INTERVIEW
Gökhan Özgürel: “When Russians Believe in a Goal, Nothing Can Stop Them”
After ten years at the Kirzhach factory, Gökhan Özgürel leaves behind more than production lines and management routines. He became a part of the local community, earned the trust of the team, and steered the factory through growth, challenges, and constant transformation. In this farewell interview, he reflects on what he learned from working in Russia and why he believes the factory’s future is strong.
A Decade of Work: A Factory that Became a Personal Mission
Reflecting on the past decade, how would you describe this period? Did it feel like a gradual transformation or a rapid leap forward?
I see the last ten years in two clear phases. The first five were fast, intense, and deeply transformative. Growth defined everything. Starting around 2016, the factory expanded quickly in both production volume and product portfolio. By 2018, we crossed the one-million-unit mark, which was an important milestone at that time. It was the moment we truly felt we had become a strong and sizable operation within Beko Global.
The second phase began after 2020. Despite the challenges of COVID-19, we continued to grow, but the focus shifted. Instead of expanding capacity, we concentrated on perfecting processes, fine-tuning operations, and improving efficiency. It became a more targeted, meticulous journey. Looking back, the decade was both a rapid leap and a gradual refinement, each phase necessary for the next step.
Reflecting on the past decade, how would you describe this period? Did it feel like a gradual transformation or a rapid leap forward?
I see the last ten years in two clear phases. The first five were fast, intense, and deeply transformative. Growth defined everything. Starting around 2016, the factory expanded quickly in both production volume and product portfolio. By 2018, we crossed the one-million-unit mark, which was an important milestone at that time. It was the moment we truly felt we had become a strong and sizable operation within Beko Global.
The second phase began after 2020. Despite the challenges of COVID-19, we continued to grow, but the focus shifted. Instead of expanding capacity, we concentrated on perfecting processes, fine-tuning operations, and improving efficiency. It became a more targeted, meticulous journey. Looking back, the decade was both a rapid leap and a gradual refinement, each phase necessary for the next step.
What was the most difficult management decision you made here? Was there a decision that felt wrong at first but later proved right?
We normally make decisions collectively with the management team, which significantly reduces the risk of taking the wrong path. Everyone contributes perspectives and experience, and that balance has always helped.
But there was one decision that was personally very difficult. In 2021 market demand for refrigerators grew sharply, yet we had only one production line running three shifts. To meet the demand, we had to switch to a sliding four-shift regime for several months.
It was absolutely the right decision from a business perspective. Without it, we would have lost sales and market position. With it, we fulfilled every commitment. However the workload was intense. Production leaders and employees got really challenged physically. It was not a wrong decision, but it was the hardest one.
We normally make decisions collectively with the management team, which significantly reduces the risk of taking the wrong path. Everyone contributes perspectives and experience, and that balance has always helped.
But there was one decision that was personally very difficult. In 2021 market demand for refrigerators grew sharply, yet we had only one production line running three shifts. To meet the demand, we had to switch to a sliding four-shift regime for several months.
It was absolutely the right decision from a business perspective. Without it, we would have lost sales and market position. With it, we fulfilled every commitment. However the workload was intense. Production leaders and employees got really challenged physically. It was not a wrong decision, but it was the hardest one.
How did you approach developing your management team over the years?
I never make decisions on behalf of my team members. My first rule is to encourage them to analyze situations and make their own choices. I provide mentoring when needed, but I do not direct them toward the outcome I personally want. With this approach, people learn through experience, develop confidence, and often bring solutions I wouldn’t have thought of myself. They grow, and they help me grow as well.
In addition to day-to-day mentoring, we rely on global headquarters training programs. These open new perspectives and expose managers to broader trends in the industry. But the foundation is still the case-by-case development that comes from real work and real challenges.
I never make decisions on behalf of my team members. My first rule is to encourage them to analyze situations and make their own choices. I provide mentoring when needed, but I do not direct them toward the outcome I personally want. With this approach, people learn through experience, develop confidence, and often bring solutions I wouldn’t have thought of myself. They grow, and they help me grow as well.
In addition to day-to-day mentoring, we rely on global headquarters training programs. These open new perspectives and expose managers to broader trends in the industry. But the foundation is still the case-by-case development that comes from real work and real challenges.
