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Lending a Hand from Senior to Junior and Growing Together: Umji Food CEO Sanghyoung Kim’s Thoughts on Business and Careers
Introduction: After graduating from Seoul National University’s College of Business Administration, alumnus Sanghyoung Kim served as a commissioned officer in the Air Force. He started his career as an analyst at Korea Investors Service after completing his military service. After switching jobs twice to find the right fit, Kim reached a turning point at the CKGSB MBA program in China. Since graduating, he has built his expertise in planning, strategy, and M&A by serving as an executive at Dong-a Socio Holdings, Hyungkuk F&B, Connect Wave, and KNW. Kim currently works as the CEO of Umji Food, a company acquired by UCK Partners.
0. Introduction of the Company
1. First of all, please briefly introduce Umji Food and yourself.
Founded in 1989, Umji Food specializes in producing frozen Home Meal Replacement (HMR) products. It has maintained a strong presence in the B2B frozen food market through long-term partnerships with major domestic food companies, including CJ Cheiljedang, Pulmuone, and Daesang. It operated under an owner-managed system until early 2022, when UCK Partners, led by Soomin Kim (CBA Class of ‘89), took over management control.
I began my journey with Umji Food thanks to my long-time mentor, Soomin Kim, and joined the company as Vice CEO in December 2023. Later, I was recommended by the Board of Directors as the CEO when the company needed changes and innovations, so I have been leading the company since February 2024. Although I am experienced in various fields, such as finance, pharmaceuticals, beverages, IT, and automobile parts, I believe that my role as an executive at Hyungkuk F&B, a High-Mix Low-Volume (HMLV) manufacturing company specializing in beverages and desserts, has been fundamental in managing Umji Food today.
2. What are Umji Food’s main business areas and strategies for differentiation?
Umji Food has grown mainly through products like frozen dumplings, frozen fried rice, and frozen rice balls. Recently, we expanded into processed meats by merging with Suji’s Cuisine, known for “Suji’s Chicken Breast” sold at Costco. By combining rice, dumplings, and processed meat, we have expanded our business to include frozen lunchboxes and are growing to become a comprehensive frozen HMR manufacturer with annual sales of 150 billion won.
Umji Food currently has about 2,300 types of SKUs and 340 accounts. This positions the company as one of the top companies in the domestic food industry, as we maintain our competitive edge through HMLV manufacturing. Although this structure is quite challenging to manage in terms of process and business management, it has become our strength because it is difficult for other companies to imitate. Furthermore, we are less dependent on specific products or accounts, which allows us to maintain a stable performance despite changes in the external environment and the economy.
1. Business Philosophy and Leadership
3. As a CEO leading a company, what is your most important business philosophy?
My experience as a CEO is not that long, but I believe that one’s business philosophy can change depending on the size and type of the company. As the leader of Umji Foods, I focus on the sense of ownership and timing in decision-making. Since I started working, I have always thought, “What would I do if I were the owner?” Now, as I manage a company owned by a private equity fund, I try to make decisions from the shareholders’ point of view. In the fast-paced food industry, particularly under the HMLV system, my business philosophy is to streamline processes and make quick decisions to reduce opportunity costs.
4. Speed and timing are critical for decision-making. How are you maintaining the speed when you make decisions at Umji Food?
I value quick decision-making so much that some managers in the company call me the “one-second CEO.” With over 2,000 SKUs and more than 300 clients, we need to make at least five or six critical decisions at Umji Food every day. If there is a delay in my decision-making, it is the employees who face delays in their work, so I prefer minimizing unnecessary reporting and communicating in real-time through groupware to allow immediate decision-making.
I have also carefully observed the personalities and strengths of my employees and provided them with feedback. In doing so, I hold frequent meetings with them and make notes on their personal traits. I believe that understanding people well is key to quick decision-making and effective execution.
5. How do you balance the “people” and “performance” aspects when shaping the organizational culture?
The balancing point may vary depending on the size of the organization and the type of business. Because Umji Food has different types of accounts, our performance often fluctuates and is greatly influenced by economic conditions. Therefore, it becomes difficult for individual performance alone to lead to long-term success. Collaboration among many employees throughout the process―from sales, development, manufacturing, to delivery―is essential.
Because of these traits, my key criteria are collaboration and the level of peer contribution rather than just numbers or relative valuation. I focus more on people-centered evaluation. Looking back, I now see that choosing good people and managing them effectively is what directly leads to successful results.
6. What are the most important factors you consider when selecting good people and finding the people that fit your organization?
