GÖKHAN ÖRÇEN

The company, which is among Turkey's top 500 industrial enterprises, currently serves mainly the paper and paper packaging sectors with 2000 employees.

As a Corporate Customer Relations Manager, I started working under the Deputy Chairman of the Board of Directors and took part in many areas such as the company's use of government incentives, quality processes and analysis of problems experienced in large customers.

In the field of raw material sales, the company wanted to start a new product group in the paper group it produces. For this job, he assigned me to areas such as market research and launching the product to the market. During this process, I mastered all processes in the raw material production processes, both by being active in the production field and by examining published articles and case studies on the subject. We began developing a type of paper under the commercial product name Kraft Midline. We penetrated the market with the feedback we received from customers in many processes such as planning the production phase of the product, necessary chemical addition amounts, color values, etc. When we reached 1500-2000 tons/month sales of the product and an annual sales amount of approximately 11-12 million euros within 2 years, we kept the production figures of the product at these levels because the factory conditions were not suitable for producing more. Afterwards, I promoted the product by traveling frequently to many European countries and the American continent to export the product, and we started active export of the product to more than 6 European countries.

While I was actively involved in new investments in the company, in addition to my raw material sales and development duties, I took the title of Project Manager and took charge of a new project. Feasibility of the project, cash net flow diagrams, market research, factory construction, factory energy, air etc. I managed all processes such as installation of lines, factory layout, raw material purchasing, quality and certification processes, staff creation, banking, contracts and leasing processes, product development, machine selection, commissioning of machines, sales management.

By receiving the title of Factory Manager, we achieved a growth rate of approximately 60% every year with the commercial products of paper bags and paper food packaging produced under the KMK Pack brand, one of the company's business lines. Sales, purchasing, quality, production, planning, mechanical maintenance, business development, etc. All processes continue under my responsibility. In this process, the brand positioning of the company in Europe and the creation of brand value were achieved. With active fair participation and the establishment, training and assignment of a sales team of 9 people, we reached export figures of approximately 20-21 million Euros / year within 4 years. We are currently actively focused on the Far East and American markets, and we continue our work there. In this process, we reached 240 people as Turkey's largest paper bag producer and exporter. We are the only brand that has succeeded in working directly from Turkey with many global brands. New warehouses, companies, etc. in Europe and America. We continue the installation of facilities, location research, strategy creation and business development processes.

• The company produces offset printing and packaging, notebooks, magazines, etc. produces products. It was a business employing 120 people specializing in the production of printed materials. I started my business in sales and took an active role in processes such as projects and business development. I've brought many great clients to the company. We also increased the company's turnover with new product groups by undertaking new line investment, feasibility and commissioning tasks. We also started exporting at a small level. I left the company to fulfill my short-term compulsory military service.

• In the business I started as part of a sales team of 6 people, within 6 months I was able to make half of the company's total monthly turnover with my sales figures. During this process, I gained valuable experiences such as getting to know the industry, working with key accounts, and managing projects. I left the company because I had trouble making payments due to the company's financial problems.

• Our business processes, which started commercially in the start-up initiative we established with our university friends, later developed through processes such as dealership, sales, purchasing and import and turned into a business with 48 employees. Our company, which provides service with two locations: B2B sales store in Kayseri and production and sales in Istanbul, supplies imported raw materials from the Far East. I had the chance to gain extensive experience in the fields of import, purchasing, sales and sales management, finance, quality, production processes and logistics planning. We later liquidated the business due to financial management deficiencies and disagreements between partners.