Meet Alen Osman: Founder of Mamma’s Sugar and His Citizenship Journey in Malta

Alen Osman is a young entrepreneur from North Macedonia who has called Malta home for nearly a decade. He arrived in 2016 with a hospitality background, a strong work ethic, and no guarantees, only the willingness to start from scratch and prove himself through honest work.

Over the years, Alen’s journey has evolved from long shifts in hotel kitchens to building a recognisable local brand, Mamma’s Sugar, a family-driven desserts and café business that has grown into multiple locations around Malta. His story has also drawn attention for a deeply personal challenge: his ongoing effort to obtain Maltese citizenship by naturalisation. After previous refusals, Alen has now applied for the third time, and says he is not stopping. Proud to be a third-country national who contributes to Malta through jobs, standards, and inclusion, he hopes that this new attempt finally brings him luck.

In this interview, Alen speaks candidly about rebuilding life in Malta, the realities of running a food business here, what it takes to keep standards consistent across outlets, and why transparency matters when citizenship decisions shape a person’s future.

From Starting Over to Stability in Malta

1. Can you tell us a bit about yourself and what brought you to Malta back in 2016?

I came to Malta in 2016 at a time when my life was defined by uncertainty but also ambition. I had a background in hospitality and food service, but more importantly, I had a strong work ethic and a desire to build something meaningful through honest work. Malta stood out to me as country with a growing tourism and hospitality sector, where skilled workers could find
opportunity and where effort still mattered. Moving to a new country meant starting again understanding a new system, a new culture, and a new way of living. Those early years were about survival, humility, and discipline. Malta gradually became more than a workplace, it became a place where I began to see the possibility of a future.

When I arrived, I didn’t come with big promises or guarantees. I came with realistic expectations: to work hard, to learn, and to adapt.

ALEN OSMAN

2. When you arrived, you started working as a chef in a hotel. What were the biggest challenges in those first years, and what kept you going?

The biggest challenges were adapting to a new culture, long working hours, and being far from family. Like many foreign workers, I had to start from the bottom and earn trust. What kept me going was discipline and belief, belief that consistency and professionalism would eventually open doors. Cooking and Managing Restaurants was not just a job for me, it was my way of
expressing dedication.

3. In 2021 you obtained long-term residency. What changed for you after that personally, professionally, or in terms of stability?

Obtaining long-term residency in 2021 marked a turning point in my life. Until then, my future felt conditional, always dependent on permits, renewals, and short-term planning. Long-term long term residency gave me stability, and with stability came clarity.
Personally, it reduced a constant level of anxiety that many migrants live with quietly.

For the first time, I could plan years
ahead rather than months…

ALEN OSMAN

Building Mamma’s Sugar Consistency, Growth and Awards

4. At what point did you decide you wanted to build something of your own, and how did that idea turn into your first Mamma’s Sugar shop in 2022?

The idea grew gradually. After years in catering, I wanted to create something
personal, something that reflected comfort, warmth, and quality. Mamma’s Sugar was inspired by the idea of home, tradition, and consistency together with my family. In 2022, with savings, experience, and a lot of risk, we opened the first shop. It was a leap of faith.

Mamma’s Sugar was born from years of experience in professional kitchens, where discipline and standards are critical, but also from the desire to create something personal and human. The concept is not about trends or shortcuts; it is about reliability. Customers should know exactly what they are getting, high quality, fresh preparation, and the same taste every time, regardless of location.

Every recipe, ingredient choice, and preparation method is
designed to be repeatable without losing quality. This approach allows the brand to grow without sacrificing its identity.

ALEN OSMAN

Visit Mamma’s Sugar

If you want to experience the desserts and café concept Alen describes, you can visit Mamma’s Sugar at its locations around Malta and follow the brand online for seasonal specials, menu updates, and expansion news.
For collaborations, catering enquiries, or business opportunities, reach out through Mamma’s Sugar’s official channels or send an email to the management team.

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5. What did you underestimate most about opening a food business in Malta: costs, permits, staffing, suppliers, or something else?

All of it, but especially permits and ongoing compliance. The operational costs and administrative load are much heavier than most people expect. Staffing is also a constant challenge. Running a food business is not just about food, it’s about paperwork, timing, and resilience.

6. How do you keep standards consistent across three locations, especially with training, quality control, and customer experience?

Consistency is one of the hardest challenges in food service, especially across multiple locations. For us, it starts with systems, clear procedures, standard recipes, and structured training programs. Every staff member is trained not just in tasks, but in values: cleanliness, respect, and attention to detail.

Quality control is hands-on. I remain closely involved in operations, monitoring standards and addressing issues immediately. Customer experience is treated as part of the product itself. Whether a customer visits one location or another, they should feel the same care, reliability, and warmth every time.

Beyond systems, consistency comes from culture. When
people understand why standards matter, not just what they are, they take ownership.

ALEN OSMAN

7. You’ve won 11 awards in just three years. Which award felt most meaningful, and what impact did that recognition have on the business?

Winning awards was never the objective when I started Mamma’s Sugar, but over time they became moments of validation. The most meaningful awards were those that recognised consistency, quality, and customer experience. They mattered because they acknowledged the daily discipline that often goes unseen, the early mornings, strict quality control, staff training, and the pressure of maintaining standards across multiple locations.

One award in particular stood out because it came after an especially challenging period of expansion. At that stage, we were managing multiple outlets, onboarding new staff, and navigating increasing operational costs.

Receiving recognition then felt like confirmation that
growth had not compromised our values. It reassured me that it was possible to scale while still protecting identity and quality.

ALEN OSMAN

Highlighted Awards

8. You employ Maltese, EU nationals, third-country nationals, and people with disabilities. What is your approach to hiring, and what does a strong team mean to you?

