Aiming to shift the global strength of the Turkish flour industry from “price” to “performance and brand,” Özmen Un is undergoing a major transformation under the leadership of CEO Oğuz Özmen. This interview, in which we discuss Özmen Un’s strategic roadmap from local roots to global ambitions and its 2030 targets combining the achievement of becoming Türkiye’s first TURQUALITY-registered flour brand with technological investments and corporate discipline offers important insights not only into the sector’s growth but also into its ability to “grow the right way.”

Oğuz Özmen
CEO
Özmen Un

While Türkiye continues to maintain its global leadership in flour exports, the sector now stands at a critical threshold moving from “volume” toward “reputation and value.” At this historic juncture, Özmen Un initiating an important transformation under the leadership of its fourth-generation representative Oğuz Özmen—has signed a sectoral milestone by becoming the first and only brand in the flour industry accepted into the TURQUALITY program. This visionary approach, which combines traditional craftsmanship with an Industry 4.0-based “lights-out mill” concept and end-to-end digital traceability, is rewriting the rules of global competition in the flour industry by positioning production within the triangle of experience, data, and automation.

In this special conversation with young CEO Oğuz Özmen, we examine the brand’s strategic roadmap extending to 2030, a brand that views production not merely as a process but as a “promise of trust.” Defining the closing of the gap between “volume and reputation” as the core objective, Özmen positions branding not as a defensive line but as an offensive one. In this interview, which also delivers important messages for sector stakeholders, you will witness how a management approach that says “The issue is not merely to grow, but to grow correctly” transforms Turkish flour into a solution partner in the global premium segment.

Mr. Özmen, first of all, thank you very much for accepting our interview request. As the fourth-generation representative who has taken the helm of Özmen Un, you have positioned the company as the first and only brand in the flour sector accepted into TURQUALITY. How do you define this historic threshold as a young CEO?

I see this threshold less as a “trophy” and more as a “crossroads.” Flour may look like a simple product from the outside, but in reality it is a field where trust, discipline, and consistency are constantly tested. Being accepted into TURQUALITY means that we have moved beyond simply “producing well” and made visible our claim to “grow correctly, strategically, and sustainably.”

The emphasis on being a young CEO is valuable as well; however, what matters here is not age but approach. Our approach has long been clear: strengthening the corporate structure, standardizing processes, placing technology at the center of production, and bringing the brand to a competitive level on an international scale.

Do you see the TURQUALITY process merely as an indicator of prestige, or as a part of Özmen Un’s long-term corporate and global transformation strategy?

There is certainly a prestige aspect, and it would not be right to deny that. But the real value of TURQUALITY lies in the fact that it demands a “system” before prestige. It is a framework that requires strategy, discipline, and sustainability. We were already trying to build our roadmap around these three concepts; the program acts as a lever that accelerates and standardizes this effort.

During the preparation process for TURQUALITY, what concrete transformations did you implement in areas such as corporate governance, process standardization, brand positioning, and sustainability? What kind of change did this process create within the company?

From the outside, TURQUALITY becomes visible at the moment of “acceptance.” Inside the company, however, the real work is a transformation that has been progressing step by step for years. I can summarize the tangible side under four headings:

First, process standardization: ensuring that quality in production is not left to chance and achieving the same result in every batch.

Second, placing technology at the center: the “lights-out mill” approach and a digital quality control culture represent the production-side reflection of this mindset.

Third, traceability and continuity: the infrastructure of licensed warehousing and contract farming forms the backbone supporting the brand’s promise of trust.

Fourth, brand positioning: becoming not merely a company that “sells flour,” but a brand that develops solutions for professionals.

Within the company, the change is most visible in one aspect: everyone now sees more clearly the answer to the question “why are we doing this?” This shifts motivation from “short-term targets” to a “long-term standard.”

“WE PLACE TECHNICAL INTELLIGENCE ALONGSIDE FIELD-BASED MASTERY”

Where does the human element stand at the center of this major technology-focused transformation?

Although technology may appear to be at the center of the transformation, in our world the real center has always been the human being. We do not use technology to replace people; rather, we see it as a tool to support craftsmanship. In the model we are trying to establish, we place technical intelligence alongside the ancient mastery found in the field. The needs of the master baker, the character of the dough, and the performance of the product can only be understood with human sensitivity. For this reason, by strengthening our teams’ connection with the field, we see digitalization as a lever that elevates the skill of our masters to a higher level.

Türkiye is the global leader in flour exports, yet the branding side is still in a development phase. Do you think TURQUALITY could become a turning point in the sector’s transition to a branded and value-added export model?

Türkiye’s leadership in flour exports is extremely valuable; we have maintained this success for many years. But today global competition is intensifying not over “tonnage” but over “value.” New players are emerging and market shares are shifting. In such an environment, branding is not a defensive line; it is an offensive one.

In this sense, TURQUALITY could indeed become a turning point because the program addresses the brand not merely as a logo or packaging, but as an end-to-end management system from production to marketing and after-sales processes. The closer the sector moves to this system, the more it will close the gap between “volume” and “reputation.”

POSITIONING TURKISH FLOUR IN THE PREMIUM SEGMENT

What kind of contribution do you expect TURQUALITY to make to Özmen Un’s export strategy? Do you have goals for entering new markets, strengthening brand positioning, and growing in the premium segment?

There are two layers in exports: the first is “entering a market,” and the second is “remaining in the market and creating value.” I see TURQUALITY’s contribution as more critical in the second layer.

