Bilhan Elmaci Email & Phone Number

İstanbul, Türkiye

Las Zırh is the one of the largest tire chain manufacturer since 1978 and offers the full range of sizes, for all kind of mining, quarrying, hot slag and heavy duty operations. LAS ZIRH, producer of Tire Protection Chain, (TPC) has taken all production processes under control with the modernized laboratory which has created efficiency and continuity policies as well as quality. LAS ZIRH shows its respect for our planet with its 3 MW solar energy investments in 2023. Today LAS ZIRH exports to more than 60 countries in 5 continents of the World.TPC can best be described as a very tight mesh that covers all the vulnerable parts of your tires on their tread and sidewalls to form a barrier against damages.Using TPC leads reducing your tire and maintance costs, reducing your fuel costs with traction effect and gaining high operational time saving with prevent machine stops.We are proud to announced that, Las Zırh 58/85-57 X23 tyre protection chains are suitable for 995 to be used for all mining conditions for long tire life.I am very happy to take part in this fast growing organisation to build sustainalbe growth.https://laszirh.com/en/

İstanbul

The Global L&D will re-construct the system and, each employee will have chance to have his own curriculum. We will serve 3000 employees, and over 40.000 customers in 3 industries and 24 sub segments.Driving adoption of a globally integrated learning platforms and services to ensure superior learner experience and establish foundations of Borusan Cat Global L&D Model to have a data-driven, personalized and integrated learning eco-sytem to serve multiple stakeholders across Borusan Cat.In this role, capability of understanding Borusan Cat, Caterpillar, Borusan Academy and Global L&D Eco-system dynamics, blending them into a holistic vision is a crucial success indicator.The key responsibility is to Build and execute a global learning strategy for the company; ensuring L&D strategic initiatives implementing in all 6 countries accordingly. As Borusan Cat, we create new and proactive solutions that lead us to success in line with our motto “We create solutions for a better world”. We know that to achieve continuous success, we need a sustainable learning and development ecosystem. Simplifying access to information for both our colleagues and our business partners and clients, developing existing competencies, attracting new skills, and keeping them up-to-date is what helps us today to get ready for the future to come. While customer needs, technologies, and expectations are rapidly changing, the only stable reality that remains is “individualized and customized learning and development”. In recent years, advances in technology, acceleration of digitalization, and the growing process of change, such as the business culture revolution caused by the pandemic, are changing our business lives. Our key goal is to maintain a sense of belonging to our company and to ensure that there is no disruption in the training and development of our clients and associates.

Gosb; Kocaeli, Turkey

Annual Budget: He was responsible for development of aftermarket sales in 6 countires for Construction Industry aftermarket sales which was around $100mio.He is responsible from sustainable growth of customer support business the industry in all territories. In detail;• Manages industry relationship with Caterpillar teams as a unified front on behalf of Borusan CAT in all territories• Knows key accounts in the industry personally, understands their needs across countries, expands Borusan CAT share of wallet with them, develops new key accounts• Cultivates and promotes development and roll-out of the solution sets valued by the customers in the industry• Works directly and negotiates with CAT industry teams regarding product strategy, product positioning and pricing• Agrees on the demand with country teams and executes supply chain, manages annual, bi-annual, monthly and SPAR orders to Caterpillar• Help industry excom member build marketing and pricing principles country teams will abide by and monitors daily compliance with these• Works directly with sales and operations teams in countries to execute marketing’s direction on the field• Structures and executes marketing campaigns per industry’s needs• Guides marketing analysis (pricing optimization, market research, competitive research)• Takes active role in the execution and implementation of strategic initiatives in the industry • Extend offerings (Yellowmark, Exhange, Reman, Non-Cat, CVA’s, Opportunity Mng, etc.)• Design and adapt dynamic and proactive product support organization in countries Main Targets: • Absolute GP in the industry across all countries• Growth of Customer Support Business • Parts inventory in the industry • Improve territorial fill rates in all territoriesStrategic Focus Area Targets:• CI: POPSC increase in all territories (focus TR and BDV)• Develop Exchange, YM & CVA businesses• Develop active usage of Olga Opp System, PSE & Imece as suits the related territory.

