____________________________________________________________________________________________________________________________________

Chairman Cheol-Ju Yoon is the chairman of Wooree Bio Co., Ltd. (formerly Wooree Lighting), whose subsidiaries include Wooree Bio, Wooree E&L, and Wooree New Optics. After graduating from Dankook University's Department of Public Administration, he completed the SNU Business AMP as part of the 64th class and recently served as the President of the SNU AMP Alumni Association. Since taking office as CEO in 1998, Chairman Yoon has led the overall management of Wooree Group, transforming it into a mid-sized company spanning the lighting, parts, and bio industries. He is currently spearheading future growth engines by expanding into new industries, including plant factories using light-source technology and the natural substances industry.

____________________________________________________________________________________________________________________________________

“Having Your Expertise and Trusting People: Chairman Cheol-Ju Yoon’s Journey in Business”

Management Philosophy and Leadership

Please briefly introduce how you joined the Wooree Group and how you rose to your current position.

 - My life has had many twists and turns. When I was young, I was expelled from university for participating in student movements. After completing my military service, I began my career at an insurance company, where I received training as a programmer. Back then, we didn’t even have a computer science department, so only three new employees were trained. I was fortunate enough to come in first on the English aptitude test, which led me down this path.

My journey with the group began in 1979, when I was recruited as a computer programmer at Pungwoo Industries. Because no computer system existed at the time, I had to design and develop every program to computerize the company.

My job did not end with coding. I had to master every business process across all departments in the company, from finance and accounting to sales, production, and human resources, from the ground up, for computerization. This was necessary because it is impossible to build a system without thoroughly understanding the on-site working process.

The experience of working tirelessly to familiarize myself with every aspect of the business at that time, in fact, became the strongest foundation for my own management framework. Having a deep understanding of how every department operated became a powerful driving force, enabling me to later personally oversee all the company’s projects at the operational level.

It was our founder, Chairman Se-won Chang, who deepened my practical experience and prepared me to become a CEO. The chairman emphasized the “Five principles of daily life” as the mindset required of a CEO, so that my practical skills could be applied in the right direction. The five principles—trust, consistency, dignity, knowledge, and results—have become valuable guides that infused the knowledge I gained in the field with the spirit of a leader.

After becoming CEO in 1998, I reconstructed the “Jangsoo Lamp” brand and built this group into a company spanning cutting-edge lighting and the bio industry by combining my on-site experience with the “five principles of daily life.” This precious legacy from the founder remains my most important life lesson, inspiring me even decades later.

In your opinion, what type of person is a “good CEO”?

 - I believe management can be summed up as “harmony between people and technology.”

First, a CEO should have the confidence that “Only I can do this,” but should not be self-righteous enough to think that “It cannot be done without me.” I always teach my children the power of positive thinking, telling them that “I can do it, I have to do it, only I can do it,” but when it comes to organizational management, I trust the synergy among members more than a single exceptional person. The CEO’s role is to create a foundation that enables employees to perform to the best of their abilities.

Second, a true CEO “coexists” with their employees. When I worked on going public on the KOSDAQ in 1999, I decided to protect the value of employees’ stock, which had declined due to the IMF crisis. Thanks to that, my employees received financial benefits, and I still wear the simple gold ring I received as a thank-you gift whenever I need courage. I believe transparently disclosing profits and sharing them is my social responsibility.

Third, a CEO should keep pace with trends and continue to drive “change.” My company would not have survived if we had resorted to producing traditional lighting. Today, we have moved beyond LED and are devoting ourselves to the “plant factory” and “natural resources” industries through lighting technology. I believe it is the duty of a good CEO to identify future growth opportunities, present a new vision to employees, contribute to the environment and society through ESG management, and never lose sight of that tension.

 

 

The AMP Course and Experience as the President of the Alumni Association

Could you share any experiences where the AMP alumni network helped you in real-world business situations?

 - For CEOs, networks are not merely about knowing people; they are a channel for sharing a “vision for survival.” There was a decisive moment when the AMP alumni network inspired me.

Our group is transforming from a traditional lighting company into the “plant factory” and “health functional food” industries. When I, as a lighting expert, became interested in two entirely new fields—pharmaceuticals and the cosmetics ingredients market—it was Chairman Kyung-soo Lee, the former President of the AMP Alumni Association, who helped me give shape to my ideas.

During the planning stage of the business, I was asking for ideas when the Chairman gave me a copy of the Japanese manga Kosaku Shima. In that book, there was a story about a semiconductor company transforming a defunct cleanroom factory into a plant factory. Through that book, I was able to connect my puzzle pieces— “lighting technology,” “our empty factory,” and “future materials market”—into one picture.

In addition, because AMP brings together the best CEOs in Korea, the depth of the information we exchange is different. Not only did I learn the latest management theories from outstanding professors, but I also gained practical insights into applying my knowledge to the Wooree Group through interactions with leaders from other industries.

