Turkey’s Titans of Transforma on ‘
Visionaryleadershipisn’tjustaboutanticipatingchange—it’sabouthavingthe
couragetocreateit.InTurkey,anewgenerationofCEOsisredefiningleadership acrosssectors,industries,andglobalmarkets.Theseleadersaren’tsimply managinggrowth;theyareshapingfutures,buildinglegacies,anddrivinginnovationin waysthatpositionTurkeyasadynamicforceintheglobalbusinessarena.
Turkey’s Top 10 Visionary CEOs Leading the Charge in 2025 ismorethanalist—itisa tributetotheindividualswhoseleadershipistransformingchallengesintoopportunities andindustriesintoecosystems.TheseCEOsexemplifyboldthinking,strategicforesight, andanunshakablecommitmenttopurpose-drivengrowth.Fromtechinnovatorsand industrialpioneerstodisruptorsinfinance,energy,healthcare,andbeyond,theyare leadingwithresilience,responsibility,andresults.
Inatimewhenbusinessesmustnavigatevolatility,respondtotechnologicalshifts,and addressglobalsustainabilitygoals,theseleadershavestoodoutbydoingmorethan adapting.Theyhavereimaginedmodels,builtforward-lookingteams,embraceddigital transformation,andalignedtheircompanieswiththepulseoftomorrow’smarkets.
Whatunitesthemisnotjusttheirtitlesorachievements—buttheirimpact.Undertheir leadership,companiesarenotonlyperforming,butthriving—introducingproductsthat changelives,investingintalent,andcreatingvaluethatreachesfarbeyondthe boardroom.
ThiseditionisacelebrationofthosewhoareshapingTurkey’seconomiclandscapewith ambitionandauthenticity.ItisdedicatedtotheCEOswhounderstandthatrealleadership liesnotincontrol,butinvision,trust,andtheabilitytoinspireprogress.
AsTurkeycontinuestoemergeasahubofentrepreneurialspiritandglobalinfluence, thesetenleadersrepresentthemindsetneededtoleadin2025andbeyond—bold, adaptive,anddeeplytransformative.
Thisfeaturehonorstheirjourneys,theirvisions,andthetransformativefootprintstheyare leavingbehind.
18 Murat Atici Transcending Innovation, Impact and the Future of Turkish Tech
The Trust Factor Leadership That Inspires Loyalty and Performance
16 Rethinking Disruption as a Catalyst The Innovative Edge: How Modern Leaders Turn Disruption into Opportunity
Editor-in-Chief
Deputy Editor
Managing Editor
Assistant Editor
Visualizer
Art & Design Head
Art & Design Assitant
Business Development Manager
Business Development Executives
Technical Head
Assitant Technical Head
Digital Marketing Manager
Research Analyst
Circulation Manager
David
Mia
Eric
Richard
Ahmet Segmen
CEO
Emre Aksoy
CEO
Erkan Yagci
CEO
Fa h Ozcanak
CEO
Mehmet Ali Ceylan CEO/Board Member
Murat A ci
CEO Murat Candan Co-founder and CEO
Company Name
Burda Bebek burdabebek.com
ADO Group ado.com.tr
Concorde Hotels & Resorts concordehotels.com.tr
Dürümle durumle.com
Medcem Cement Group medcem.com.tr
Bimser bimser.com
Barikat Cyber Security barikat.com.tr
Ahmet’s strategic vision blends customer-centricity with opera onal excellence, posi oning the company at the forefront of the sector.
With a strong entrepreneurial spirit and a clear vision for modern industry, Emre has played a pivotal role in scaling ADO Group’s interna onal presence and diversifying its por olio across mul ple sectors.
Erkan’s leadership is characterized by a deep understanding of market trends, sustainable development, and eleva ng the guest journey through personalized service and technological advancement.
Under his leadership, Dürümle has expanded rapidly across Turkey, earning a reputa on for consistency, innova on, and customer-first service.
Mehmet Ali Ceylan’s leadership has not only expanded the company’s export reach but also enhanced its commitment to environmental responsibility and high-performance product standards.
Under his leadership, Bimser has accelerated its global expansion and solidified its posi on as a trusted partner in digitaliza on for both public and private sectors.
Murat is highly regarded for building a cybersecurity culture that blends technical excellence with strategic foresight—empowering organiza ons to confidently navigate the digital age.
Naci Baserdem CEO
The Marmara Group themarmarahotels.com
A visionary in the hospitality industry, Naci brings decades of experience in hotel opera ons, strategic development, and guest-centric innova on.
Serhan Turfan CEO
KoçZer koczer.com
At the helm of KoçZer, one of Turkey’s most innova ve supply chain and procurement solu on providers, Serhan Turfan brings a rare combina on of strategic foresight, digital acumen, and purpose-driven leadership.
