The ground changes, the shared goal remains – from industrial projects to Ultrabalaton

At the end of April, part of the Lakógép team will take on a challenge that, at first glance, seems far removed from their usual day-to-day work: they will run around Lake Balaton at the Ultrabalaton race. More than 200 kilometres, taking turns, relying on one another. The terrain changes, but the team and the shared goal remain. Anyone who has ever worked on a high-stakes industrial project with tight deadlines will find this image familiar.

When the leader trains, the whole organization learns

Patrik Palai, founder of Lakógép, has long been an active athlete. Those who know him understand that sport is not simply a hobby for him, but a way of life. Sustained physical exertion, regular training, and preparing for competitions build mental patterns that are also recognizable in entrepreneurial thinking: long-term vision, treating temporary setbacks as normal, and keeping long-term goals consistently in focus.

“We believe that unconventional, innovative approaches and ideas — those that differ from established practices — are what move the world forward,” says Patrik. This principle proves just as true on the training field as it does in a complex industrial real estate project. The values of an athlete-leader — perseverance, deliberate preparation, and reliance on the team — have become part of the organizational culture.

Based on this, it is no surprise that many employees at Lakógép are actively engaged in sports.

What sport and construction both demand

Ultrabalaton is a powerful metaphor because the question is not who is the fastest, but how the team as a whole reaches the finish line. This approach closely mirrors the logic of industrial real estate development.

A complex EPC project — where design, procurement, and construction run simultaneously — operates much like a long-distance relay race. Everyone knows exactly when to take over the baton, which section is theirs to run at full speed, and how to pass it on. If someone stops for any reason, the next runner cannot start on time. Coordination is the only way to ensure that the entire system progresses as intended.

In the EcoPro project, for example, the Lakógép team worked in small teams organized along LEAN principles — blue team, yellow team — running parallel work phases. Nearly 125,000 square meters were completed without delays. This is not the logic of an all-out sprint, but that of a well-organized, cohesive long-distance relay team.

“In practice, innovative approaches often require operational excellence. In projects like these, coordination and communication are just as important as technical expertise,” says György Péter, Managing Director of Lakógép. It’s something you might just as well hear from a coach.

The preparation no one sees

You cannot show up unprepared for Ultrabalaton. It requires months of training, gradually increasing workload, and a precise understanding of one’s own limits. The same is true for large-scale investments: behind the visible result — the completed building and the occupancy permit — there is always a preparation phase the client never sees. Careful planning, the development of alternative solutions, and team alignment. For example, the team spent more than eight months preparing in detail for the currently ongoing project in Iceland, ensuring that everything runs smoothly during execution.

From this perspective, sport is an invaluable teacher: it shows that long preparation is not a waste, but an investment — and that on race day, there should be no surprises.

The Lakógép Ultrabalaton team

Like any strong project team, the members come from diverse backgrounds and bring different levels of experience. Some have been running since the age of 16 and have completed numerous endurance challenges and major competitions; others have only taken up serious training in the past 8–10 years. According to all participants, both the preparation and the race itself are highly beneficial for everyday work. They build perseverance, strengthen collaboration, and provide further proof that everything is decided in the mind. Moreover, the race requires continuous organization and logistical support, meaning that colleagues beyond the runners themselves also play a role in the team’s success. During preparation, ongoing communication and mutual motivation are essential, as most training is done individually. Both the Ultrabalaton preparation and the race itself are challenges that bring out the true strengths of a workplace team.

Team members taking on the Balaton loop together this year:

Márta Al Ashraf (HR Generalist), Judit Bali-Hencsei (Tender Engineer), Dr. László Kováts (Legal and Operations Support Expert), Katalin Klespitz (Senior Finance and Accounting Specialist), Viktória Mészáros (Tender Engineer), Zsuzsanna Fekete Palainé (CEO – Lakógép Holding Ltd.), and István Pelyhe (CFO – Chief Financial Officer)