“
In any business situation, three factors guide decision-making: time, financial impact, and quality.
What is the key management principle that has guided you throughout your international career? Is it more important to understand local specifics or follow corporate standards?
In any business situation, three factors guide decision-making: time, financial impact, and quality. You rarely achieve perfection in all three at once, but if you evaluate every decision through these parameters, the right path becomes clear. This has helped me for three decades.
Another essential principle is being result-oriented while staying respectful and communicative. We should always be result-oriented, but we should not be rude to other people. Some people talk a lot and don’t reach outcomes; some barely speak and solve everything. The ideal balance is communication paired with measurable results.
Regarding the second question, it is never a choice between local specifics and corporate standards; both matter. Local realities shape daily operations, while corporate frameworks allow us to remain a global player. The right proportion depends on the situation, and effective leadership requires navigating both dimensions thoughtfully.
Psychology and empathy also play a major role. Without understanding people, you cannot build a real team. Everyone must feel included and devoted to the collective goal. I learned this early in my career from my first manager Semsettin Eksert, who always connected with people while driving results. That combination is powerful.
What keeps you motivated and focused on achieving results?
Results themselves. When a team works hard on a problem or project, and we finally achieve a meaningful outcome that benefits the company, it creates strong motivation for the next challenge. Success builds more success. I encourage my colleagues to experience this cycle because it shapes a confident and proactive team.
In any business situation, three factors guide decision-making: time, financial impact, and quality. You rarely achieve perfection in all three at once, but if you evaluate every decision through these parameters, the right path becomes clear. This has helped me for three decades.
Another essential principle is being result-oriented while staying respectful and communicative. We should always be result-oriented, but we should not be rude to other people. Some people talk a lot and don’t reach outcomes; some barely speak and solve everything. The ideal balance is communication paired with measurable results.
Regarding the second question, it is never a choice between local specifics and corporate standards; both matter. Local realities shape daily operations, while corporate frameworks allow us to remain a global player. The right proportion depends on the situation, and effective leadership requires navigating both dimensions thoughtfully.
Psychology and empathy also play a major role. Without understanding people, you cannot build a real team. Everyone must feel included and devoted to the collective goal. I learned this early in my career from my first manager Semsettin Eksert, who always connected with people while driving results. That combination is powerful.
What keeps you motivated and focused on achieving results?
Results themselves. When a team works hard on a problem or project, and we finally achieve a meaningful outcome that benefits the company, it creates strong motivation for the next challenge. Success builds more success. I encourage my colleagues to experience this cycle because it shapes a confident and proactive team.
“
Success builds more success. I encourage my colleagues to experience this cycle because it shapes a confident and proactive team.
What values and personal qualities do you pay most attention to?
Ethical Integrity plays the most important role in my life. I am always careful and attentive on paying utmost care on the ethical guidelines. I am very lucky that Our company, Beko also gives number 1 priority to Ethics. While I am always checking my behaviours and work style through these guidelines, I also look for friends in my team who have the same approach.
Second criteria in my life that I want to apply is the fairness. I believe in that fairness plays an important role in daily and work life. I try to be always fair to judgements and critics for other people. I try to observe different perspectives of each situation and try to be as objective as possible. A broader view of the situations increases the depth of empathy in your communication and creates a better working climate.
Result Orientation is another asset that I am looking for myself and my team always. I believe that without creating successful results, our business environment becomes slow moving and looses the necessary enthusiasm that motivates all of us.
What single piece of advice would you give the new director to ensure future success?
He is already an experienced and thoughtful leader, one of the best in Arçelik. He has managed in different cultures, handled diverse local needs, and developed strong human-centered management skills. These qualities will serve him well here. With his professionalism and empathetic approach, I believe he will strengthen the operation even further and continue building successful teams and results.
Ethical Integrity plays the most important role in my life. I am always careful and attentive on paying utmost care on the ethical guidelines. I am very lucky that Our company, Beko also gives number 1 priority to Ethics. While I am always checking my behaviours and work style through these guidelines, I also look for friends in my team who have the same approach.
Second criteria in my life that I want to apply is the fairness. I believe in that fairness plays an important role in daily and work life. I try to be always fair to judgements and critics for other people. I try to observe different perspectives of each situation and try to be as objective as possible. A broader view of the situations increases the depth of empathy in your communication and creates a better working climate.
