Core Business Area:Analyzing, evaluating and reporting the alignment of strategic goals, strategic objectives and business targets,Establishing and ensuring the functionality of a performance system based on behavior and technical competence,Increasing productivity and achieving cost management by implementing organizational development intervention tools specifically designed for TORK Clamps.

Ayhan ARTAR has extensive experience in corporate development and growth. He managed the operational process in the different scales of companies and sectors for attaining the business goals. He can create the company-specific factors of the change management with his life experiences and what they learnt. He implement and inspect the related process. He can also provide the integrated solutions to create the healthy corporate environment for the public and private sector companies.

He gave courses with unique learning contents which he developed in the fields of organizational development, productivity and quality management by providing an interactive learning environment with undergraduate and graduate students. He taught organizational development implementation processes and intervention tools. He also provided permanent learning in subject areas such as development tools, team building, effective feedback, productivity and quality management, employee participation and commitment, etc.

He gave lectures on "Managing Organizational Change" at Bilgi University. He applied interactive instruction with various case analyses putting theory into practice about organizational development and growth. He contributed on preparing the students for future by bringing three publishments best in their fields by means of quality.

Mr. Artar founded LC Waikiki Corporate Academy. He extended co-educational and development programs with the tailor-made applications in retail sector by using educational technologies effectively.Aiming to situate as a centre of knowledge in the industry, LC Waikiki Corporate Academy worked for the purpose of making the retail industry to feel more confident about the future, and knows that it needs to work all the more so.

He constituted an "think tank" club, which has words to say and stands for it and gets into action, so as to actualize its results for corporate and national development. He structured the "think tank" club as TEGEP Training and Development Platform Association in March 20th, 2012. With an exemplary behaviour, he resigned as Chairman in the General Assembly meeting held in March 24th, 2013 in order to lead the Association to develop and change.

The main goal of structuring training and development activities of TT Akademi is to support corporate strategies and to contribute to gathering all work units’ mission, vision and values at a common point. TT Akademi makes an effort not only to provide on-the-job improvement or to teach latest technology to employees but also to bring about personal, organizational and strategic perfection within the framework of global meaning attached to learning and development. TT Akademi regards training and development practice of each and every project which is under way or in progress as indispensable. E-learning, video-based learning, e-library or face to face education tools are used to generate solutions while various combinations of these tools are also made use of when necessary.

New organisational structuring and determining tasks, authorities and responsibilities of units, departments and employees in this structuring - Differeciating the organisation chart according to departments; forming an organisational structure which attaches importance to career and title -Preparing business processes and their reconstrution - Conducting weekly process improvement meetings in order to increase the efficiency of process management while determining business processes - Restructuring the wage sistem - Restructuring the employment process - Restructuring the internal and external training supports - Providing a management system through mutual interaction - Business simplification and improvement - Forming an executive board in order to provide effective inter-departmental communication and coordination and organizing executive board meetings that have self-control - Designing the performance management system in a three-dimensional and weighted way, including the achievement of individuals, units/departments, and the company - In order to facilitate assessment for executives, differentiating knowledge, talent and experience and identifying the related ways of behavior along with concrete questions and basing personal performance assessment on an analysis of knowledge, talent and experience - To find and improve needed human resources through total quality applications using modern human resources techniqus at their maximum levels and provide the facilities for promotion, to cooperate with competent institutions in order to keep the satisfaction and loyalty of the personnel at the maximum level.

Determining the organizational restructuring and growth of the head office and branches - Rationalisation of Turkiye Halk Bank and Emlak Bank - Performance management system for the head office and branches - Task description of branches, determining, analysing and reconstructing work flows - Composing the functional and ergonomic locational plan of branches and developing the concept of branch - Preparing, simplifying and revizing service standards - The supervision of Pamukbank, operating as the project coordinator in the initiated project - Forming the timetable of the project with the list “Supervision Fields and the information and documents to be requested”, making sure that the information and documents which will be considered appropriate by project members are provided by the responsibles - Examining the reports prepared by working groups as a result of Pamukbank inspection and inferring the findings - Conducting SWOT analysis based on Pamukbank inspection project, identifying strenghts and weaknesses of Pamukbank, opportunities and threats and making analysis and offering suggestions - Forming the intermediate application objectives of merging Halk Bank and Pamuk Bank and making a time table for these objectives - Determining the vision, mission, general objectives and strategies of the bank after the merge - Regarding the merge as a project and managing and executing the project by forming a functional “Merge Project Team” as its coordinator - Conducting regular meetings - Directing and auditing sub-project teams to work hard to execute the project plans - Completing the transformation successfully with a project team discipline - Supporting the all activities during the reconstruction process of Halk Bank and enabling coordination.

Determining the work flow in damage services, work assessment, forming the new organisational chart and making work desciptions clearer - Forming a dynamic internal audit control mechanism in order to systematize the formed organisational model and work descriptions - Making the “File Inspection” unit, which was just formed and which contributes a lot to cost audit, more functional - To enable the mutual interaction between internal and external factors to be more permanent and dynamic in order to increase the efficiency of work flow - To enable transition to profit generation in the problematic and failing automobile branch in the sector - To decrease damage payments to 7 days from 30 days in parallel to works concerning efficiency and cost audit - Focusing on performance assessment works of agencies and services.

Founding and structuring the Black Sea Regional Directorate - Training and consultancy for businessmen in the Black Sea region - Various training and consultancy projects in the Black Sea region - Awareness tasks aiming to form a productivity culture through press and public relations - Increasing the profit/expense ratio to 112% according to financial performance assessment criteria - Receiving eight plaques from various businessmen organisations and non-governmental organisations because of contributions to the region.

He has six published books and two restricted-usage studies on Performance Auditing, Measurement of Productivity, Measurement of Sectoral Productivity and Evaluation topics. He has also a number of articles and papers. When he was working at the National Productivity Center (NPC) he was the one started “Comparison among Companies Project” intended for private enterprises and was doing evaluations. His last research project intended for application purposes published was “Budgeting and Pricing Decisions of Businesses during Strategic Management Process”. He had delivered workshops, lectured and provided consultations for Universities, Public Institutions and Private Companies on Performance Auditing and Measurement Models, Productivity in Public Sector, Measurement of Productivity in Service Sector, Budgeting and Pricing Decisions of Businesses During Strategic Management Process, Company Internal Performance Auditing and, Customer Value and Satisfaction, to name a few. In addition, he has acted as an advisor to graduate students for their thesis and dissertations on measurement of productivity.