Umji Food is a mid-sized company with annual sales of around 140 billion won, with all three factories in Jeollabuk-do. Because we utilize an HMLV manufacturing system and must manage multiple accounts simultaneously, our work is both challenging and physically demanding, given the nature of sales and factory operations.
Therefore, when it comes to organizational fit, we prioritize physical and mental endurance to adapt and cope with new situations daily over academic credentials or background. Additionally, experience is crucial in traditional manufacturing, especially in producing a wide range of SKUs and handling various clients, so we prefer candidates who work diligently and steadily, can grow with the company long-term, over those who change jobs frequently.
2. Career Choices and Growth Strategies
7. Looking back on your college days and career path, what were the most decisive moments or choices for you?
My greatest turning point was joining the CBA tennis club TNT on my first day as a university student. In fact, I followed my friend and first visited the TNT club room even before taking the university essay test and interview, which was when I decided that “I want to join if I get into this university.” Back then, TNT was a very active club with not only first-year students but also support from and interactions with recently graduated members. I was probably the first-year student who reached out to and followed the seniors who graduated the most, getting drinks and meals from them.
I was able to meet wonderful seniors and juniors from the club, and most importantly, I had the good fortune to meet my lifelong mentor, Professor Sukeun Kwak, who was then the adviser of the TNT club. Professor Kwak remains my steadfast mentor, imparting valuable wisdom. In that sense, joining TNT was a life-changing decision for me.
8. How has your experience at TNT impacted your networking experience and career?
Most of all, I was able to build strong friendships with other students as we played tennis together, sweated together, shared a drink or two, and took part in various competitions. As I looked at my friends and juniors who led by example, I gradually developed discernment to recognize who was genuine and a true “Giver.”
Furthermore, I received tremendous help from Professor Sukeun Kwak and my clubmates at various stages of my life, including when I got my first job, went through career changes, and switched jobs. The relationships and support have become my most valuable assets, and my path would be very different without this network. I believe nothing is more reliable than the Seoul National University’s College of Business Administration alumni network. I encourage current students to strengthen their relationships before building networks elsewhere.
My interpersonal spectrum was vastly expanded through the student club, as I met seniors who were over ten years older than me, as well as juniors who were ten years younger. If it were the seniors who guided me at the beginning of my career, now that I am in my late 40s, I continue to build new relationships by actively helping juniors and sometimes receiving help from them. In the future, I aim to maintain a network spanning over 20 years above and below my age, arrange meetings as a bridge between seniors and juniors, and foster a virtuous cycle of networking.
I plan to give back as much help as I received for a long time, and I believe this mindset has enabled networking between seniors and juniors to be more joyful and meaningful.
9. You raised the importance of students becoming “givers.” Can you provide some examples of how this principle worked for you in real life?
When I was an executive at Hyungkuk F&B, my CEO and I became interested in fostering food-related startups in order to establish the company’s mid-to-long-term growth engine and learn marketing strategies from startups. We also invested in some companies and supported their productions, and a few of them have grown into firms with a current enterprise value of 100 billion won. One food company called “Egnis,” in particular, has become a mid-sized enterprise and one of Umji Food’s major clients. In the case of “My Normal,” founded by a fellow TNT member, Hyungjin Lee (CBA, Class of ‘07), we supported them from the early days, and it has now become a small giant leading Korea’s low-sugar food market, which recently started working with Umji Food as well. It is gratifying to see the entrepreneurs I helped now run well-known food companies that have become key clients of Umji Food.
Furthermore, I have supported students at the TNT and the department in various ways by providing mentoring opportunities with professors and my acquaintances, and linking them to internship opportunities. I have not expected anything in return, but merely hoped that students would grow to contribute to society and help their juniors, thus creating a virtuous cycle. Recently, the juniors I mentored have readily agreed to be interviewed for my wife’s book, and visited our home to spend an enjoyable time with our child. My family and I are content that these interactions enrich each other’s lives and develop lasting relationships.
10. Can you share some experience of turning failures or setbacks into opportunities for learning and growth?
My mentor Professor Sukeun Kwak has always told me, “If you have an easy and comfortable path and a difficult and challenging path before you, choose the latter.” His advice has, in fact, changed the direction of my life at two crucial moments.