Gosb, Kocaeli, Turkey

Director, GIKA (Public, General Construction, Industry, Q&A Segment) Customer Segment, Sales,He led the foundation of Sales Team in Turkey, to cover (GİKA) Customer Segment, to cover Public, Construction, Industry Q&A and Retail customers. Responsible for Sales Operation (Prime & Customer Support Products). The repsonsibiliy was the sames as previous positions but for different customer segments which were Public, General Construction, Industry, Quarry & Aggragate Segment.Annual Budget: He was responsible for development of aftermarket sales to cover aroun for both prime products and aftermarket sales which was around $60mio.

Gosb, Kocaeli

Director, (MinQA) Mining, Marble, Mineral Industry, Quarry and Aggregate reported to Ex.Com Member responsible for Country GM of Turkey.He led the foundation of Sales Mining, Marble, Mineral Industry, Quarry and Aggregate customers. Responsible for Sales Organisation (Prime Products & Customer Support Sales) within Turkey as he was doing in his previous post. In addition to mining Marble, Mineral and Q&A customers in Turkey added to his responsibility to be covered. With addition of marble and mineral customers additional 15 to 20 mio.€ budget for prime produsts and aftermarket sales added on top of mining sales to be realized. Since there were over 1000 Q&A, marble and mineral customers mainly distributed in Aegean cost of Turkey special follow up model is developed to improve loyalt and prime product PIN. At the end of 2018 Caterpillar 980L Loaders pin was well over 40% which is the main WL for marble industry.

Istanbul, Turkey

Annual Budget for after market sales were yearly 10 mio.€, and prime products sales varied from 15mio. To 65 mio.€ during his period.Responsible for set up Sales Org. for Mining customers to sell Cat products for both open-pit and underground products. He was taking all actions to promote and increase machine and after market sales revenue by providing technical and financial expertise on assigned products, assisting in industry based analysis of growth opportunities, and coordinating required support through Caterpillar, O&K and/or other suppliers. Since he was experienced mining expert he also took responsibility to counsel sales team on Caterpillar and O&K products, providing assistance in product application, configuration, as well as providing training assistance when required to assist the sales teams with their knowledge base on specific product issues, including NPI and use of software such as FPC, MinEia, Dozsim etc.He also gathers, validates and communicates competitive information on assigned products. Communicate significant commercial upgrades to products to the sales teams. Assist in the development of Business Plans that support the overall Mining Division with their revenue targets. Supports the Mining Sales team in their development and execution of marketing programms aimed at increasing BMK’s PINS as well as improving profitability of equipment sales. Directly interfaces with Customers and/or MARC sites on machine application, it impact on cost per ton, component life, MARC cost etc.During this period, he lead the foundation of Mining Sales & Support team for Mining customer in Turkey and in parallel set up the Underground Mechanised Aftermarket Sales & Service operation team for delivery, assembly and on-site customer support for underground coal mines. Structured and managed for efficiency for 3 years. Sales Organization was established to cover sales of both prime products and parts/service, to improve the sales PINS and Profit in Turkey.

Used & Rental Sales, Authorised Second Level Dealers Dev. Manage reported to Director of Borusan Makina Turkey. Annual Budget: Before he re-took the power used sales were around 30mio.€ and 5mio.€ for rental sales. In 2011 used sales increased to 35mio€. and rental sales just above 9mio.€ with fleet of 250 units. At Used and Rental Sales the responsibility as same as previous period, but financials were not at satisfactory level and he re-organizsed the selling model with more aggresive targets and the targets were achieved.He was also responsible second level dealer system (authorized service centers, by 3.parties.). In his responsibility, he set plan to re-develop second leverl dealership system and to increase the number from 18 to 33 which was acchievde to be 31 when he left the post. . The total budget of second level dealer selling all services of delaership from equipment to after sale services and means sum of 25 mio.€.

