How do you keep a family hospitality business relevant while staying true to its roots?
For HMSL alumnus Péter Prisztóka, this question is part of everyday life. In Hungary, he is co-owner and restaurant manager of his family’s hotel, restaurant and vineyard, Szél Fiai Fogadó. The business opened in the same year and month he was born, making hospitality not only his profession, but part of his personal story. Its name, which translates to Sons of the Wind Inn, reflects values of freedom, honest work and connection.
Growing up, guests, kitchens, food, wine and conversations were always close by. Péter describes hospitality as something that has always been part of his “DNA”. But taking responsibility for a family business requires more than passion. It requires knowledge, perspective and the ability to adapt.
That is where his time at Hotel Management School Leeuwarden became important.
At HMSL, Péter broadened his view of hospitality. He developed his knowledge of guest service, finance, teamwork, menu design, international flavours and problem-solving. His internship at Hilton Vienna Danube Waterfront also gave him insight into how a large international hotel brand operates, experience he later brought back into the family business.
Today, Péter combines the identity of Szél Fiai Fogadó with new ideas. Together with his family, chefs and team, he works on restaurant operations, marketing, events and dishes that pair with the family’s organic wines. Their menu brings together Hungarian hospitality with flavours from across the world, including Italian, Thai, Indian, Indonesian, Spanish, French and Balkan influences.
For a hospitality business in a small village, staying attractive to guests means continuing to evolve. Péter and his team organise events such as wine tastings, barbecue evenings, Tuscan steak dinners, pub nights and Oktoberfest celebrations, each one adding new energy while keeping the personal character of the place.
His story shows how hospitality entrepreneurship often happens at the intersection of tradition and innovation. It is about respecting what already exists, while being brave enough to create something new.
For Péter, leadership is also deeply connected to presence. A typical day can include everything from gardening and serving breakfast to managing reservations, preparing the restaurant, supporting the team and welcoming guests.
His view is clear: if you are not present, you cannot lead by example.
That mindset shapes how he works with his team. Many colleagues have been part of the business for more than ten years, and Péter describes them as an extended family. For him, good leadership is not about being loud or controlling. It is about calmness, empathy, consistency and understanding both your people and your own limits.
Three lessons stand out from his story:
1. Stay close to the operation.
You cannot lead well from a distance. Being present helps you understand your team, your guests and the small details that shape quality.
2. Build ideas around your own identity.
A wine tasting, barbecue evening or themed dinner only works when it fits the place, the people and the story behind it.
3. Lead with calmness and consistency.
Hospitality entrepreneurship is not only about creativity. It is also about building trust with your team and creating an atmosphere guests want to return to.
Because keeping a hospitality business alive is not only about preserving what came before. It is about knowing what is worth holding on to — and having the courage to shape what comes next.