The first time was when I failed the second stage of the CPA exam as a college student. Then, Professor Kwak said, “This is actually good news because you aren’t the type to become an accountant or CFO. Take a different path.” Thanks to his advice, I was able to move beyond my despair and seek a new direction in life. The second time was when I worked for my first job at Korea Investors Service. I visited Professor Kwak’s office when he told me, “You’re working at a company that isn’t challenging enough for someone like you. Try taking on a more challenging job if you don’t want to regret it in your 50s.” I ended up resigning and starting down a somewhat more challenging path. It was quite difficult at that time, but, in retrospect, that experience was a blessing in disguise and became the foundation for me to grow into a CEO.
Ultimately, I chose to walk the more perilous paths during moments of failure and despair following my professor’s advice, which, in turn, became my core strength and driving force in my career.
11. In an age with so many options available, what should students prioritize when searching for the right career?
As a college student, seniors who started their career used to tell me jokingly, “Don’t apply for internships, but spend a lot of time playing tennis and having fun, because you won’t have time to have fun once you graduate and start working.” “Your first job will always be difficult, so just go to a company with the highest salary.” Once I actually started working, I wished that I had the internship experience, but at the same time, I could understand the saying that no first job is easy.
Whenever I mentor students, I notice many prefer popular career paths, such as law school, consulting, PE/VC, and IB. Of course, these paths offer high economic returns and many learning opportunities. However, they are not the ideal choice for everyone, and there's no need to be discouraged if you don't start with such careers. In fact, your first job, which was your secondary backup, might be the right fit for you, and I have often seen difficult first jobs lead to a broader range of opportunities. My first job wasn't my first choice, but the core skills I learned there have become key assets in managing the company.
In the end, the most important thing to do is first to assess your personality, physical stamina, and adaptability to different environments. Consider whether you are an extrovert or an introvert, or if you thrive in high-pressure situations. Then, I suggest finding a career path where you can learn, grow, and achieve your long-term goals in your 50s and 60s, rather than choosing a socially " respected job.” Your career is not a sprint but a long journey.
3. Messages for Students
12. As an alumnus of SNU College of Business Administration, what do you think is the mindset and management philosophies students should have to build meaningful careers that go beyond mere success?
First, I want to encourage you to break free from a self-centered mindset. One thing I learned from my diverse experiences at different companies is that everyone sees the same problem or event differently because we all come from various backgrounds and have unique experiences and values. Every problem eventually gets solved, although there might be slight differences in the outcomes. What truly matters is to reduce unnecessary conflicts during problem-solving and to find ways to share rewards. To achieve this, I believe understanding people is essential. I am confident that one’s career is, in fact, a process of understanding humans and a journey of continued personal growth.
Moreover, you need an attitude that focuses not only on your own accomplishments but also on how the people around you can achieve success together. You can't hold all the blessings in the world, but you can have faith that even if the good fortune and achievements you couldn’t have go to someone else, it can eventually bring me good fortune and positive influence. Sometimes, a small loss you experience will turn into bigger gains over time. Even if you may not get anything in return, being happy for others’ successes will become your source of strength throughout your career.
My mentor has always instilled this perspective, and I have also strived to live by this mantra. As a result, I find more joy and happiness in growing alongside my company, employees, and acquaintances, rather than achieving success alone. The thrill of receiving a large bonus after selling a company in one of my past jobs was short-lived, but hearing that my colleagues have achieved even more achievements and rewards, and continue to help me, has become a steady foundation for my career.
13. What experiences, abilities, or habits would you recommend for current students to prepare themselves?
I think it would be great if current students could find a sport they enjoy during their college years and upgrade their skills to a certain level. Life is a long marathon; you need physical stamina and mental strength to go through it. Working out helps build both. As a college student, I spent my free time playing tennis so much that I could have been mistaken for majoring in physical education rather than business administration. In that process, I not only became physically stronger, but I was also able to improve my mental strength through competitions and gain opportunities to make many friends.
You need to find the sport that suits you best, so I recommend trying different sports electives like golf, swimming, and badminton to see what you find fun. Working out will help you identify your strengths and weaknesses, address your shortcomings, and understand others’ tendencies better. This experience will be valuable when you build networks after graduation. I also think joining a student or social club to stay active is a good option.
14. What are the most common mistakes new graduates make at the workplace, and what advice would you give them to avoid these?
The most common mistake is comparing yourself to others. In my early days in the workforce, I often saw juniors lamenting their current situation by comparing their salaries or benefits to those of their friends. However, with higher compensation comes a more intense workload and more stress. The grass always looks greener on the other side, but what matters is understanding the strengths and limitations of your own environment.