Tanzer Bilgen CEO
Doktar doktar.com
Under his leadership, Doktar has become a benchmark in precision agriculture, empowering stakeholders across the food ecosystem with ac onable insights and cu ng-edge pla orms.
Whileasaleader,yourvisionleadsyouahead,that
vision is always based on the repertoire of experiences from your past journey Today, recognizedasoneofTurkey’stop10visionaryCEOsleading thechargein2025,MehmetAliCeylan’sjourneybeganina completely different field than his present, where he is the CEO and Board Member at Medcem Cement Group/MedcemÇimentoGrubu,inIstanbul,Turkey.
Mehmet,asavisionaryleader,ispropellingTurkey'scement industry into a new era of global competitiveness and sustainability Appointed in May 2023, he has been instrumental in transforming Medcem into a formidable international player, emphasizing innovation, digitalization, andenvironmentalresponsibility
Under his leadership, Medcem has achieved significant milestones,includingtheexpansionofitsclinkerproduction capacityto6.6milliontonnesperyearandtheestablishment of a comprehensive export network spanning the US, UK, EU,andtheMiddleEast.Mehmet'sstrategicvisionincludes thedevelopmentofanextensiveterminalnetworkabroadand theintegrationofrenewableenergysources,aimingtoderive 55% of the plant's energy consumption from renewables by 2030.
Mehmet's academic background, with degrees from Middle EastTechnical University, Istanbul University, and an MBA from the University of London, complements his diverse professional experience, including roles in Turkey's public
sector and the OECD. His multifaceted expertise has been pivotal in steering Medcem towards sustainable growth and innovationintheconstructionmaterialssector
From Public Policy to Industrial Visionary: Deep LeadershipRoots
BeforewedelveintoMedcemCementGroup’sinternational expansionstrategy,it’sworthsteppingbackandexploringthe personalconvictionsandcareermilestonesthathaveshaped Mehmet into the visionary leader he is today Like many transformative CEOs, Mehmet's path to the boardroom was anything but linear his journey reflects resilience, adaptability,andararebreadthofexperienceacrossboththe publicandprivatesectors.
Whenaskedwhatshapedhisleadershipinstincts,Mehmetis characteristically humble. “Actually, it is very difficult for somebody to talk about himself, ” he says, pausing thoughtfullybeforecontinuing.“ButIwilltry.”
Fresh out of university, Mehmet didn’t start in business, nor didheenvisionleadingoneofTurkey’smostdynamiccement conglomerates.Hisfirstprofessionalchapterbeganinpublic service—as a tax inspector within Turkey’s governmental institutions.“It was a very different world,”hereflects,“and seeminglyirrelevanttowhatIdonow.”
But these early roles proved to be foundational. Rising quickly through the ranks, Mehmet took on the mantle of group director within the Turkish government, where he supervised national income tax systems and coordinated large-scalefiscalinitiativesacrossmultipleministries.Itwas here that he honed a keen understanding of regulatory frameworks, macroeconomic dynamics, and multistakeholder management—skills that would later become indispensableincorporateleadership.
Hispublicsectorexpertiseeventuallytookhimtotheglobal stage. As an economist and policy analyst at the OECD, Mehmetworkedoninternationaleconomicpolicy,givinghim a broader lens on global trends, cross-border collaboration, and long-term strategic planning. “I worked there for two years,”herecalls,“anditwasaneye-openingexperiencethat deepened my perspective on how economies and industries evolveatscale.”
Itwasn’tlongbeforetheprivatesectorcamecalling.Mehmet received multiple offers, but it was Eren Holding—one of Turkey’s leading conglomerates that secured his leadership. He joined as a board member overseeing all cement group companies, bringing with him not only economicexpertisebutalsoauniquecapacitytobridgepolicy andbusinessstrategy
Then,twoyearsago,cameadefiningturningpoint:Mehmet wasappointedCEOofMedcemCementGroup,theindustrial powerhousewithinErenHolding.“Sothisistheshortstoryof mine,”hesayswithcharacteristicmodesty—butwhat’sclear isthathisstoryisanythingbutordinary
From auditing national finances to shaping international policy to spearheading sustainable industrial growth, Mehmet’sjourneyisamasterclassinhowdiverseexperiences can converge to shape a trulyvisionaryleader. His abilityto operate with precision, adapt swiftly, and think globally has
positioned Medcem at the forefront of Turkey’s industrial renaissance—andthere’smuchmoretocome.
Uniting Values with Vision: A Blueprint for Building BeyondBoundaries
As Mehmet transitioned into the CEO role at Medcem Cement Group, he found himself not just leading a business but orchestrating a cultural transformation. At a time when uncertainty loomed large over global markets, he doubled down—notjustonstrategy,butonvalues.