Istanbul, Turkey

İstanbul (Marmara) Region Manager reported to GM Turkey reported to GM Turkey and Ex.Com. Direct Reports: Branch Mng. (3), Sales Mng. (6), Accounting Mng. (1), Service Mng. (3), SOS Lab. Manager (1), Used & Rental Sales Manager (1), Mng. Assistant (1). Total personnel (107). Annual Budget: Total 80mio. Euro (2007-2008), 40mio. Euro in 2009. The budget includes all sales (CAT machines, supplements, spare parts and service). Area Coverage: 3 Branches. Trakya Branch (Trakya ve European side of Istanbul), Cayirova Branch (Anatolian side of Istanbul, Izmit, Adapazari, Bolu, Zonguldak, Bartin), Bursa Branch (Bursa, Bilecik, Yalova, Eskisehir, Balikesir). Responsibiliy: Region manager acts on behalf of Executive Board under rule of General Manager. His main duty is to represent Boursan Makina and lead the team according to strategical princibals. He leads entire region to reach set budget targets and improve customer/personnel satisfaction. The position’s responsibilities were as follows: - To follow monthly budget and lead the team to reach the targets.- To follow daily cash flow and keep all payments/transfer to be done safely and efficiently. - To lead and develop strategies with department managers to realize the budget, follow receivables, credits, payments and improve the performance of the region (3 branches).- To take all necessary actions to keep customer and personnel satisfaction and the desired level.- To follow and report all monthly activities to the HQ and co-ordinate HQ-regional information exchange to be in timely manner.- To lead the used and rental center that was established at the region and keep the stock quantity at profitable level.- To lead and follow the sales (machine and customer support) very closely, organise appropriate trainings to keep the performance and satisfaction level at the highest level.- To lead branches and sub-branches to let them operate according to companies sales policy.

Istanbul, Turkey

The foundation of Used & Rental Equipment Sales System and operation team in Borusan Makina Territories (Azerbaijan, Kazakstan, Turkey, Kyrgzstan and Georgia) to promote R.U.N sales concept to allow customer to choose the most cost- effective option for equipment purchase (rental, used or new). Structured and managed for 3 years. Annual Budget, before he took the power, for used sales were only 2-3mio. Euro and there was no plan/budget for rental sales. When he set the dept. 2005 used sales increased to 10mio. Euro and rental sales just above 100.000 Euro with 16 units. When he moved from the post after 3 years the used budget was already 30mio. Euro and rental budget was well over 2.0mio. Euro with 100 units in fleet with an mature operational system. The position was estabished to avoid losses in trade-in, to be the leader of the used and rental market and also set a R.U.N. concept to allow customers to choose the best option out of new, used or rental and also toset operational rules and co-ordinate whole operation, both purchase and sales, from local and international markets, used equipment sales and suitable Web site set up for used and rental operation. The position’ responsibilities were as follows: - To lead regions in Turkey and Azerbaijan, Georgia, Kazakhstan & Krgyzstan to manage and lead to finalise used and rental sales budget and profit targets. - To lead trade-in activities to set market prices and allowance sytem and report monthly to regions and executive management.- To join Caterpillar used and rental meeting and to lead the company to be in line with Caterpillar policy. In 2007 the Cat Used meeting was organised in Turkey with 155 attendance.- To coordinate marketing and used and rental operational product training of all sales team.- To follow competitive analysis (strategies, products, pricing), Strategic market share (by territories and brands), industry monitoring and forecasting, Pricing analysis and recommendation

Almaty, Kazakhstan

General Sales Manager reported to Country Director of Borusan Makina Kazakhstan to lead both aftermarket abd prime product sales for all Caterpillar prime and aftermarket products, Ingersoll Rand Drillers, and AGCO Massey Ferguson Agricultural products and other supplement brands. Annual Budget: Total Sales US$120mio. (Cat Machine Sales US$80mio., Spare Parts Sales US$15mio., AGCO Products Sales US$10mio., Supplement Product Sales US$15mio.).Dealership Products: Caterpillar Machines & Power Systems, AGCO Agriculture Products, Tractors, Ingersoll Rand Drillers, Elphistone Underground Machines, Exxon Mobil Oil products, Atlas Copco Drillers, Goodyear Tires, Ground Force Maintenance products, IMT Tire Handler, Kenworth Trucks, Las-Zirh Tire Chains, Nitromak Blasting producsts, O&K Excavators.Responsibility: Borusan Makina took the dealership of Kazakhstan in 1999 and as a project manager he visited several mines in Kazakhstan for the trainings and site analysis. From 1999 to 2002 there was not any significant success, so that the executive management required him to move to Kazakhstan and establish an effective sales organization, set operational rules and co-ordinate whole operation, both relations with suppliers, bring alternative more dealerships, carry out purchases and lead logistics and sales.When he moved in 2002 sales were only around 5mio USD, and in 2005 slaes were well over 100mio. USD. He was responsible for pricing, marketing and product training of all above mentioned product groups. The sales were not limited with earthmoving equipment but also Agricultural machinery and entire customers support sales, training, marketing, financing and logistics. The main target was to set the departments and choose and train local people to run the dealership. During his time he also managed to bring and develop the dealership of Kyrgyzstan.

