Latro: Building an Ecosystem of Ownership in the Turkish Chemical Industry
Latro Kimya was founded in 2010 in Istanbul as a supplier of textile auxiliary chemicals. Over time, the company expanded its solutions across sectors including cosmetics, agriculture, electronics, and aerospace. It now operates in over 30 countries. Internally, Latro has shifted from a traditional company to what it calls a “living ecosystem,” structuredaround self-managing teams and collective ownership of purpose, decisions, and results.
This blog post is part of 80+ case studies of progressive organizations we created for the ZeroDX awards 2025. These organizations embody the principles of RenDanHeYi in their work structures:
Zero Distance to customer: Decision what to build is based on insights from the marketplace
Autonomy: Small teams with full decision-making autonomy enable speed in execution
Shared Rewards: Everyone in the micro-enterprise participates in its financial success.
The transition began with founder Haluk Can Hür’s desire to move away from hierarchical control. Early on, Latrooperated without formal managerial roles, but in practice, most decisions still landed on the founder’s desk. A later experiment with “growth leaders,” which was intended to distribute leadership, resulted in new friction and unintended layers of control. These outcomes led Latro to restructure its organization.
By 2020, the company removed remaining hierarchical layers and replaced them with autonomous units known as hubs. Each hub focuses on a specific industry vertical, such as textiles or electronics. A separate Habitat Hub provides internal services like logistics, IT, and purchasing. Teams within hubs are fully responsible for their own operations and financial performance. They handle hiring, decision-making, and collaboration independently. Financial information, including profit and loss statements, is transparent and accessible to all. No traditional reporting lines remain.
In 2021, Haluk stepped down as CEO. He continued to support teams as a mentor but no longer held final authority.This step aimed to reinforce decentralization and remove perceived dependencies on the founder.
Latro’s governance now centers on consent-based decision-making. Rather than requiring full consensus, proposalsmove forward unless they generate strong objections. This approach has been used to support experimentation andagility. Hubs conduct quarterly discovery sessions to develop new business hypotheses, weekly progress check-ins to monitor experiments, and regular cross-hub Share & Learn meetings to exchange lessons and ideas. There are no individual KPIs. Teams track experiments and learning cycles as part of their rhythm.
In 2023, one hub launched Ino Cosmetics, a consumer-facing brand. It was initiated after identifying unmet demand inthe cosmetics sector and now operates as part of Latro’s broader ecosystem. The company sees this as one example of how hub autonomy and market insight can lead to new business creation.
Latro also redesigned its compensation system. Since 2021, the company has allocated 10 to 20 percent of quarterly net profits to be shared across all employees. This pool is distributed based on salary level and tenure. Salariesthemselves are calculated using years of experience and education, not individual performance or negotiation. Compensation levels are positioned 10 to 20 percent aboveindustry averages, according to Latro’s internal data. No performance bonuses are used. Teams are expected to address performance concerns directly among themselves.
A significant adjustment took place in Latro’s recruitment process. Initially, hubs were given full hiring and firing authority. However, many hires left within one or two months, leading to what the company described as painful and costly experiences. In response, Latro introduced a multi-phase “dating approach” in 2023. It includes three steps: a short mutual exploration meeting (the date), followed by paid trial days in the office (the flirt), and then a two-monthtrial period without a contract (the fiancé). Only after these stages is a formal agreement offered. Latro reports that this process has improved cultural fit and reduced early departures.
Cultural practices within the company emphasize psychological safety and mutual accountability. Peer feedback is encouraged through structured sessions. New employees participate in self-awareness workshops and are trained inconstructive communication. Latro does not conduct formal performance evaluations. Instead, accountability is handled through direct, team-level dialogue. Mental health days can be taken without needing to provide justification. Leadership is defined not by authority but by facilitation and mentoring, and the company encourages open questioning and initiative from all explorers.
In 2024, Latro was recognized as one of Europe’s best workplaces by the Great Place to Work Institute and the Modern Work Award. The company attributes these recognitions to its emphasis on transparency, autonomy, and a work culture that integrates learning and well-being.
Latro does not describe its model using any fixed framework. However, its practices reflect several principles associated with RenDanHeYi. Hubs operate as financially accountable units close to the market. Employees have autonomy over decisions and share in the company’s financial results. Customers are a primary reference point forexperimentation and development. These elements are present in how the organization has structured itself and how itcontinues to evolve.
At Latro, people make decisions based on shared purpose and proximity to users, rather than instructions from above.The company’s structure is not static. It is regularly revisited, shaped by discussion, feedback, and the belief that responsibility should sit with those who do the work.