When asked about the principles that have guided him, especiallyinthemostuncertaintimes,Mehmetrespondswith quietconviction:
“Transparency, supportiveness, teamwork—and, of course, integrity These have been the constants in my leadership philosophy.”
It wasn’t just lip service. Two years ago, when Medcem merged several independent entities under one unified structure, Mehmet was appointed the first CEO of the consolidatedcementgroup.Itwasapivotalmoment.Rather thanmanageoperations,hechosetodefineasharedcultural andstrategicidentity
HedraftedanEthicalPlaybooktoguideemployeesatevery levelandlaidoutafive-yearstrategicplanthatwouldbecome the group’s north star. “We were no longer different teams walking alone. Now, we walk together as one,”heshareswith pride. The results?Astronger, more aligned workforce—all movinginthesamedirection.
From Vision to Velocity: Medcem’s Global Expansion Playbook
Under Mehmet’s leadership, Medcem didn’t just restructure internally—it launched into one of the boldest international expansions in the company’s history While the world grappled with geopolitical disruptions and supply chain bottlenecks, Medcem doubled its production capacity, launched multiple export terminals, and began vertically integratingitslogisticsandshippingoperations.
“People say it was a bold move,”Mehmetsays,“but for us, it feltlikethenaturalnextstep.”
Thatconfidencestemmedfromdeep,data-driveninsightsand a long-term understanding of market trends. “We’ve been closely monitoring sector dynamics for years. Our customer base is strong and growing, and we recognize the rising demandinkeyregions.Ourfacilitywasdesignedasanexport hub—weknewwecoulddomore.”
Thatbeliefledtoadoublingofproductioncapacityatwhatis now the largest cement factory west of the Mediterranean, outside of the Far East. But expanding output was just the beginning.
Mehmet’steamdevelopedastrategytocontrolmoreoftheir valuechainbydistributingnearlyhalfoftheirexportsdirectly through their terminals—an ambitious logistical shift that
required massive infrastructure development.Terminals and grindingfacilitieswererapidlylaunchedorexpandedin:
• Tunisia,
• Cameroon,
• NorthCyprus,
• Sheerness(UK),
• Glasgow(Scotland),
• Antwerp(Belgium),
• Trieste(Italy),
• Liverpool(UK),
• Florida(USA).
And as those trade routes solidified, Mehmet saw another opportunity:logisticsintegration
“We chartered two vessels as a kind of laboratory,” he explains.“It’s part of a larger plan to eventually invest in our fleet either by chartering more ships or buying them outright. It’s about hedging logistics and turning vertical integrationintoastrength.”
Butthat’snotall.
Withshipsmovingregularly,Mehmetrecognizedthechance to transport other construction materials alongside cement optimizing shipping costs and unlocking new revenue streams. “Once cement covers the shipping cost, everyotherproductbecomesfarmorecompetitive,”henotes.
This approach is building toward a bold goal: “To become a mid-sized global construction materials group—not just in cement,butinadjacentsectorsaswell.”
With this in mind, Medcem is now actively exploring new product lines and materials, laying the groundwork for a multifaceted,internationalconstructionmaterialsenterprise.
Fromethicstoexports,Mehmetisprovingthatwithclarityof values, strategic foresight, and a relentless will to innovate, even the heaviest industries can be agile. His leadership at Medcem is not only redefining what’s possible in cement it’s reshaping Turkey’s position in the global industriallandscape.
ForgingAheadwithResilience,Vision,andResponsibility
For Mehmet, resilience isn’t just a reaction to crisis—it’s a mindset that defines how Medcem Cement Group operates every day In a world where geopolitical volatility, shifting regulations, and environmental demands threaten to slow
down heavy industry, Mehmet sees something different: opportunity.
“Resilience, ” he says, “is the core of long-term and sustainablebusinesses.ButatMedcem,resiliencealsomeans flexibility—the ability to adapt, to lead, and to grow even whenothershesitate.”
ThatperspectivehashelpedMedcemturnglobaluncertainty intoacatalystforinnovationandexpansion.Ratherthanpull back during turbulent times, Mehmet and his tight-knit leadership team have leaned in, expanding boldly while otherswaitonthesidelines.
"Risk,"hereflects, "has two sides. One is danger The other is potential.Andwechoosetoseethepotential."
Redefining Sustainability: From Compliance to Competitiveness
But Mehmet’s vision goes beyond just weathering storms. He’ssteeringMedcemtowardafuturewheresustainabilityis notacheckbox—butacompetitiveadvantage.
Tackling the urgent challenge of carbon emissions, Mehmet splitstheindustry’soptionsintotwopaths:
• Approachableandactionablesolutionstoday
• Aspirationaltechnologiesofthefuture.
“Realistically,”heexplains,“the approachable solutions are where we’re making the biggest impact right now.”Medcem isleadingthewayin:
• Alternativefuelssuchascorncapsandforestresidues.
