It is often said that production and heavy industry are a man's world, but Kati Kovács's career thoroughly refutes this stereotype. During her career, she has not only moved comfortably in the world of welding electrodes and ceramic plants but has also proven herself as a leader. Previously, she previously worked with us on the client side, but now she leverages her experience with us as an interim and project manager. Meet Kati, who considers human-centricity and mentoring to be her most important tools even in a "hard" industrial environment.

Kati, looking back at your career, you have worked in quite a variety of industries. How did your career start, and what path led to company management?

I started working in a production plant with a logistics background, and I moved up the ladder quite quickly: order desk manager, warehouse manager, logistics manager, operations manager, and then up to the position of Managing Director. I managed the ESAB welding electrode factory in Mór for eight years, which is a cool, "feminine" industry. Following that, I was contracted to establish a family-owned, medium-sized ceramic plant. I experienced firsthand what it is like to run a production plant and get the most out of it.

How did you come into contact with the interim lifestyle?

When the ceramic plant assignment ended, another family company found me with the task of establishing a sterilization plant, but at that time I felt I didn't want to undertake this as a Managing Director. I offered to help them as an interim manager until they found a Managing Director. That was my first assignment. The idea came from the fact that previously, while managing the ceramic plant, I had an interim project manager colleague whom Interim Kft. brought to us. I also registered in the Interim Kft. database, and I have been dealing with such projects for two and a half years since then.

What was it like when, as a company leader, you had to decide on involving an interim manager?

During one phase of the ceramic plant's development, when the previous phases were already in production, the team's spare capacity was not sufficient to investigate the details of the new task, which was more complicated than the previous ones. It was clear that this was a complex task requiring a specialist, but also that once we finished this, there wouldn't be another such complex project within the foreseeable future. So, if I hired someone permanently, I wouldn't be able to give them meaningful work four months later. That was when I contacted Interim Kft., and we brought in a project manager strictly for the duration of that specific phase.

You are currently working on an exciting assignment that differs slightly from classic interim tasks.

This is an international project, and I had previously worked at this company as an interim project manager as well. Apparently, I must have left a very good impression because they called me back for this new project to support a young engineer in growing into the project manager role. From a technical perspective, he is very much on point; this is truly his field, and he knows the product and manufacturing expectations, yet the client said: they wouldn't let him into this story alone, but rather wanted me to be there in the background.

What is the exact goal of this cooperation?

This is a six-month assignment. Fundamentally, the expectation is that by the time we finish, the young man should be able to run the project on his own. We agreed that I would work at their site one day a week by all means, and if necessary, I am available during the week as well. During this time, the primary goal isn't for me to solve the problems, but to teach him how to solve whatever arises.

We often see companies simply throwing talented professionals into the deep end, saying: swim! How can you offer more than this method?

It is often seen that someone is appointed, and they think he will just solve it. But there is this Winnie-the-Pooh idea that "You are not stupid, you just know little yet." If someone gets a title, it inevitably matters whether they have 1, 5, 10, or 15 years of experience. What my mentee is getting out of this goes well beyond completing one project at one company — it's an investment in himself. Wherever he ends up, that knowledge travels with him.

As a leader, you are used to decision-making and directing. How difficult is it now to step into the background and "only" support?

A complicating factor is that I used to do the exact same thing as a senior executive. The difference there was that if the process really didn't want to move forward, I could still intervene. Here, however, I have to strictly adhere to the fact that I am a mentor and not a leader. The goal isn't for me to do it, the goal isn't for me to solve the task, but the goal is to have him, my "mentee," solve it. Obviously, after a few years as a senior executive, you develop this steamroller instinct — here's the task, solve it, get it done, move on.But that doesn't work here.

Has there been a situation where you had to explicitly clarify this behind-the-scenes role?

I had a very lovely experience; we were taking an interim candidate to a manufacturing company. The candidate looked at my LinkedIn profile and said: he was afraid that I would outshine him, and then he himself wouldn't be visible beside me at the interview. To this, I told him: My dear, I am not here right now to shine. I am here to stand behind you and let you prevail.

In general, what does your interim manager task consist of? I know every assignment is a new world, but what are the common points?

As an interim manager, my profile is production companies. Since my stance as a Managing Director was always that if there was a lot of work temporarily in any area, I helped out, I have experience with a good part of operational areas, so I can be deployed for a wide variety of tasks. The common point is production; in every other respect, I am flexible.

What motivates you the most in this work?

What is very motivating is that the task is always different. You always have to work with people continuously. So there are new people, new situations, new professional questions, and professional tasks waiting. I am convinced that only joyful organizations are capable of being successful in the long run; we can and must enjoy our work and love the team we belong to, and meanwhile, we can achieve good results and execute large projects.

What do you like about Interim Kft.?

The human-centricity and the personalization of services. We talk a lot with the client, trying to put together exactly what they might need, bringing in previous professional experiences and knowledge of human nature. We don't treat assignments as tasks, but we genuinely want to help and solve problems.

How do you unwind amidst so many different projects and challenges?

Three things I do every day: movement—pilates, yoga, weight training—something as part of a long-term "maintenance" plan. I read a lot and listen to audiobooks on the most diverse topics, from Scandinavian crime novels to yoga philosophy, and I have been learning Spanish with Duolingo every day for almost a thousand days now.