Result Orientation is another asset that I am looking for myself and my team always. I believe that without creating successful results, our business environment becomes slow moving and looses the necessary enthusiasm that motivates all of us.
What single piece of advice would you give the new director to ensure future success?
He is already an experienced and thoughtful leader, one of the best in Arçelik. He has managed in different cultures, handled diverse local needs, and developed strong human-centered management skills. These qualities will serve him well here. With his professionalism and empathetic approach, I believe he will strengthen the operation even further and continue building successful teams and results.
“
Ten years in Russia is almost a quarter of my conscious life. It became a full life stage for me.
Between Russia and Turkey: A Story of Real Integration
How have you changed as a person living between two cultures?
Living between Turkey and Russia changed me much less than people expected. The cultures differ, but the people are surprisingly close. When I moved, Atilla Uz, before leaving Russia, told me the same thing, “We are much more similar than you think”. He was right. I’ve worked with Europeans, Americans, and the contrast there is much sharper, especially with the British. With Russians, I immediately felt familiar patterns.
What truly influenced me was cultural richness. Russia is enormous, with many regions, nationalities, and subcultures. Together, they form a very deep, harmonious cultural environment. I enjoyed discovering it in these 10 years. I went to operas, museums, and symphony concerts. Even Moscow’s market, especially flea markets, astonished me in the first years. And one thing genuinely surprised me: the national love for space. In Turkey, we don’t have that. Here, it is everywhere – space museums, Gagarin’s face in every city. That level of devotion is unique.
People say Russians are very direct. Do you agree?
It depends on how much they respect you. If a Russian respects you, he speaks honestly, but directness is never rude. Russians know how to be straightforward and polite at the same time. Even with criticism, they try to speak carefully. Rudeness is rare.
How have you changed as a person living between two cultures?
Living between Turkey and Russia changed me much less than people expected. The cultures differ, but the people are surprisingly close. When I moved, Atilla Uz, before leaving Russia, told me the same thing, “We are much more similar than you think”. He was right. I’ve worked with Europeans, Americans, and the contrast there is much sharper, especially with the British. With Russians, I immediately felt familiar patterns.
What truly influenced me was cultural richness. Russia is enormous, with many regions, nationalities, and subcultures. Together, they form a very deep, harmonious cultural environment. I enjoyed discovering it in these 10 years. I went to operas, museums, and symphony concerts. Even Moscow’s market, especially flea markets, astonished me in the first years. And one thing genuinely surprised me: the national love for space. In Turkey, we don’t have that. Here, it is everywhere – space museums, Gagarin’s face in every city. That level of devotion is unique.
People say Russians are very direct. Do you agree?
It depends on how much they respect you. If a Russian respects you, he speaks honestly, but directness is never rude. Russians know how to be straightforward and polite at the same time. Even with criticism, they try to speak carefully. Rudeness is rare.
Which parts of the Russian lifestyle or habits have you adopted?
Music is the first thing. After several New Year parties, I started enjoying Russian songs a lot, probably too much. I only wish my Russian were stronger, because I would love to watch old Soviet films without subtitles. I saw a few, mostly war movies.
Food is also interesting here. For example, tvorog. In Turkey, we have the same raw materials, but we never cook as the Russians do. Here, there are many variations, and it’s perfect for breakfast. I enjoy it a lot.
As for work, Russians are similar to Turkish people in dedication. The key difference is this: if a Russian believes in a task, you cannot stop him. Once he is convinced of the goal, he will go all the way to the end. If he doesn’t believe, nothing works. If he does, you can’t cancel the project anymore – he will still finish it.
What do you think about the Russian language after all these years?
It’s a great language. Very rich. People say only Arabic and Russian have this level of vocabulary depth. It is difficult, but expressive. You can say everything in Russian. I like it a lot, even though my level is still not where I want it to be.
Music is the first thing. After several New Year parties, I started enjoying Russian songs a lot, probably too much. I only wish my Russian were stronger, because I would love to watch old Soviet films without subtitles. I saw a few, mostly war movies.
Food is also interesting here. For example, tvorog. In Turkey, we have the same raw materials, but we never cook as the Russians do. Here, there are many variations, and it’s perfect for breakfast. I enjoy it a lot.