• Supplementarycementitiousmaterialslikeflyash.
• Artificial intelligence to optimize energy use and lower emissions.
Massiverenewableenergyinvestments,including:
• 40MWofsolarenergyhasalreadybeeninstalled.
• An additional 20 MW is on the way, pushing their renewablecapacityto60MW.
While many talk about the future of cement, Mehmet is buildingit,blockbyblock,megawattbymegawatt.
Asforadvancedtechnologieslikecarboncaptureandstorage (CCUS),hydrogen-poweredkilns,orelectrificationofentire plants,Mehmetremainsclear-eyed.
“These are proven technologies, no doubt,” he says, “but economically, they’re not viable yet without significant government intervention or incentives. The technology is ready Themarketisnot.”
Still,thatdoesn’tmeanMedcemisstanding.Mehmetandhis team are actively monitoring, researching, and preparing to adopt these innovations when the time and the economics—areright.
The Patience Play: Aligning Stakeholders with LongTermHorizons
Cement is not a fast-reward industry. It’s a sector that demands patience, capital, and commitment. So, how does Mehmet align stakeholders investors, regulators, and partners—aroundthislonggame?
“We’re exporting to more than 20 countries and opening terminals across continents That means we ’ re not just accountable to shareholders we ’ re accountable to the future.”
Medcem’s proactive sustainability agenda is not driven by outside pressure—it’s setting the pace. The company has alreadycommittedtobecominganet-zerocarbonfactoryby 2050, with an aggressive milestone to generate 50% of its energyfromrenewablesourcesby2030.
Stakeholdersaretakingnotice.
“We’re actually more aggressive than some of our investors,” Mehmet admits with a smile. “They set goals—but we push beyondthem.”
This strategic alignment also enhances Medcem’s access to capital. As global financial institutions increasingly tie funding to sustainability benchmarks, Mehmet ensures Medcemstaysaheadofthecurve.Everyinvestment—every expansion—is made with both environmental integrity and financialdiscipline.
LookingForward:LeadingCementintoaNewEra
AsMehmetgazestowardthehorizon,heseesmorethanthe silhouettes of silos and terminals—he envisions a thriving, resilientindustrialecosystemthatoutpacesexpectationsand
redefinesglobalbenchmarks.AtMedcem,hehasembeddeda culturewhereresilienceisn’tjustabuzzword—it’samindset fueledbyagility,opportunity-seekinginthefaceofrisk,and an unwavering commitment to sustainability, digital innovation, and people. He nurtures a new generation of leaders who think beyond borders, act with purpose, and challenge traditional hierarchies with fresh ideas and empathy
Under his leadership, Medcem has not only led Turkey’s cement exports but also influenced regional industry norms—pushing competitors to innovate, invest in green technologies, and think long-term. Mehmet’s openness to learningfromGenZandempoweringeveryemployeeasan essential cog in a purpose-driven machine underscores his beliefinhumancapitalasthetruedriverofprogress.
When asked about legacy, Mehmet’s answer is refreshingly honest:hehopestoberememberednotjustforachievements but for the courage to try, fail, and pioneer new paths. A catalyst for change, he leaves behind more than a company—he leaves a philosophy, an inspiration for future leaderstothinkboldlyandactresponsibly
The Trust Factor
Intoday'sfast-paced,hyper-connected,andrapidly evolvingbusinessenvironment,thereisoneleadership qualitythatstandsabovealltheothersinrelevance: trust.Itistheinvisibleadhesivethatunitesteams, stimulatesengagement,unleashescreativity,andfuels sustainedperformance.Leadershipwithouttrustisjust authority Withtrust,leadershipistransformed.
Buttrustisnotestablishedbytenureortitle—itiscreated bybehaviorovertime,emotionalintelligence,and uncompromisingintegrity.Leaderswhobuildloyaltyand propelperformanceknowthattrustisnotavirtue;itisa strategicasset.
TrustastheFoundationofHigh-PerformingTeams
Trustisthefoundationofallsuccessfulhuman relationships,andintheworkplace,itsupportscooperation, communication,andinnovation.Inacultureoftrust,people willbemorelikelytotakerisks,exchangeideas,speakup, andperformthelittlethings.Theyareempowerednotjust becausetheyhavetobebutalsobecausetheyhavefaithin theirleaderandorganization.
Conversely,inlow-trustenvironments,fear,uncertainty, andmicromanagementprevail.Productivitysuffers. Innovationstalls.Talentwalks.
Modernleadersunderstandthatbuildingtrustisnotaonetimeevent—itisadailycommitmenttotransparency, empathy,andreliability.Itisseeninhowfeedbackis delivered,howrecognitionisgiven,howdecisionsare made,andhowfailuresarehandled.Inshort,trustisnot whatleaderssay—it’swhattheyconsistentlydo.