Until recently, I had the honor of serving our alumni and connecting them as the President of the AMP Alumni Association. Although I have left the post, the passionate insights and lasting connections I built with fellow alumni will serve as a solid foundation for the Wooree Group to enter future industries.

 

Message to Future CEOs and SNU Business School Students

If you could return to your university years or the start of your career, is there anything you wish you had done earlier in your life?

 - My 20s were tumultuous. I was expelled from Korea University for participating in student movements, served in a military post unrelated to my major, and then started a new life at another university. None of it was easy. Looking back, I would like to share two pieces of advice with younger generations.

First, “plant the seed of your own unique expertise (knowledge) sooner.” The computer programming skills I unexpectedly learned while working at an insurance company became my strongest weapon and led me to Wooree Lighting. Back then, I did not know how important they would be to my business career. If I had given up as a college student, thinking, “This major isn’t the right fit for me,” or had drifted aimlessly, I would not be who I am today. I think things might have been different if I had started a little earlier and worked a little harder to delve deeper and explore my unique “expert know-how” in a field, regardless of the circumstances.

Second, I recommend “realizing the value of a trust-based network sooner.” I learned the “Five principles of daily life” from our company's founder, Chairman Se-won Chang, and made trust my foremost principle. Thanks to this, I was recruited back into the company even after I left, and I received help from our customers during difficult times.

At the start of one’s career, it is easy to focus entirely on job performance. However, those who help you grow and open new doors for you are “people.” Just as I discovered the great vision of “plant factories” through my interactions with my AMP alumni, I believe my breadth of management experience would have widened much faster if I had started engaging with leaders from around the world and learning from their wisdom a little sooner.

Hardship at a young age is never in vain. Nevertheless, I hope you do not simply endure that time. Instead, focus on establishing the two pillars of “your own expertise” and “trust in people.” They will become the key to creating your very own “Jangsoo Lamp” that will remain steadfast against any waves that may come in the future.

 

Concluding Remarks

What are your personal goals or new areas you would like to venture into?

 - As a young man, I was a person with a very strong drive to succeed. I used to believe that paving a new, uncharted path and dominating the global market with our technology was what life was all about. However, now that I am in the second half of my life, I would like to go beyond mere “success” and “complete a model of sharing and coexisting.”

First of all, in terms of business, I am putting all my experience and passion into the “futuristic natural ingredient industry through plant factories.” I want to go beyond creating a lucrative business to build a successful ESG case that reduces carbon emissions in this age of the climate crisis and contributes to human health. I feel both rewarded and challenged by the fact that my expertise as a lighting expert can help address the human food supply and healthcare environments.

The goal I prioritize most is “giving and healing the world with light.” At the core of this goal is Wooree Group’s “SHINE Project.”

This project does not stop at merely donating materials. It is a global volunteer training program through which we travel with young people to install lighting in places around the world that are in need of light. Bringing light to those who have been left in the dark is not only an act of adding brightness to their surroundings, but it is a noble deed that ensures their safety, enhances their quality of life, and ultimately protects and shares “life.” When our younger generation learns to appreciate others’ lives while working hard to install lighting in unfamiliar environments, they will become true leaders who illuminate the world.

I felt this when I left my post as the President of the AMP Alumni Association, but now I prefer being a “bridge” that helps others grow, rather than being in the spotlight. Just as the “Jangsoo lamp” brings bright light to the world, I, too, would like to shed a warm light on the dark corners of our society through the SHINE Project. A life in which many people find happiness through me—that is my most cherished “final challenge” and goal in my life.

____________________________________________________________________________________________________________________________________

Chairman Suk-Hyun Chung is a CEO with a background as a certified engineer, holding a professional engineer certification in construction equipment, and having completed Seoul National University’s Advanced Management Program (AMP) in 1998. As a founder of the Soosan Group, he has led eight subsidiaries, including Soosan Industries, and has been recognized for his exceptional management skills, receiving the Order of Industrial Service Merit, Gold Tower, and the Labor-Management Culture Award, Presidential Prize. Chairman Chung, who also served as the Vice Chairman of the Korea International Trade Association, is presenting new visions for strengthening alumni bonds and contributing to society as the 28th President of the AMP Alumni Association.

____________________________________________________________________________________________________________________________________

"Responsible Leadership and an Alumni Association that Thrives Together”

Part 1. Appointment and Vision as the 28th President of the AMP Alumni Association

1. First of all, congratulations on your appointment as the 28th President of the AMP Alumni Association. Please share your welcoming remarks and your thoughts on taking the post with fellow alumni.

 - I am deeply grateful and feel a strong sense of responsibility to serve as the 28th President of the Alumni Association of the Advanced Management Program (AMP) at the Seoul National University Business School, the most esteemed university in South Korea. This year is even more meaningful as we welcome our 101st class to the AMP. I believe it is my duty to uphold the illustrious tradition my seniors have built over the past five decades and to prepare for the next fifty years by responding to rapidly changing times.

