It Is No Longer Just About “Hanging Lights”

Answers to questions from Investujeme.cz, June 2026.

Your turnover rose to a respectable 290 million crowns in 2025. What was the main accelerator of such marked growth?

The main driver was expansion into a segment that has been enjoying a certain boom in recent years; I am talking about the phenomenon of light parks and festivals. Alongside the traditional Christmas decoration of towns and commercial spaces, which forms our long-standing foundation, we began to concentrate on creating comprehensive light exhibitions across Europe.

Did profitability grow along with turnover, or was the growth bought at the price of higher costs?

We try to keep a careful eye on efficiency, but I must admit that it is under great pressure. We are still learning and improving with expansion. We run into differences in cultural paradigms: every country has a different aesthetic sensibility and its own specifics in PR and marketing. The results are also affected by the unpredictability of transport and logistics costs. Despite great interest from every corner of the world, it is precisely these cost inputs and energy prices that are factors limiting the situation to a considerable degree.

Are you managing to pass these increased costs on in prices for clients?

It is a very demanding dialogue. Clients, especially in public administration and shopping centres, often struggle with budgets that are fixed or even lower than in the past. At the same time, they demand constant technological progress and innovation from us. It is a challenge: we have to deliver a top-quality product even when the economic boundaries of our partners are narrowing.

You mention that capacity is your limit. What holds back your momentum the most?

At present it is a combination of a shortage of skilled labour and demanding logistics. People no longer want to work in shift-based operations, which affects the smoothness of production. Because of these capacity constraints, we have even had to turn down some interesting orders in the Czech Republic and abroad. Our criterion is a certain quality and reliability. In our business it is the weeks when everything has to light up that decide, and there is no room for error.

How big a role do light exhibitions play in your business today compared with the traditional decoration of towns?

Traditional decoration remains our pillar, but the phenomenon of light parks is almost catching up with it; today it makes up nearly half of our activities. It is a segment that is demanding in creativity, technology and interactivity. It is no longer just about “hanging lights”, but about creating an immersive experience, which requires a completely different approach to both development and realisation.

You operate in more than ten countries. Which foreign markets are currently the most interesting for you?

We focus on markets with good logistical accessibility in Central, Eastern and Western Europe. It is not so much about geographical borders as about seeking out prestigious metropolises and interesting places where our concept makes sense. Strategically, we are interested in locations that have the ambition to become destinations for light tourism.

You control the entire process from design to installation. Is this model sustainable with further growth?

It is becoming ever more demanding, and that is why we have to change our strategy. We see the future in digitalisation and robotisation; we are already bringing 3D printing and elements of artificial intelligence into production. We are going through a transformation of management methods; it is one of our most demanding tasks, the transformation of a family firm into a technologically advanced organisation that nevertheless preserves its soul.

Have you considered bringing in an investor in connection with expansion?

We notice investors’ attention and are comparing various options for strengthening our capital. Nevertheless, preserving our status as a family company remains key for us. We are proud that we have grown without any significant subsidies or outside support. If we ever do decide on an investor, it must be a partner who understands our vision and helps us grow without disturbing our fundamental values.

What is your main strategic goal for 2026?

The goal is “intelligent stabilisation”. We need internal processes and profitability to catch up with that sharp leap in turnover. We want to fine-tune automation and robotisation fully, so that we are prepared for an even more ambitious expansion into further countries and onto new continents. 2026 will be a year of preparation for the next big chapter in our company.

Published in: Investujeme.cz, 2 July 2026.