WinningLoyaltyinanAgeofChoice
MillennialsandGenZers,thecurrentworkforce,wishtobe motivatedlessbyframeworkandincreasinglybypurpose, honesty,andvaluesalignment.Theynolongerremainloyal tocompanies—instead,theyarecommittedtocultures, leaders,andcausesinwhichtheybelieve.
Loyalty,consequently,isnothierarchical.Itisevoked.And thegreatestleadersevokeloyaltybybeingferociously humanandferociouslycredible.Theylistenactively,speak openly,owntheirerrors,anddecideonfairness.Theydo notcommandloyalty—theyrepayit.
Bybeingrespectful,bygivingahandup,andbycreating psychologicalsafety,leaderscreateaplacewhere employeesarenotonlykeptbutthoroughlyinvested.And inthatinvestmentishiddendiscretionaryeffort—effortthat generatesinnovation,customersatisfaction,andlong-term success.
Trust
FuelsPerformance—Individuallyand Organizationally
Thereisacausallinkbetweenperformanceandtrust. Trustingleadersfreeperformancebecausetheygivepeople freedom,eradicatefear,andcreateconfidence.Intrusting cultures,individualsbehavewithmoreclarity,ownership, andspeed—notbecausetheyarewatched,butbecausethey wanttogivetheirbest.
Organizationally,trustresultsinreducedturnover,quicker action,reducedsilos,andmorerobustcross-functional collaboration.Itprovidesthesettingforresiliencein adversityandflexibilityinchange.Italsofortifies stakeholderrelationshipsfrominvestorsthroughcustomers, whoincreasinglyidentifywithbrandsperceivedas trustworthyandethical.
Briefly,thehigherthetrust,themoreperformancebecomes ateameffort.Thelowerthetrust,themoreperformanceisa fight.
CreatingaCultureofTrust:ALeadershipPriority
Trustcan'tbefarmedout.Ithastobedemonstratedfrom thetopandinstilledineveryleadershiplevel.Selfawarenessstartsit—leadersneedtoknowhowthey're
impactingotherswithwhattheysay,howthey'resayingit, andwherethey'resayingit.Wordsandactionsneedtoline up.
Someofthemostimportanttrust-basedleadershiptraits are:
• Transparency:Tellingthetruthaboutcontext,reason, andvisiongeneratestransparencyanddispelsrumor.
• Accountability:Holdingoneselfandotherstoaccount inareasonableandfairway
• Empathy:Seeingandactingfromtheemotionaltruth ofothers—insteadoftheirperformancestatistics.
• Competence:Exemplifyingnotjustknowledgebut soundjudgmentandanabilitytohandlecomplexity
Leaderswhoembodythesevaluesestablishacultureof integritywheretrustisorganizationalDNA.
TrustintheAgeofHybridWork
Theemergenceofremoteandhybridworkstyleshas furtherincreasedthevalueoftrust.Withoutproximity management,leadershavetoleadthroughinfluence,intent, andconnectionnow.Micromanagement,whichwasonce ineffective,isnowpoisonous.
Onthis,trustisthebridgethatextendsdistributedteams. Leadersneedtoprioritizeresultoverappearance,empower workers,andfocusonregular,meaningfulcommunication. Workingremotelyisaplatformforinnovationand flexibilitywhenthereishightrustandkillscultureand performancewhenthereislowtrust.Constructingvirtual trusttakesthesamebuildingblocksasin-persontrust—just moreintentionally,moreoften,andwithmoreempathy
Conclusion:TrustIstheDifferentiator
Today,leadershipisn'taboutcontrol—today,leadershipis aboutconnection.Inanenvironmentofdisruption, complexity,andoption,itistrustthatallowsleadersto mobilizeteams,getthroughtimesofcrisis,andcreate lastinglegacies.
Themostinspiringleadersandthosewhogetresultsarenot necessarilytheloudestorthestrongest.Theyaretheones whoreportwithclarity,consistency,andcompassion.They buildroomswhereotherpeoplefeelheard,seen,and valued.Andasareward,theyreceivemuchmorethan compliance—theyreceivecommitment.
Becauseattheendoftheday,trustisnotgood leadership—it'sgoodbusiness. CIO
MuratAtici
CEO
Bimser
MuratAtici is the CEO of Bimser and is a major player to make Turkish enterprise software a global player Over a career spanning more than 30yearsatglobaltechnologyleadersOracle,SAP,andCisco, Murat brings an uncommon mix of strategic vision, technology acumen and people-first leadership in the industry.
Since taking Bimser’s helm in 2023, Murat has taken this company increasingly global, prioritized AI-powered innovation and grounded sustainability into the company’s very fiber His leadership is about more than just scaling a company, it’s about building an ecosystem where digital transformation, purpose and performance all flourish with eachother.