As for work, Russians are similar to Turkish people in dedication. The key difference is this: if a Russian believes in a task, you cannot stop him. Once he is convinced of the goal, he will go all the way to the end. If he doesn’t believe, nothing works. If he does, you can’t cancel the project anymore – he will still finish it.
What do you think about the Russian language after all these years?
It’s a great language. Very rich. People say only Arabic and Russian have this level of vocabulary depth. It is difficult, but expressive. You can say everything in Russian. I like it a lot, even though my level is still not where I want it to be.
As you return to Turkey for a new role, do you think this experience has made you too "Russian" to be a director there?
I feel like I'm already Russian. There was a funny situation. The HR department was unable to register me as a foreigner on the government and municipal services portal, as the system automatically changed my passport to a Russian citizen's. Even the platform's administrators couldn't handle the task. Ultimately, all the foreign managers were registered except me.
What is the biggest advantage you gained from these ten years?
Ten years in Russia is almost a quarter of my conscious life. It became a full life stage for me. I gained daily habits, professional lessons, cultural experiences, and a very strong sense of what a good working environment looks like. I enjoyed Moscow immensely. People speak about Paris or Vienna, but I’ve seen them all – Moscow is the best. And Kirzhach, of course, is the center of the earth.
What final message would you like to share with your colleagues?
This factory grew in the right, sustainable way. Today it is strong – with its people, its processes, its facilities. The Russian team in Beko is excellent, a very good team in IHP as well. I believe that after overcoming the current difficulties, Russia will become one of the key regions for our global company. We were close to overtaking UK subsidiary revenue before the geopolitical shock, and even though it slowed us down, the recovery is visible. In the next two or three years, Russia will be among the strongest subsidiaries.
This company is not something you leave easily. It becomes part of your life, part of your heart. My advice is simple: stay devoted heartfully and mindfully to the team, work as hard as you are working today, and keep creating strong results. The future here is very bright.
I feel like I'm already Russian. There was a funny situation. The HR department was unable to register me as a foreigner on the government and municipal services portal, as the system automatically changed my passport to a Russian citizen's. Even the platform's administrators couldn't handle the task. Ultimately, all the foreign managers were registered except me.
What is the biggest advantage you gained from these ten years?
Ten years in Russia is almost a quarter of my conscious life. It became a full life stage for me. I gained daily habits, professional lessons, cultural experiences, and a very strong sense of what a good working environment looks like. I enjoyed Moscow immensely. People speak about Paris or Vienna, but I’ve seen them all – Moscow is the best. And Kirzhach, of course, is the center of the earth.
What final message would you like to share with your colleagues?
This factory grew in the right, sustainable way. Today it is strong – with its people, its processes, its facilities. The Russian team in Beko is excellent, a very good team in IHP as well. I believe that after overcoming the current difficulties, Russia will become one of the key regions for our global company. We were close to overtaking UK subsidiary revenue before the geopolitical shock, and even though it slowed us down, the recovery is visible. In the next two or three years, Russia will be among the strongest subsidiaries.
This company is not something you leave easily. It becomes part of your life, part of your heart. My advice is simple: stay devoted heartfully and mindfully to the team, work as hard as you are working today, and keep creating strong results. The future here is very bright.
Sayın Gökhan Bey,
10 yıllık özverili çalışmalarınız ve rehberliğiniz için kalbimizin derinliklerinden teşekkür ederiz. Sizinle çalışmak bir onurdu. Türkiye’deki yeni kariyer adımınızda başarılar dileriz ve sizi her zaman hatırlayacağımızı bilmenizi isteriz. Kendinize iyi bakın!
Rusya ekibiniz
Друзья, поздравляю вас с новым, 2026 годом!
Пусть в наступающем году каждый из вас и ваши семьи будут окружены здоровьем, теплом и заботой. Желаю вам личного счастья, неиссякаемой энергии для воплощения смелых идей и проектов здесь, на заводе. Пусть 2026 год будет ярким, динамичным и успешным!
Пусть в наступающем году каждый из вас и ваши семьи будут окружены здоровьем, теплом и заботой. Желаю вам личного счастья, неиссякаемой энергии для воплощения смелых идей и проектов здесь, на заводе. Пусть 2026 год будет ярким, динамичным и успешным!
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