Mészáros Mariann transitioned from a human resources executive role at an international company with 5,000 employees to the CEO position at Dorsum, a Hungarian fintech startup, leaving her comfort zone behind. Forgács-Fábián Sára was guided by her childhood experiences: through the Amigos Foundation she founded, more than 500 university student volunteers have helped thousands of children recover in 18 hospital units across six cities. The Bridge Budapest Shadow Program connected the two of them with the goal of building a bridge between the business and civil sectors. During the program, leaders from seemingly distant fields connect and inspire each other through their leadership knowledge, dilemmas, and experiences. Here is an interview with the smiling pair who seem to have been in sync from the very beginning.
(Original article in Hungarian is available on HVG.hu by clicking here.)
What is the one trait you wouldn’t have thought you had in common, but discovered during the Bridge Shadow Program?
Mariann: Maybe that we operate on a very similar energy level. We both know the advantages of this, but also how incredibly exhausting it can be. (They laugh.) We are walking the same path, so we were able to hold up an honest mirror to each other.
Sára: I think we also share the pursuit of balance. Balance in how we can be empathetic leaders while also making tough decisions, how we can find compromise while staying authentic. We are both sensitive yet result-oriented leaders.
What was the most important thing you learned from each other during these few months?
Sára: For me, seeing Mariann’s preparedness and humility was incredible, and I want to catch up to her in this area. This is not only evident in how she treats her team but also in how prepared she was for our first meeting—so much so that I was almost embarrassed. Her attitude is truly exemplary. And the way she gives feedback is also a model to follow. You clearly understand what she wants to say, and her insights always move you forward.
Mariann: I believe that a leader can lead well if there is a fire in them, if they have a vision or dream, they are moving towards. Sára has such a dream, and the way she fights for it is incredibly inspiring to me. She is also very structured: I see myself as an organized person, but Sára is incredibly put-together, and that made us work very efficiently together. I’ve learned a lot from her in this regard.
Did you have any preconceived notions or stereotypes about the other sector (for-profit or non-profit) before you started working together? If so, how did they change through your collaboration?
Mariann: I think that in both sectors, we aim to achieve goals, and in both cases, we need to bring people on board. I believe I would be the same leader in a non-profit organization as I am now.
Sára: I didn’t have any preconceptions either, for the same reason. The hardest part of leadership is finding the right team members and keeping them motivated. In this respect, it doesn’t matter what sector you’re in.
If you could borrow just one trait or skill from the other, what would it be?
Sára: I envy how Mariann can be a serious businesswoman while always maintaining a playful, lighthearted spark in her eyes. I feel like she’s managed to preserve her childlike self, which is enviable.
Mariann: I envy Sára’s momentum, a lot. I have plenty of it myself, but it’s admirable when someone believes so strongly in their dream and delivers professional knowledge alongside it.
Tell us a little about how your collaboration started. If I’m not mistaken, you took a bit of a non-traditional route.
Sára: It started with Mariann arriving late to the first introductory meeting. She apologized so kindly, and I immediately noticed her positive energy. Then, when everyone introduced themselves and talked about what they do, I knew right away that when this meeting ends, I need to catch her and say that I want her as my partner. And it would be great if she chose me too…
Mariann: That’s exactly how it happened. Sára quickly “hunted me down,” and her bright-eyed enthusiasm and her very deliberate approach were incredibly appealing to me. Since I can also identify with everything that Amigos represents, it was clear that this would be a great match. I immediately said yes.
What are the values that you are both committed to as leaders?
Mariann: I feel like we share many common goals and values. One of them is the idea that we should take responsibility for society and its future. Amigos has a strong, organization-defining goal that goes beyond the foundation and aims to make an impact at the societal level. In our company, which operates in investment and asset management, we have many young colleagues who already expect the company not to focus solely on profit but to have a larger, better purpose. The goal of creating a fairer, brighter future through the younger generation connects us, regardless of whether we’re talking about a for-profit or a non-profit organization. Another important point of connection is how we think about leadership. For me, the way Sára approached me with honesty, kindness, but also great determination—this transparent, authentic, forward-thinking, and knowledge-based leadership she represents is something I strongly identify with.
Sára: What I would add is that in leadership, we both often wrestle with the balance between people and tasks, as this is a priority for both of us. For Mariann and me, a fundamental value is a team that is not only successful but also authentic, cooperative, and aligned with the organization’s values.
Sára, you work with a very young team, and you’ve become a successful leader at a young age yourself. What do you think is the secret to this?
Sára: In the early phase of Amigos, I was often surprised at how much our work was recognized by our surroundings and how many people wanted to join us, even sacrificing time and money to support our work. I set two goals for myself to be worthy of this. First, to prove that non-profit can be professional. That is, you don’t have to represent your cause in a garage, in worn-out sweatpants, with three-kilo laptops. You need to recognize that we owe it to our supporters to build a professional operation in a professional environment with professional tools. My other goal is to ensure that our values are upheld in every part of our operation. I believe that these factors play the biggest role in our success as a young organization made up of young people.
Mariann, how common is it for experienced leaders, especially those in the private sector, to share their knowledge with younger leaders or leadership candidates?
Mariann: I think it’s becoming increasingly common for experienced leaders to share their knowledge, and it’s especially fortunate when different generations meet and inspire each other. More and more successful leaders are open to this, and many of us recognize that while information is indeed power, the real strength lies in sharing knowledge. An initiative like this one can give both parties a lot, both personally and professionally.
You both mentioned how important it is for a leader to have dreams to work toward. What are you currently working on?
Sára: There are two goals we’re working toward. One is the long-term organizational goal: no child should feel lonely in the hospital, and when they return to school after a long treatment, they should be able to reintegrate into the community. The other goal is that people should dare to work for their dreams and not look for excuses but solutions. For the past ten years, I’ve seen that anything is possible—you just have to want it.
Mariann: My current goal is to ensure that the transformation we’re undergoing at our company is successfully completed. When someone comes from a different field, especially as a woman, and steps into the role of CEO, announcing a transformation, it’s crucial to communicate transparently about your goals so that you not only engage the direct management but also speak to the entire company and build a team from your colleagues. In the longer term, I also have a personal transformation goal: I’m at an age where I envision my next big transition apart from the business world.
To me, it’s clear that your collaboration will continue. What do you think?
Mariann: The Bridge Shadow Program provided a great framework for us. How we expand it further in the future is up to us. We still have plenty to talk about, so I’m sure we’ll both pick up the phone soon.