Inthisconversation,wediscussMurat’sjourneyasabusiness leader, the strategic moves that have driven the growth and evolution of Bimser, and his perspective on the future of businessinTurkeyandbeyond.
“I want Bimser to be remembered as a company that helped rede ne what Turkish software can achieve on a global scale.”
Turkey's Top 10 Visionary CEOs Leading the Charge in 2025
Whatinspiredyourjourneyintoleadership,andhowdid yourearlyvisionevolveintothecompanyyouleadtoday?
My journey into leadership was inspired by a lifelong fascinationwithhowtechnologycansolvecomplexproblems and transform industries. Having spent over 30 years in the technology sector, I was fortunate to work with some of the world's most innovative companies, including Oracle, SAP, Cisco, HP, and Samsung These roles taught me that leadership is not just about driving performance; it's about enabling people and creating environments where ideas can thrive.
When I joined Bimser in August 2023 as CEO, I saw a company with immense potential. Bimser had already established itself as a leading Turkish enterprise software company with a strong foundation in workflow automation, quality management, asset and maintenance management solutions, low-code platform, and governance, risk and compliance management solutions. My early vision was to buildonthatfoundationandtakeBimsertotheglobalstage. Today, we are doing exactly that — expanding our presence across the U.S., Middle East, CIS, South Africa, and other international markets, while integrating advanced technologieslikeAIandIoTintoourcoreplatforms.
Howwouldyoudescribeyourleadershipphilosophy,and howhasitshapedtheorganization’sgrowthandculture?
My leadership philosophy is rooted in three principles: customer-centricity, innovation with impact, and empoweringpeople.AteveryorganisationI’veworkedwith, I’vemadeitapointtoputthecustomer’svoiceatthecentreof
strategic decision-making. That same approach guides my workatBimser.
InnovationispartofourDNA,butwedon’tinnovateforthe sake of novelty We innovate to solve real business challenges whether that means embedding AI into our Synergy Low-Code Platform or building tools to help our clients track their carbon footprints. Equally important is empowering our people. I believe in fostering a culture of autonomy,continuouslearning,andownership.Whenpeople are encouraged to take initiative, they become not just employeesbutco-creatorsofthecompany'ssuccess.
What are the most pivotal milestones or turning points you’ve achieved as CEO that significantly impacted the company’strajectory?
The first major milestone under my leadership was reinforcing Bimser’s global expansion strategy We took a hard look at our international operations and realigned them tobetterserveourtargetmarketsintheU.S.,MiddleEast,and Asia.Thatmeantbuildingstrongerpartnerships,investingin our New York and Dubai offices, and adapting our go-tomarketstrategiesforeachregion.
Another significant turning point was the evolution of our product roadmap. We prioritized AI integration across our platforms, particularly Synergy, QDMS, and bEAM. This shift allowed us to deliver smarter, more proactive solutions thatadapttoourclients'changingneeds.Wealsostrengthened our partner ecosystem, which now includes more than 150 global solution partners to accelerate deployment and support. These strategic shifts have yielded tangible results: increasedmarketshare,improvedcustomersatisfaction,and strongerbrandrecognitionontheglobalstage.
In what ways has your leadership contributed to redefining your sector or influencing broader market trendsinTurkey?
Bimser has always been at the forefront of enterprise digitalisation in Turkiye, but we’re now pushing that boundaryevenfurther.ByembeddingAIcapabilitiesintoour platforms and enabling rapid application development through low-code solutions, we're changing the way companiesthinkaboutdigitaltransformation.
We’realsohelpingtoredefinewhatitmeanstobeaTurkish tech company. For too long, the perception was that innovation had to come from Silicon Valley or Western Europe.We’reprovingthatworld-classsoftwarecanbebuilt inTurkiye and exported globally Our success is influencing peersinthetechecosystemtoinvestmoreboldlyinR&D,to think beyond local markets, and to adopt customer-first mindsets.
How do you cultivate a high-performance culture that alsovalueswell-being,diversity,andpurpose?
Ahigh-performancecultureissustainableonlywhenit'sbuilt onwell-beingandpurpose.AtBimser,weencouragepeople to bring their whole selves to work. That means supporting flexibility, investing in leadership training, and creating safe spaces for new ideas.We promote from within, reward risktaking,andcelebratewinsbothbigandsmall.
Diversity, for us, is more than just a metric—it’s a driver of innovation.Ourteamsbringtogetherarangeofperspectives, which strengthens our product design and customer engagement. Purpose comes from understanding how each person’s role connects to our mission: to simplify complex business operations and support sustainable growth. When peopleunderstandthe"why"behindtheirwork,performance followsnaturally.
Whathavebeenyourmostdefiningleadershipchallenges, andhowdidyounavigatethemwithresilience?