I look for people who want stability, growth, and accountability regardless of nationality or background. Having worked as a foreign worker myself, I understand the importance of being given a fair opportunity rather than being judged by a passport. Employing people with different cultural backgrounds and abilities brings perspective, resilience, and creativity. Inclusion requires effort, training, and patience, but it builds loyalty and long-term commitment, which are rare and valuable in hospitality.

Diversity within the team is not a branding exercise – it reflects the reality of Malta’s workforce and strengthens the business.

alen osman

The belief is simple but profound: every person has dignity through work, and diversity strengthens performance. This approach didn’t come from a trend or a requirement it came from lived experience and a belief that Malta’s hospitality industry can be more equitable, more humane, and more reflective of society.

At Mamma’s Sugar, employing people with disabilities is not a token gesture or a ‘checkbox exercise’ – it’s a core part of the company’s identity and operational philosophy.

9. What parts of bureaucracy are the biggest burden for a growing hospitality business today in Malta, and what would you change first?

The biggest burden is not one single process, but the accumulation of fragmented bureaucracy. Licensing, health and safety compliance, staffing documentation, work permits, renewals, banking procedures, and inspections all operate on different timelines and standards. For a growing hospitality business, this becomes a full-time administrative workload on top of daily operations.

Staffing paperwork is particularly challenging. Recruiting legally, retaining staff, renewing permits, and managing compliance especially for third-country nationals requires constant monitoring and follow-ups. Delays or lack of clarity can directly affect operations, opening hours, and service quality, even when the business is fully compliant.

If I could change one thing, it would be simplification and coordination. Businesses that demonstrate compliance, tax contribution, and employment creation should benefit from more streamlined processes. Transparency, clear timelines, and accountability within institutions would reduce uncertainty and allow entrepreneurs to focus on growth, training, and innovation rather than survival through paperwork.

Citizenship Journey

10. Let’s talk about your citizenship plans. What changed in your approach each time, and what are you hoping will be different now?

My approach evolved with each application, not just on paper, but in substance. The first application was based on years of residence, employment history, and compliance. The refusal came with minimal explanation, which made it difficult to understand what was lacking. At that stage, I focused on continuing to integrate and contribute rather than becoming discouraged.

By the second application in December 2024, my profile had significantly strengthened. I was a business owner employing people, contributing taxes, receiving national recognition through awards, and actively participating in the economy. The application was more comprehensive, structured, and supported by clear evidence of long-term commitment to Malta. The refusal, again with limited reasoning, was difficult not just personally, but because it offered no guidance on how to improve.

The third application is based on persistence and belief in fairness. What I hope will be different now, is greater consideration of the full picture – not just documents, but the human and economic investment made over nearly a decade. Regardless of the outcome, the process itself highlights the need for clarity and communication in such life-shaping decisions.

I am not seeking entitlement; I am seeking acknowledgment of integration, contribution, and stability.

Alen osman

11. If you could propose one change to make the citizenship by naturalisation process fairer and more transparent, what would it be?

The single most important change would be the introduction of a clear assessment framework combined with meaningful feedback. National discretion is understandable and necessary, but discretion does not have to mean opacity. When decisions are made without explanation, applicants are left uncertain, not knowing whether they should improve integration, economic contribution, language skills, or community involvement.

A structured framework outlining the key pillars considered, such as years of residence, employment history, tax contribution, social integration, and good conduct would help applicants understand expectations without turning the process into a points-based entitlement system. Even a brief written explanation indicating which areas were insufficient would transform the process from one of silence to one of guidance.

12. Finally, what are your plans for the next phase, and what do you want your brand to represent in Malta long-term?

The next phase is about sustainable growth rather than rapid expansion. While opening more locations or introducing a new concept is part of the vision, it will only happen if quality, staff wellbeing, and operational stability can be preserved. We are also exploring ways to innovate, whether through new product lines, improved customer experiences, or concepts that respond to changing consumer expectations.

In the long run, I want the brand to represent more than food. I want it to symbolise consistency, inclusivity, and opportunity. If customers associate the brand with trust, warmth, and professionalism, then we will have achieved something lasting.

13. What advice would you give to third-country nationals in Malta who want to grow here and eventually start a business?

First, understand that progress in Malta, especially as a third-country national, requires patience and resilience. Things often take longer than expected, and setbacks are common. Compliance is non-negotiable: respect the law, meet obligations, and document everything. Stability is built through consistency over time, not shortcuts.

Malta values professionalism and reliability, and trust is earned gradually. Building good relationships with employers, suppliers, staff, and authorities makes a real difference. Reputation travels fast in a small country.

Finally, don’t lose sight of your purpose. Entrepreneurship is demanding, especially when navigating migration and bureaucracy alongside business risk.

Success in Malta is possible, but it
requires long-term commitment, transparency, and the courage to keep going even when recognition comes slowly.

ALEN OSMAN

More Than Business Belonging

Alen Osman’s story reflects what many third-country nationals experience in Malta: building stability takes years, and building a business takes even more discipline, compliance, and resilience. What stands out is not only the growth of Mamma’s Sugar, but the principles repeated throughout this interview: consistency, inclusion, and long-term commitment.

Whatever the outcome of his third citizenship application, Alen’s message is clear. He is committed to Malta, committed to his team, and committed to building a brand that represents opportunity without compromising standards.

Si vous êtes un expatrié vivant à Malte ou à Gozo et que vous avez une histoire qui vaut la peine d'être racontée, nous serions ravis d'entendre parler de vous - contactez-nous via nos médias sociaux ci-dessous ou remplir un formulaire de contact via notre site web.

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