Peter Czako - Founding Partner, Zelm Group

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Work Background

Zelm Group AdvisoryManaging Partner

Jul. 2021HungarySpecialized, boutique advisory focused on enabling firms and leaders in strategy formulation, investment management and high impact operational development.

Care PackAirPartner

Aug. 2021HungaryResponsible for company operation setup and development, go-to-market strategy, product development support, pricing development, future ventures development

Agora PayFounding Partner

Jan. 2018HungaryResponsible for firm wide strategy, pricing, service portfolio development, marketing and business development

MFB Hungarian Development BankDeputy Managing Director, Strategic Group Management

Mar. 2018 - Jul. 2021- Wealth management and direct oversight of the strategic subsidiaries of MFB Group (main business lines of the firms: guarantee products and services, venture capital companies, loans & lending services and strategic investment firms, real estate management firms, internal group service provision firms) - Yearly value of invested financial products and services of managed subsidiaries is in excess of 500+ million euros - GDP contribution of managed firms is between 0,2-0,4% of Country GDP - Developed and implemented a common strategy and operational framework for group subsidiaries in line with MFB Group level targets and values (all defined business and corporate goals reached)

MFB Hungarian Development BankDirector of Strategy and Project Management

Sep. 2017 - Feb. 2018- In line with the previously defined Group level strategy, developed the strategic management logic and related critical operational elements for the company, that enable the Group to reach defined strategic targets - Main elements of strategic management function: Corporate culture& values framework, Strategic planning and strategy refinement framework, Reporting framework, HR framework, Project and Portfolio management framework, Business planning framework, Change management framework - Optimised project portfolio and execution logic - Also acted as the deputy of the Strategy and Corporate Center Executive Director

MOL GroupGroup manager of operational improvement

Dec. 2016 - Sep. 2017Hungary- Leading a direct team of 4-8 professionals and overseeing 25-40 project staff focusing on fine tuning the operation and the performance of MOL Group within the previously defined and implemented frameworks - Redesign of HR shared services operation (processes, services, SLA-s, charging, KPI-s) - Retail logistics & supply chain process design and implementation (ops. processes & IT system) - Group level idea mgmt. system implementation (one IT System and one process for the whole Group) - Retail performance mgmt. system improvement; (KPI harmonization and roll-out) - Retail due diligence (3 year strategic action plan with quick win benefits) - Group Commerce process improvement (harmonized common LEAN process creation for Commercial area – initial planning, tactical planning, margin mgmt.)

MOL GroupGroup manager of corporate governance & operational improvement

Jun. 2015 - Dec. 2016Hungary- Leading a direct team of 12-16 professionals and 40-50 individuals through 5-6 managers (majority of team members were managed virtually, teams resided in more than 20 countries and 3 Continents) - Group level internal service provision strategy & operating model design - Design of internal shared service operation structure; (charging logic, templates of operation, MSA (master service agreement)/SLA (service level agreement)/OLA structure (operating level agreement), Change management planning and implementation, Service management tool setup) - With the help of a high performing interior think tank defined a Global Solutions structure strategy and implementation logic for whole Group - Successfully piloted the Global Solutions structure in many areas (IT, IT Security, Asset Management, Managed professional services) and planned the Group level roll-out with the connecting change management framework - Process optimization of Gas & Power trading (process mapping & LEAN process design) - Operation of functional idea system (~100 ideas/year) - Operation & standardization of the quality management system for Group (e.g. ISO 9001). - Built-up an in-house consulting team with a ROI (in cost savings and operational improvement gains) of 25% in the first year and 320% in the second year of operation

MOL GroupHead of Organisational Design & Corporate Governance

Nov. 2012 - May. 2015Hungary- Leading a direct team of 4-8 professionals and 30-40 professionals through 4-5 managers (majority of team members were managed virtually, teams resided in more than 20 countries) - Transformation of team from individually working local functions into a global level operation, that share a common goal and value set - Operation & development of the group governance system (decision making structure / RACI-s, task, and responsibility allocation, group level regulations) - Reduction of regulations by 40% (Group wide) within a 2 year timeframe - Design and implementation of a new regulatory system structure reducing complexity and increasing responsiveness by more than 200% - Electronic workflow system development for group decision making (lead time reduction ~50%) - Corporate organisational structure (design, planning, implementation and improvement) - Complete redesign of the internal governance system setup and operation, resulting in ~40% reduction in costs of operation, while minimizing risk and improving operation effectiveness

DeloitteSenior consultant (previously: consultant)

Nov. 2009 - Nov. 2012Central EuropeLead projects and delivered high quality results in the following areas (project locations: Holland, UK, Germany, Hungary, Slovakia, Croatia, Macedonia, Montenegro): - Corporate process optimization & review (Industry: Oil & Energy, Manufacturing) - Cost & efficiency improvement (Oil & Energy, Technology Media & Telecom, Banking) - Corporate structure & governance process design (Agriculture) (3 fold growth after 3years) - HR strategy & transformation with active change management (TMT) - Distributor selection strategy (FMCG) (30% reduction on strategic procurement categories) - Administrative cost reduction (EU and State level) - Billing process and system review and operation optimization (TMT) - Corporate and product strategy (TMT, Banking) - Operating model transformation – org. setup, reporting system(with IT system) , decision structure, main functional process design and operation (Agriculture, TMT)

MOLStrategic project management associate

Sep. 2008 - Sep. 2009- Managed vital project elements of three major efficiency improvement and cost reduction projects at MOL Plc, TVK Plc, INA d.d. respectively. (~20% cost reduction on areas managed) - Coordination & development of SLAs (Service Level Agreements) between MOL Group companies.

A.T. KearneyProject assistant

Mar. 2006 - Jul. 2007- Worked with one of the largest mail order companies in the world on developing new marketing strategies to penetrate Eastern-European markets - Analyzed customer behavior and buying triggers for the same firm. - Identified possible partners for a large European molding/caste manufacturer in the Middle European region.

Mirage LLCSales intern

Feb. 2003 - Jul. 2007- Oversaw the development and maintenance of the customer base of the company. - Managed the research of customer needs/wants in order to identify new market opportunities.

Taltix LLCMarketing intern

Jan. 2006 - Apr. 2006- Helped develop the company’s product line in order to find the best balanced product mix. - Developed strategies so that the company could compete successfully with other manufacturers-specially competitors from China and Holland

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