One of the biggest challenges was navigating change in a companythatalreadyhadastronglegacy.Changecancreate resistance,evenwhenit’spositive.Myapproachwastolisten first, then act. I engaged deeply with our teams, customers, and partners to understand their concerns and aspirations. Fromthere,webuiltaroadmapthatbalancedcontinuitywith innovation.
Another challenge was scaling globally without losing our localagility.Weovercamethisbyinvestingininfrastructure, local leadership, and automation tools that allowed us to maintain high-touch service across different time zones and cultures. Resilience, to me, means adapting without losing focus.It’saboutstayingcalm,clear,andconnected,especially duringmomentsofuncertainty.
How are digital transformation and sustainability integratedintoyourlong-termstrategy?
Digital transformation and sustainability are not standalone initiatives at Bimser—they’re embedded into everything we do.OurplatformslikeQDMSandQGRChelporganisations
digitisequality,risk,andcompliancefunctions,whichinturn improvestransparencyandefficiency.
On the sustainability front, we’re building tools to track and manageenvironmentalperformance.OurbEAMproduct,for example, can measure the lifecycle costs of assets and help companies make smarter decisions around maintenance and replacement,reducingwasteandconservingresources.
“Digital
transformation and sustainability are not standalone initiatives at Bimser—they’re embedded into everything we do.”
We also lead by example. Internally, we’re moving toward paperless operations, energy-efficient data centres, and remote collaboration tools that reduce travel emissions. Sustainabilityisn’tacheckboxforus;it’saguidingprinciple thatinformsbothourbusinessmodelandourproductdesign.
WhatopportunitiesandchallengesdoyouseeinTurkey’s current business environment, and how should leaders respond?
Turkiye is a land of opportunity, particularly in sectors like manufacturing, logistics, healthcare, and finance all of which are ripe for digital transformation.At the same time, businesses face real challenges: inflation, regulatory complexity,talentretention,andsupplychainvolatility
Theopportunityliesintechnologyadoption.Companiesthat embrace digitisation, automation, and data-driven decisionmakingwillnotonlysurvivebutthrive.Asleaders,weneedto be proactive. That means investing in upskilling, forging strategicalliances,andbeingtransparentwithstakeholders.It also means being agile ready to pivot strategies as conditionsevolve.
WhatlegacydoyouhopetoleavebehindasaCEO?
I hope to leave a legacy of impact. That means building a company that delivers real value to its customers, provides meaningful careers for its people, and contributes positively tosociety IwantBimsertoberememberedasacompanythat helpedredefinewhatTurkishsoftwarecanachieveonaglobal scale.
Personally, I hope to be seen as a leader who listened, who empowered others, and who never lost sight of the bigger picture. Leadership is a privilege, and my goal is to use that privilegetocreatesomethinglastingandworthwhile.
What’syourvisionforthefutureofbusinessleadershipin Turkey?
IbelievethefutureofbusinessleadershipinTurkiyewillbe characterised by global thinking, digital agility, and social responsibility Ournextgenerationofleaderswillneedtobe as comfortable with data science as they are with financial strategy They’ll need to build organisations that are both scalableandsustainable.
IenvisionTurkishleadersplayingabiggerroleontheglobal stage, not just exporting goods, but exporting ideas, platforms, and business models. To get there, we need to invest in education, innovation, and entrepreneurship. The future is bright, but only if we embrace it with courage and commitment.
The Innovative Edge: How Modern Leaders Turn
Disruption into Opportunity
Disruptionisoftenframedinthecontextofrisk,
volatility,andchaos.Marketvolatility,new technology,collapseofsupplychains,orshifting customerdemandcanthreatentobecomeexistentialthreatsto well-establishedorganisations.Butdisruptionisn'ttheendof stabilityforvisionaryleaders—it'sthebeginningofstrategic transformation.
Inthehigh-speedbusinessworldoftoday,thebestleaders don'tmerelyweatherdisruption—instead,theytake advantageofit.Theypossessaninnovationadvantage:a mindsetthatperceiveschangeneitherascrisistocontain,but aspossibilitytorecreate,redefine,andmoveahead.That abilitytoconvertchallengeintopossibilityiswhat distinguishesleadershipinthemodernagefrommanagement inthepast.
TheInnovationImperative
Thepaceofdisruption—poweringAI,automation,climate change,digitaltransformation,andchangingsocial dynamics—ismakinginnovationnotonlyadriverof competitivenessbutasurvivalskill.Thosewhofailtoevolve willbecomeirrelevant.Thosewhodawdleontakingbold decisionsgetcaughtupinreactingratherthanleading.
