Selected Initiatives

For each case I set out the context, the problem and my own contribution separately. I don't present processes I didn't start as my own, I don't put numbers on outcomes that weren't measured, and I treat the limits as part of the story.

Initiated by me

Simplifying the sales-to-operations workflow

KINAY · Ankara Branch Manager, 2012 – 2017

I identified repetitive, multi-screen data entry in opening shipment files and proposed a customised ERP approach; after a demo and management approval, I contributed to the process design.

Context: My time as KINAY's Ankara Branch Manager. The systems I had used at other global forwarders provided a point of reference.
Problem: Opening a shipment file required repetitive, multi-screen data entry for sales and operations teams, and sales users were reluctant to use the system. The software's logic did not fit users' actual workflow well enough.
My contribution: Rather than an off-the-shelf product, I proposed a solution adapted to how the company works. I carried out the needs analysis, arranged for the first demo to be prepared and secured senior management approval. I then contributed to the design of the interface between sales and operations by translating user needs into the workflow. The software was coded by the development team.
Outcome: A simpler file-opening experience, largely on a single screen and supported by auto-populated fields. Users responded positively.
Limits: There is no verified measurement of time or cost savings.

Implementation led by me

Making commercial performance comparable

KINAY · Integrated Systems Manager, 2017 – 2021

I led the pilot, regional rollout, training and reporting of the KPG approach proposed by an external consultancy.

Context: My time as KINAY's Integrated Systems Manager. An external sales consultancy had found that success was measured by different criteria across branches.
Problem: Indicators such as visits, gross profit, revenue, profitability and target customers could not be managed in a shared language.
My contribution: The KPG approach was proposed by the consultancy; I led its implementation. I coordinated the pilot and the regional rollout, trained sales and branch managers, set up the presentation flow and made presentation preparation easier through Excel and PowerPoint automation. In performance reviews, I coordinated the reporting chain from sales representative to branch manager, and from regional manager to general manager.
Outcome: A regular KPI reporting and review routine built on visits, new customers, target customers, pipeline and performance indicators.
Limits: The KPG meeting routine was not sustained after process ownership changed; some of the report templates remained in use.

Function I led the creation of

From operational data to management insight

KINAY · 2021 – 2022

With management approval, I established an Analytics & Reporting function and, together with an industrial engineer, turned logistics business logic into data design and reports.

Context: The analysis required for KPG was becoming increasingly complex in Excel and Power BI.
Problem: There were gaps in turning commercial and operational data into decision support.
My contribution: I presented the business need to the general manager, secured approval for a new function and established it together with an industrial engineer. I translated logistics business logic into data design; together we worked out the reporting logic for sales, operations, pricing, finance and profitability indicators. We developed reports for Kınay Taşımacılık and produced CargoWise-based reporting for the UK operation.
Outcome: Structured analysis and reporting formats for management.
Limits: The function was later closed; some report formats remained in use. The work did not cover full data access across the group.

Current responsibility

Building consistency across corporate touchpoints

KINAY · 2022 – Present

I manage brand standards, executive communications and corporate touchpoints within a shared framework for several companies and international offices.

Context: The differing communication needs of several companies and international offices.
Problem: The need for a consistent corporate identity and coordinated communication.
My contribution: Brand standards, agency and channel coordination, executive communications, corporate web, fair and event communications, and internal and external communications.
Outcome: A contribution to managing corporate communication processes more systematically.
Limits: No measured impact on sales or awareness is claimed; standardisation is ongoing work.

Current responsibility

B2B visibility at international fairs

KINAY · 2022 – Present

I plan the group's representation at international trade fairs together with the sales teams, from the brand narrative and stand visuals to visit planning.

Context: Representing the logistics group at international trade fairs.
Problem: The need to present different companies and services to an international audience through a single, consistent brand narrative.
My contribution: Brand narrative, stand visuals, participant coordination, agency management, promotion, digital communications and visit planning.
Outcome: Fair participation is planned and delivered as joint work with the sales teams.
Examples: SIAL Paris — Paris
Anuga — Cologne
transport logistic — Munich
Intermodal South America — São Paulo
WCA Worldwide Conference
LOGISTECH – International Logistics, Warehousing and Technologies Fair — İzmir
Marble İzmir – International Natural Stone and Technologies Fair — İzmir
ICDDA – Industrial Cooperation Days in Defense and Aerospace — Ankara
Limits: The commercial results of fairs come from joint work with the sales teams and are not claimed here separately.