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Orbán’s Trump bet

Hungary’s government wants the former US president to return to the White House

October 29, 2024

5 min read

October 29, 2024

5 min read

Photo: Viktor Orbán with Ukrainian President Volodymyr Zelensky at an EU Council meeting earlier this year. © European Union.

Hungary’s relationship with the United States has reached a historic low since Russia’s full-scale invasion of Ukraine, and Prime Minister Viktor Orbán is unequivocally hoping for Donald Trump to win a second term.

This contrasts sharply with other countries in Central and Eastern Europe that want to ensure Washington remains a stable security provider for the region regardless of the White House’s occupant.

The stance of Hungary’s government stems from the ideological alignment of Orbán’s Fidesz party with the Republican party’s MAGA wing, based on shared illiberal values and belief in authoritarian-style leadership. This partisan approach led to limited dialogue and repeated conflicts with Democratic administrations over Hungary’s autocratisation, ties with China and Russia, and pervasive corruption.

The government has cultivated close ties with Trump as well as his running mate J.D. Vance and influential figures in the Republican Party, and also key strategists in the MAGA movement. While senior figures like Senator Mitch McConnell have voiced concerns about Hungary’s pro-China policies, they are rather isolated in the party. 

‘Deep involvement’

In 2016, Orbán was the only European leader to endorse Trump, which the former president reciprocated for Hungary’s 2022 parliamentary elections.

Orbán has called Trump a “man of peace” whose reelection would end the wars in Ukraine and the Middle East, while Trump referred to Orbán as a “strong man” and a “smart prime minister” during the recent presidential debate.

After Trump’s defeat in 2020, Orbán still bet on him for the long term. Fidesz and pro-government think tanks developed ties to MAGA circles. As a result, it is in Hungary that the Conservative Political Action Conference started holding an annual European meeting in 2022, bringing together far-right and illiberal actors from both sides of the Atlantic.

The Danube Institute established formal cooperation with the Heritage Foundation, the home of the notorious Project 2025. In July, Orbán said: “We have entered the programme-writing system of President Donald Trump’s team, and we have deep involvement there”.

Erosion of democracy

This partisanship is not the only reason for the deterioration of the relationship between Hungary’s government and the Democrats. The Biden administration has criticised the erosion of democracy and the corruption caused by the Orbán regime. It has also expressed growing frustration with its friendly ties with China and Russia. 

In the last couple of years, Washington has disapproved of Hungary’s delaying of Finland and Sweden’s NATO accession, its obstruction of EU aid to Ukraine, and its opposition to Russia sanctions. There has been controversies about the Budapest-based, Russia-controlled International Investment Bank (IIB), which is believed to have ties to Russian intelligence, and the controversial immigration scheme simplifying the entry of Russian and Belarusian migrant workers into Hungary.

The country has also become a key entry point for Chinese electric-vehicle and battery manufacturers into the European market.

As a result, the Biden administration has imposed sanctions on a Hungarian national linked to the IIB as well as on corporate entities associated with the Paks II nuclear power plant being built in partnership with Russia’s Rosatom and with supporting Russia’s war effort.

A vindicated Orbán may radicalise further

Trump’s election would therefore be a welcome change for Orbán. A Trump administration would ease the diplomatic pressure, giving Hungary’s government greater room to manoeuvre and influence on the European and global stage. Trump’s threat to coerce Ukraine into a peace deal by cutting off military aid would also align with Orbán’s attitude toward the country.

Orbán would feel vindicated and may radicalise further. His close ties to the US president and perception as a “Trump whisperer” would boost his standing among his illiberal allies as he positions himself as a leader of nativist, sovereigntist forces in the EU. 

Trump’s victory could play into the hands of Orbán at home, too. Criticism from Washington over democratic backsliding, corruption, and ties to Russia would cease, and the threat of more sanctions would dissipate. US support for civil society in the region, including in Hungary, would most likely plummet.

All this may embolden Orbán’s government to increase pressure on its domestic critics ahead of the 2026 elections, especially as it faces a potentially dangerous new challenger in Péter Magyar’s Tisza party.

This would drive one more nail into the coffin of Hungary’s relations with the EU. Any concerns raised by the EU institutions would fall on deaf ears while Hungary would continue its vetoes and obstructionism at the EU level.

Reintegrating Hungary

Conversely, a Kamala Harris victory would be a significant setback for Orbán. Her administration could impose more and tougher sanctions related to corruption, or aimed at pressuring Orbán to reconsider Hungary’s tacit support for Russia’s war effort and alignment with China. US diplomatic pressure would continue.

Budapest’s relationship with Washington would deteriorate further in all likelihood. In the government-controlled media—constituting up to 80 per cent of the national market—the United States is frequently depicted as a global warmonger, primarily responsible for the war in Ukraine. The Biden administration is portrayed as an adversary and the US ambassador is often subjected to personal attacks.

However, a Democratic victory would also show the costs of Orbán and Fidesz’s partisan approach to the United States. This might prompt a limited reassessment and a cautious outreach to a Harris administration to reset relations. But whether this would go beyond symbolic gestures to meaningful moves, such as distancing from China and Russia is highly doubtful.

A Harris administration would be well-advised to intensify pressure on the Orbán regime, which faces declining domestic support and legitimacy. By demanding meaningful concessions for any reset sought by Orbán, it would work toward reintegrating Hungary as a reliable transatlantic security partner and enhance the prospects of a democratic transition in the country.


This article was co-authored by Zsuzsanna Végh and is part of series in which German Marshall Fund of the United States (GMF) experts from Central and Eastern Europe set out the implications of a Harris or Trump win in the US presidential election for the countries in the region.

Photo: Viktor Orbán with Ukrainian President Volodymyr Zelensky at an EU Council meeting earlier this year. © European Union.

Daniel Hegedüs

Daniel Hegedüs

Daniel Hegedüs is a senior fellow at the German Marshall Fund of the United States.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.