Contemporaryleadershiprequiresactiveinquiryandstrategic dexterity Thebestleadersrealizethatinnovationisnota productoradepartment—it'sanethos.Itresidesintheway teamsthink,thewayorganizationsevolve,andhowchoices aremadeintimesofuncertainty
Inordertolead,today'sleadersmustestablishenvironments whereexperimentationisencouraged,failureisembracedasa chancetolearn,andaudaciousideasarepursuedwithintent andfocus.InnovationisnolongerthedomainoftheR&D laboratoryalone—itmustbeintheboardroom,the breakroom,andeachstopalongtheway.
MindsetOverModel:LeadershipinUnchartedWaters
Classicleadershipwouldbefocusedonoptimizingcurrent processes,guaranteeingefficiency,andmaintainingthestatus quo.Disruptionintoday'stimes,though,rarelyhasascript.In aworldthatisunprecedented,themostvaluableassetofthe newleaderismindratherthanmodel.
Thiskindofmindsetisfoundedon:
• Resilience:theabilitytobouncebackandremainfixedin values.
• Adaptability:beingopentochangingdirectionwhendata orcontextdictatesso.
• Vision:seeingabovethenoiseandguidingothers towardsameaningfulfuture.
• Empowerment:havingthecapacitytounlockthe imaginationofteamsandinitiatedecentralized innovation.
Disruptionisnotaboutbeingperfect,butaboutbeing present,brave,andclearincomplexity.Leadersembracing thisshiftmovefrommanagersofoperationstoarchitectsof transformation.
TurningChallengesintoCompetitiveAdvantage
Historyisrepletewithcasesofleadersandbusinessesthat becamemorepowerfulbydisrupting.Duringthe2008 financialmeltdown,Amazonpouredmoneyintoinnovation whileotherspulledback.Airbnbwasbornintimesof economicdownturn.Netflixtransitionedtostreaming duringtheeraofdigitaldisruption.Thesearenot exceptions—theseareinstancesofhowcourageous leadershipintimesofadversityresultsinmarketchampions inthefuture.
Effectiveleadersunderstandthatcomplacencyisriskier thanexperimentation.Whethergoinggreenwithsustainable operations,buildingdigital-firstcustomermodels,orusing datatoprovidecustomizedservices,innovativecompanies usedisruptionasstrategicdifferentiation.
Whatsetstheseleadersapartisnotjustthattheyinnovate butthattheydosointentionally,inclusively,and systematically Theyaligninnovationwithorganizational purposeandmakeitreplicableacrosspeople,processes, andplatforms.
People-FirstInnovation
Itisatthehumancenterofeachdisruptionthatthereisa humanimpact—oncustomers,employees,and communities.Today'sleadersknowthatinnovationwill onlybelastingifitishuman-centered.Theyempathize, speakopenly,andensurethatdigitaltransformationcomes beforeculturaltransformation.
Thedisruptiveedgeisnotfromapplyingnewtools,but fromdevelopingnewmindsets—withinteamsand throughoutorganizations.Disruption-to-opportunityleaders spendinre-skilling,buildcross-functionalalliances,and rewardintrinsiccuriosity.Theymoveawayfromcontrol hierarchiestoenableinnovationecosystems.
Byputtingpeopleatthecoreoftransformation,theycreate trust,enhanceengagement,andbuildculturesthatarenot justresilient,butregenerative.
LeadingforLong-TermValue
Inashort-termistculture,today'sleadersleadforthefuture. Disruptionisn'taboutarbitrarypivotsorband-aids—it's aboutbuildingcompaniesthatcanlearn,adapt,andthrive inthelongterm.
Theseleadersbalanceinnovationwithgovernance, sustainability,andethics.Theylinkinnovationtolong-term outcomes:environmentalstewardship,sharedgrowth,and societalvalue.Whethertheyareinvestinginclean technology,makingremoteworkpossible,orbuilding transparentdatapolicies,theydemonstratethatdoingwell anddoinggoodnolongerhavetobeopponents.
Disruptionis,insomanyways,thetestofleadership.It revealsthosewhoresorttocomfortandthosewhostepinto possibility Thenextwaveofleaderswhowillshapethe decadearethosethatseeuncertaintynotaschaos—butas thecanvaswheretheywillreinvent.
Conclusion:InnovationasLeadership'sDefiningEdge
Weareexperiencingtimeswhenchangeisconstant.Butin thatchangeliesincredibleopportunity—forthosereadyto leadinadifferentway.
Theinnovationadvantageisn'tatitleorafad.It'sastateof mindbuiltoncourage,creativity,andconviction.It'sabout valuingcuriosityovercontrol,buildingculturesof adaptability,andviewingdisruptionasachanceto reimagine,notsomethingtobemanaged.
Note:ThisresponseisadaptedfromTonyLaGiorgio'sblog postonthe"InnovationAdvantage."
Today'sleadershipisnotstorm-navigating.It'slearninghow toharnessthewind—andhavingthegutstoflyhigherasa resultofit. CIO