Your first job won't be perfect, and a good environment won't always be the right fit for you. I was also fortunate enough to join Korea Investors Service without prior knowledge, but after a few months, I started considering changing jobs because the work didn't match my personality. Ultimately, I stayed there for two years until I went on a different path following my senior’s advice. Looking back, I think my career might have been a little less difficult if I had gained more experience in another team before leaving.
My advice is to stay at your first job for at least three years, even if it’s tough and not the perfect fit. During that time, you might be able to change your role, find a better opportunity, or even experience unexpected good luck. Companies also value having at least three years of experience at a job, and I’ve also faced challenges when switching jobs by ignoring this fact. I hope you can learn from my mistakes.
15. You advised not to lose the dream of becoming a CEO even if you have a professional occupation. Could you please explain this in more detail?
If you are studying business management, I think it is helpful to design your career with the ultimate goal of becoming a CEO. This advice applies not only to people working in companies―whether large corporations or startups―but also to law school graduates who become lawyers at law firms or gain investment experience at PE/VC management firms. No matter which paths you choose, there’s always an opportunity to become a CEO by advancing to an executive or partner role.
If you begin working with the CEO as your ultimate goal, you'll naturally view problems from a wider perspective and reevaluate them. Additionally, your commitment to this dream will serve as a motivating force even in tough times. That said, it's wise not to share this ambition too openly but to keep it in your mind or write it down and post it somewhere private to inspire yourself and avoid unnecessary criticism or misunderstandings.
This might be a little funny, but my saju also read that I will be a manager instead of a company founder. Maybe because of this, I have always aimed to become a “successful manager.” And thanks to this resolution, I found myself exploring different experiences and sometimes voluntarily taking on challenges, which strengthened my abilities and mental resilience. These steps, I believe, have paved the way for my career.
4. Personal Insights and Values in Life
16. What are your priorities for your personal and company goals over the next five to ten years?
Personally, I prioritize setting goals with my family. Ten years ago, before I married my wife, we decided to carefully consider how we would live the next ten years―for instance, whether we would buy a house or a car, our expected salaries, and job changes―and write them down to leave them around our home to achieve them. Over time, we were surprised that we accomplished all our goals. What we wrote, talked about, and sincerely hoped for seemed to come true as if an unseen force was at work. I am now planning the next ten years with my wife, who has shifted her path from being a teacher at a foreign language high school to becoming a writer and a consultant; we are thinking about healthy ways to raise our son and what I should improve as a CEO.
Regarding the company, I believe goals can vary depending on the tendencies of the majority shareholders. Since I am now the CEO of a company backed by private equity, I am establishing plans to exit (investment exit) within three years at the earliest and up to seven years at the latest. Therefore, I focus on finding and implementing ways to realize the company's growth potential as quickly as possible. I am quickly replacing executives, selling and merging strategic assets, and launching new projects to achieve maximum results within a limited timeframe. At the same time, I am constantly considering what will make us an attractive company when it is time for a future sale.
17. What special challenge or experience would you recommend for current students?
Students these days seem to be busy every day studying and preparing for internship opportunities. Because of that, they don't have many chances to spend time with people close to them. This trait is especially noticeable among the generation that spent their middle and high school years during the COVID-19 pandemic. So, I recommend that students call people rather than using messengers or social media and meet others over a cup of tea, a meal, or even over a drink.
As a college student, I spent my vacations visiting friends who lived outside Seoul to stay at their homes and share drinks with them. Such experiences have sustained my friendship with them to this day. I also recommend meeting with your supervisor or professors with whom you have bonded and talking with them about life in general, your studies, and even your dating life. I have also received a lot of help by having frequent meetings with professors, and even won a scholarship through that opportunity. I still maintain close ties with the professors I met not only in the College of Business Administration and in liberal arts courses, even meeting them as families.
The important thing is to reach out first. Opportunities go to those who take action. In 2022, Professor Iny Hwang invited me to lecture in the Special Topics in Business Administration course. After my lecture, I left my contact information and told the students to “Contact me if you have any questions about your career.” One student actually contacted me right away. That night, I forwarded the student’s resume to a well-known VC partner overseas, and through that opportunity, the student gained experience in various PE/VC/IBs and got a job at the New York headquarters of Goldman Sachs. Another student did not have much knowledge in finance, but continued to reach out to me for mentoring, and after two years of joint effort, got a job at a famous consulting firm, and currently works at MBK Partners. What these two students had in common was that they took the initiative. I hope you do not hesitate to reach out first and create your own opportunities.