We already state that our products are used in many countries and that we are preferred by global brands particularly in Europe and the Middle East. Our aim is to move this strength toward the “premium” side—positioning the product not merely through price, but through performance, traceability, and a technical service approach. In addition, there are clearer ambitions such as shelf presence for branded products.

You have implemented Türkiye’s first Industry 4.0-based “lights-out mill” concept. What was the vision behind this investment, and how has this model provided advantages in terms of quality, efficiency, and global competitiveness?

The vision was this: to move flour production into the triangle of experience + data + automation. What we call the “lights-out mill” approach essentially means not leaving quality to the mood of the operator; it means establishing a measurable, traceable, and repeatable production standard.

On the quality side, this translates into continuity. On the efficiency side, it means reducing losses and strengthening planning. On the competitiveness side, the reality is this: the world now distinguishes not those who produce “the same product cheaper,” but those who produce it “more reliably and more consistently.” That is precisely why I see this investment as strategic.

When automation is discussed, it can create the perception that the human factor moves into the background. What does the picture look like within your team?

On the contrary: the right automation makes the right human resource even more valuable. On our side, engineering capacity and product diversity are growing together; for example, there was a period when we mentioned producing 50 types of flour with a team of 30 engineers in our event content. This shows not that people have been removed from the process, but that they have taken on a more qualified role.

You are also a pioneer in areas such as licensed warehousing, full traceability, and digital quality control systems. Where does Özmen Un’s technological infrastructure stand within your branding strategy?

I have always interpreted branding as a “promise of trust.” That promise becomes tangible through technology: traceability, standardization, food safety, and continuity.

On the licensed warehousing side, capacity and continuity are key. It is not simply about storing grain; it means matching the right wheat with the right product at the right time. Full automation and digital control in production are a continuation of this.

On the food safety side, international frameworks such as BRCGS are widely accepted standards in the industry. In our communication, the emphasis on food safety is also strong because a brand is tested most during times of crisis.

As a young CEO, how do you balance traditional milling culture with modern corporate management?

I do not see the balance as “either this or that,” but rather as “both together.” What we call tradition includes reading the field, understanding the product, and respecting the master craftsman. What we call modern management includes reading data, managing risk, and maintaining standards.

For me, the right model is this: technology should strengthen the hand of the craftsman, make his work easier, and make the result more consistent. That is exactly why we particularly emphasize our goal of producing flours that “support craftsmanship.”

DESIGNING THE FUTURE OF A STRONG LEGACY: THE ÖZMEN UN 2030 VISION

You grew up as the son of Mr. Erhan Özmen, one of the veteran figures of the flour industry, who served as president of TUSAF for many years and brought numerous firsts to the sector. How has this strong industry legacy shaped your leadership approach?

Such a legacy brings two things at the same time: a serious responsibility and a very high reference bar. The fact that my father served as president of TUSAF for many years teaches one to think about the “big picture” of the industry in a disciplined way. This strengthens my leadership instinct to “build systems” rather than merely “save the day.”

Let me add something else: one of the most difficult tests in family companies is building innovation while preserving tradition. In our home, that discussion was always framed around “respect for the product.” Today I try to carry that same language into the corporate sphere.

Where do you see Özmen Un in the next 5–10 years? Are new investments, markets, or product segments on your agenda?

When we speak of 5–10 years, I see three goals:

First: a stronger brand position in more countries. In the sector there are ambitions such as “exports to 40 countries, expanding to 75 countries by 2030, and entering retail shelves with branded products in at least 10 countries.” Such targets require not only scale but also strong brand management.

Second: expanding the product segment. “Institution-specific flours,” professional kitchen solutions, and integrated structures in the bakery products field are essentially continuations of the same strategy: generating added value through both product and knowledge.

Third: making R&D more systematic. We emphasize academic collaborations with universities and a strong R&D team; we want to make this more visible on an international scale.

Do you think the Turkish flour industry can move beyond being a “volume leader” and become a “brand leader”? In which areas does the sector need to transform to achieve this?

It can and in fact it must. Because competition is intensifying. From the rapid rise of players such as Russia and Egypt to the fact that importing countries are increasing their own milling capacities and reducing flour imports, many dynamics are reshaping the environment. In such conditions, “volume” alone is not enough.

For brand leadership, the transformation must occur along three axes in my view:

First: standardization and traceability—this is where brand trust originates.

Second: product development—rather than selling the same flour to every market, delivering the right performance for each market, product, and master craftsman.

Third: corporatization—maintaining the same quality, delivery reliability, and communication discipline even in times of crisis. Programs like TURQUALITY are valuable precisely because they address these three axes simultaneously.

With the TURQUALITY process, what is the next major goal for Özmen Un?

The next goal is not to say that TURQUALITY has been “achieved and finished,” but rather that it has been “sustained and developed.” The spirit of the program is already this: treating the brand not as a campaign but as a management system.

For us specifically, this means a clearer position in more markets, a stronger brand perception, and a higher value-added product portfolio. In short: the issue is not merely to grow, but to grow correctly.

Finally, what message would you like to give to BBM Magazine readers especially flour industrialists?

The flour industry is one of Türkiye’s strongest sectors opening to the world; to preserve this strength we need a mindset that does not limit competition to price alone. Standardization, traceability, R&D, and brand management are no longer luxuries they are prerequisites for remaining in the market.

And one small but important reminder: wheat is still at the center of this business. Without considering agriculture, seeds, craftsmen, and consumers together, sustainable success cannot be achieved. When we say “grain is the green gold of the future,” this is exactly what we mean.