Coninvest’s directions for 2026

Tibor Papp, company manager of Coninvest, shares his thoughts on how the company closed an outstanding year in its history and what conscious, sustainable strategy it is preparing with for the challenges of 2026

The year 2025 was a milestone in the history of Coninvest. Not only because of the results, but also because we reached a new level in terms of organization and strategy. At the group level, we achieved our highest ever revenue: we exceeded HUF 4 billion, which represents an increase of more than 60% compared to the previous year. We started this year with a stable financial position and a large contract portfolio.

For us, however, last year was not just a record year, but also confirmation of the construction work we have been consciously carrying out for years.

This year, we are working on such significant projects as the new kitchens of the Mercedes factory in Kecskemét and the St. Regis Hotel Budapest. We started the year very busily, as we are implementing a new gastronomic concept in the historic café of the Matild Palace, the Oliva Mediterranean restaurant opening next to the Szeraj Turkish restaurant, and in the countryside, the Vártó restaurant project in Mosonmagyaróvár and the Lázár equestrian park in Domonvölgy, to name just a few. We are also involved in several investments with the Danubius Group, as well as renovating the Mars factory canteen. These projects are not only a professional challenge, but also reinforce our position as a reliable and stable partner in complex, large-scale investments.

The conscious decision to stabilize

Looking ahead to 2026, we have made a conscious decision: our goal is not to pursue rapid growth, but to manage it responsibly. I believe that long-term success comes not from spectacular leaps, but from consistent, controlled development. The year ahead will be a period of stabilization and strengthening of organizational maturity for us.

We will pay special attention to the further development of project management, raising the level of service, and the transparency of our operations. Digitalization and quality management are not important in themselves, but because they create the basis for predictable, scalable operations. Our goal is for Coninvest to be not just a supplier to our customers, but a strategic partner.

Trust as strategic capital

Investors with an international background continue to play a key role in our client base, particularly in the industrial, hotel, and retail segments. This diversified presence provides us with a stable foundation on which to build a responsible future.

Our growth in recent years has been based on professional credibility, the commitment of our team, and the trust of our partners. In 2026, we intend to further strengthen this trust capital through conscious brand building, high service standards, and well-considered strategic decisions.

I am convinced that in the coming years, the companies that will be truly successful are those that think in terms of systems rather than projects; that take responsibility rather than merely fulfilling obligations; and that prioritize sustainable partnerships rather than short-term results.

Coninvest continues to move in this direction. We want to operate as a stable, professional, organizationally mature company that is capable of thinking on a large scale, yet implementing its plans precisely and consistently. For us, growth is not a goal, but a consequence—the result of our partners feeling secure with their investments in us in the long term.

For us, 2026 will not be a year of speed, but of quality. And this is where we see our future.