Challenge: Boost current poor business profitability, increase growth pace (> 20% for stores, > 40% e-commerce), build e new team to future business needs, create a winning culture, review and define technology needs especially for the digital business opportunities.Results (2017 YTD): We are enjoying very good results; ebitda is reset to triple of 2016 % level, cash ebitda will close the year as double of 2016. 2017 YTD growth 21% with e-commerce 38%.ERP, warehouse… Show more Challenge: Boost current poor business profitability, increase growth pace (> 20% for stores, > 40% e-commerce), build e new team to future business needs, create a winning culture, review and define technology needs especially for the digital business opportunities.Results (2017 YTD): We are enjoying very good results; ebitda is reset to triple of 2016 % level, cash ebitda will close the year as double of 2016. 2017 YTD growth 21% with e-commerce 38%.ERP, warehouse management IT systems integrated. Every 30 seconds an update of sales and KPIs shared via mobile tools. E- commerce IT infrastructure being renewed (SAP) which will be activated in Jan 2018 and will enable faster and bigger growth then onwards. 70% of senior management and key mid management roles replaced. Total portfolio reviewed; non performing tail removed, new faster mover product segments introduces. Store layout amends landed to improve m2 turnover. Rent contracts re-negotiated given Turkey Economy and Lira recent devaluation of 40%. Show less

Challenge: European Ice Cream OOH business for Unilever had been in decline. I had to bring growth back to the category in Europe (€1 billion) while improving cash generation and ROI by country. My scope was 22 European countries.Results: growth of 3.2% in 2015 was the first sign of the good work done and 2016 Q1 started the year with an exciting 6% USG promising to set the growth performance as sustainable thanks to our proving strategy and improving execution capabilities.

Challenge: Global Ice Cream category took a decision to discover the business opportunity in out of consumption. Since Turkey business was proving repeated successes under my leadership I was given the task to spread the knowledge and the growth model. To give an idea; Turkey with 70m population had reached €300m business size while India was €35m with no growth momentum.Similar untapped opportunity across countries led to this call. I moved to the global category hub to work directly with… Show more Challenge: Global Ice Cream category took a decision to discover the business opportunity in out of consumption. Since Turkey business was proving repeated successes under my leadership I was given the task to spread the knowledge and the growth model. To give an idea; Turkey with 70m population had reached €300m business size while India was €35m with no growth momentum.Similar untapped opportunity across countries led to this call. I moved to the global category hub to work directly with the refreshment (beverages and ice cream) president. Brief was to define the portfolio, needed capabilities and investment requirements that would bring an accelerated growth to Unilever. The ambition was set to 50% underlying sales growth by 2018.Results: The channel created €1billion incremental turnover (50% Underlying Sales Growth) for Unilever in years 2010 – 2016. Current size reached €3.2billion size. Profitability of the scale has improved by 20% since 2006 which proves ROI and secures future investments into growth. Show less

Challenge: Ice cream category was a promising business but struggling to step change the growth rate. I arrived with the brief to double the growth pace to sustained double digit rates while ensuring business infrastructure and organisation to be fit for the new business size and growth speed.Results: - We received the global award for producing 40% of the IC category growth in two consecutive years, 2007 and 2008.- Building on that moment , today, IC category is the biggest… Show more Challenge: Ice cream category was a promising business but struggling to step change the growth rate. I arrived with the brief to double the growth pace to sustained double digit rates while ensuring business infrastructure and organisation to be fit for the new business size and growth speed.Results: - We received the global award for producing 40% of the IC category growth in two consecutive years, 2007 and 2008.- Building on that moment , today, IC category is the biggest contributor to the country business both in scale and profit Show less

