that can adapt quickly and keep operations running even when conditions change.