During my two years in office, I will work to ensure our alumni association becomes a “warmer, more capable, and more closely connected community.” I kindly ask fellow alumni for their active participation and warm words of encouragement.

 

2. What are your main plans or goals for the alumni association as the newly appointed president?

 - I plan to create a “distinguished alumni association where we grow together through teaching and learning.” I have set three goals to achieve this vision.

First, I will create meaningful meetings that alumni members would want to attend voluntarily. For alumni association activities, what matters is not simply how often we meet, but whether they provide tangible benefits. I will host regular breakfast meetings with distinguished scholars, as well as a forum with SNU professors on ways to respond to rapidly changing business environments, such as AI and robotics.

Second, I plan to expand philanthropic activities to support socially vulnerable people and our neighbors in need. Our association members are CEOs who have made their mark in their respective fields. I believe sharing the achievements of our business activities with the communities is also an important responsibility entrusted to us.

Third, I will ensure a stable financial foundation. A solid financial foundation is essential for more activities. I have already donated 1 billion won to the university fund to commemorate the 50th anniversary of the AMP. Over the next three years, I will raise about 4 billion won, register the alumni association as an incorporated association and a nonprofit foundation, enable it to issue receipts for contributions, and foster a culture of giving.

 

3. Are there any special programs currently being developed to strengthen the bonds and networks among alumni?

 - The AMP is a learning community where we share our success stories and insights. My perspective on business has broadened here, and I have also deepened my thinking. Each alumnus and alumna is a cherished mentor to me.

Currently, the AMP has alumni members across generations from 100 classes, working in diverse industries. Such diversity can become a great asset. I am thinking of hosting a mentoring program, perhaps like “Business Consulting Clinic,” where the experience of the senior classes and the dynamism of the junior classes can be combined to create synergies. Moreover, I will expand the alumni company visiting program so we can learn from and interact with each other at each other’s business sites.

 

Part 2. Management Philosophy and Memories of the AMP

4. You have shown exceptional management skills as the CEO of Soosan Group. How did the AMP impact your business activities or your life?

 - I enrolled in the AMP in September 1997, and just two months later, we were hit by the IMF financial crisis. As an engineering major, I did not fully understand how a macroeconomic crisis would affect individual companies. However, through the AMP classes, I realized the importance of managing foreign exchange and securing liquidity. Thanks to this preparation, I avoided the worst-case scenario: bankruptcy.

In addition, I learned that “fostering human talent” and “developing distinguished technology,” rather than short-term performance, are the keys to a company's sustained growth. The lessons I learned during that period continue to serve as a critical foundation for my management career.

 

5. You emphasized the importance of management of wandering around, stating, “The dire the situation, the more the owner must take personal responsibility.” How does such leadership affect corporate growth?

 - A company grows only as much as the vision and capacity of its CEO will allow. The true worth of the leader is revealed in crisis. If one shirks responsibility in the face of an issue, the organization’s trust will be instantly destroyed. Conversely, if the leader steps forward and says, “I will take responsibility,” members will gain mental stability and come to deeply trust their organization. That trust will become the sustainable driver of the company’s growth.

Problems, such as serious disasters, are not only legal issues but also directly affect employees' lives. It is pivotal for the company owner to act as a shield, enabling the CEO to work with conviction. Taking responsibility is, in itself, the most powerful lesson we can teach the next generation. The CEO is not in a position to wield power but should shoulder the heaviest burden in times of crisis. I am confident that true leadership starts with the “courage to bear responsibility.”

 

6. Please introduce your most memorable class or professor as a student.

 - As an engineering major, I found the entire AMP curriculum a new and valuable experience. I particularly remember Professor Suck-Chul Yoon’s lecture on the “inequality for survival.”

Professor Yoon clearly explained the principle, “For a company to achieve sustainable growth, consumer utility should exceed the selling price for the product to be chosen, and at the same time, the production cost should be lower than the selling price to generate profit,” using a single inequality. While it may seem simple, this concept, which captures the essence of business, remains an important standard for my management decisions even decades later.

 

Part 3. Concluding Remarks

7. If you would like to recommend the SNU AMP to other CEOs, what would be your reasons?

 - If you are in management, it is easy to get caught up in immediate results and lose sight of the long-term perspective. The AMP is the best opportunity to broaden your perspective through insights from eminent professors at the SNU Business School. Furthermore, you can share experiences with CEOs who have established their reputations across various fields, expand your horizons, and build a deep human network with them. The lessons and people you encounter here will be an indispensable asset as a CEO.

 

8. Lastly, please share a message with the business administration students and AMP alumni.

 - We are living through the most transformative era since the Industrial Revolution. In an age led by artificial intelligence and robotics, no one can understand everything or succeed alone. In moments like this, “community spirit, of learning, sharing, and growing together” becomes even more important. I hope you can share your wisdom and experience through the invaluable connections you made at the SNU Business School and AMP. The more connected we are, the further and higher we can grow. I look forward to creating a brighter future with my fellow alumni.