Challenge: To give a new profile to the Unilever Turkey Customer Development team that could both meet the high expectations of new arriving International Customers and maximize the business results in local ones was the challenge of the new task. Leading Turkey CD team (2500 members) in pursue of this brief asked lots of learning and coaching. Serving thru wholesalers to traditional trade and running category management in high/low inflation context offered insightful experience and management… Show more Challenge: To give a new profile to the Unilever Turkey Customer Development team that could both meet the high expectations of new arriving International Customers and maximize the business results in local ones was the challenge of the new task. Leading Turkey CD team (2500 members) in pursue of this brief asked lots of learning and coaching. Serving thru wholesalers to traditional trade and running category management in high/low inflation context offered insightful experience and management skills which I utilized a lot in my later business decisions.Results: Turkey Customer Development team, in past decade, has been recognized for many best practices in both International Customer management and traditional route to market execution capabilities. Team members I had recruited are in leading positions both in Turkey and other countries in customer management roles. Business and brands have benefited a lot from Customer Development capabilities. Show less

Challenge: Unilever Turkey took a decision to sell seed oils business. Business results and growth were not good enough for this intention. The chairman decided to build a separate management unit for the €60 m turnover product group and asked me to lead the process. Jobs to be done were to streamline the portfolio and the production mix while turning around the P/L to an exciting one.. I acted 16 months as the managing director for this challenge. I had a team of brand, finance, and supply… Show more Challenge: Unilever Turkey took a decision to sell seed oils business. Business results and growth were not good enough for this intention. The chairman decided to build a separate management unit for the €60 m turnover product group and asked me to lead the process. Jobs to be done were to streamline the portfolio and the production mix while turning around the P/L to an exciting one.. I acted 16 months as the managing director for this challenge. I had a team of brand, finance, and supply chain fully dedicated to this challenge.Results:- We sold the business for the target price to George Soros fund.- The business still continues to grow and has changed hands since then sustaining its attraction. Show less

Challenge: A move from Brand Marketing to Customer Development in my career flow; I was asked to build and lead the Customer Development team and function for international and local Chain Customers. The challenge was asking for new talent, ways of working and capabilities to meet the higher demands of international customers. Then onwards followed my learning curve in Customer Development world. I was exposed to Unilever’s international training courses and could train/couch my team for the… Show more Challenge: A move from Brand Marketing to Customer Development in my career flow; I was asked to build and lead the Customer Development team and function for international and local Chain Customers. The challenge was asking for new talent, ways of working and capabilities to meet the higher demands of international customers. Then onwards followed my learning curve in Customer Development world. I was exposed to Unilever’s international training courses and could train/couch my team for the content.Results: A function and team that could- shift from managing local trade partners to International Customer category development skills- build skilful customer and category management individuals for future needs- develop capabilities and tools to manage and differentiate diverse channels in need of brands and consumers Show less

Challenge: Turkey FMCG market was becoming attractive to international manufacturers. Unilever had been present in the country with some comfort. It was time to broaden the portfolio anticipating new entries and also recognizing the new benefits need of consumers. Following years were full of consumer marketing, brand management learning years for me. It was a path changing move in my career. I was developing a rich content of sales-marketing understanding in my business acumen… Show more Challenge: Turkey FMCG market was becoming attractive to international manufacturers. Unilever had been present in the country with some comfort. It was time to broaden the portfolio anticipating new entries and also recognizing the new benefits need of consumers. Following years were full of consumer marketing, brand management learning years for me. It was a path changing move in my career. I was developing a rich content of sales-marketing understanding in my business acumen. Results: We increased the pace of new product introduction and of crafting the brands in anticipation of more offers and benefits in the market. A historical low growth set by limited product offers and narrow store spaces has since then transformed itself to a raging rate creating new consumption and hence scale which offered me very dynamic learning years in Brand Marketing. Show less

Unilever offered me a leading role upon my graduation when investing in IT enabled business systems. The challenge was to transform traditional business systems to an IT enabled platform that would differentiate the company in the market. A strong investment with good people and leadership was in place. We were also part of Lever Europe in those years which provided my first exposure to international network and to working together with different cultures and further skilful people. We worked… Show more Unilever offered me a leading role upon my graduation when investing in IT enabled business systems. The challenge was to transform traditional business systems to an IT enabled platform that would differentiate the company in the market. A strong investment with good people and leadership was in place. We were also part of Lever Europe in those years which provided my first exposure to international network and to working together with different cultures and further skilful people. We worked on business processes that would lead the total business to higher effectiveness and efficiency. My personal experience were mostly on the financial content and customer development route to market systems. It was like a second University to me in my early career years. Show less