Istanbul, Turkey

Responsible for development of Equipment and customers support sales for key accounts in mining (in Turkey and Kazakhstan), Heavy construction (Dam & Road) construction projects.. In order to follow up project based and major (VIP) high sales volume customers Key Account segment was set and he was appointed to organize and coordinate all issues for these selected customers. He was coordinating sales and service teams to maximize customer satisfaction. The general task and responsibilities were as same as Project Manager position, but only responsible for listed major customers. Key Accounts included N.V.Turkse Perenco, NTF & Eren İnşaat, Özdoğan & Özkar İnşaat, Özaltın İnşaat, Kolin İnşaat, İçkale İnşaat, Limak İnşaat, Fernas İnşaat, Taşeli İnşaat, Yetyapı, Cengiz İnşaat, Mapa, Makyol, Demir Export and Türkiye Kömür İşletmeleri.In 2002, Borusan Makina decided to apply “6-Sigma Methodology” to be used as a main tool to analyse and determine root causes major problems and losses in the main business activities. He took and taking part until present in many 6-Sigma projects as up to present as first yellow and green belt, then master green belt and sponsor. From 1999 he also started to follow key Mining customers in Kazakhstan to have penetration to the market before the dealership was hold by Borusan Makina. After appointment of Caterpillar dealership, he moved to Kazakhstan and Mining Sales System set up and first sales of Caterpillar Off Highway trucks promoting Caterpillar’s name in Kazakh steps for the Kazakhstan mining market between the years of 1999-2005 with efficient mine site evaluation, fleet selection by means of Owning and Operation Evaluation for green field mine projects. All above was done to develop the segmental strategy, improve the sales PINS and Profit, and to develop and provide the appropriate Customer Solutions to be “one step ahead and always be leading earthmoving sales company and to be the benchmark in Caterpillar family.

Istanbul, Turkey

After finalizing his obligations to the government, he accepted the offer by Borusan Makina to establish/ and develop Customer Training Dept., promote Cat Oil and “Cat Care program”, to prove the importance of “preventive maintenance” and supervise the newly set SOS Laboratory. The position’s responsibilities were as follows: - CAT Care Program Training (to promote mainly Cat oil, filters): He travelled to all regions and chosen work sites to train the maintenance/service engineers, technicians and purchase personnel to promote Cat maintenance products. In addition, the site people were trained to show the importance of “preventive maintenance.” This program was also given to all service and spare parts sales representatives.- SOS Lube Oil Laboratory Supervisor: On order to support customers a lube oil analysis laboratory was established under Caterpillar standards for both wear and oil performance and coolant analysis. He supervised the laboratory team to carry out the analysis to guide customers before any breakdown occurs. Oil samples were taken fro engine, transmissions, differentials, final drives, hydraulics.- Equipment/Site Management Training Program: The program included evaluation of the site to select appropriate machine fleet, to run them efficiently, to carry out proper site. With this also “fleet production and cost analysis and simulation is also done to show customers the most efficient way to carry our the project or run the mine site. “Cost per ton/cum” calculation programs were promoted to show to prove Caterpillar difference and Borusan’s customer support power. - Machine Sales Representative Training Program: All sales representatives were trained to sale “ the best, most efficient and most cost effective solution for their customers which included both Equipment Selection and site management methods. During his time over 2000 customers and 10.000 customer technical teams were trained and over 100 site analysis carried out.

Soma, Manisa

Started his carrier as a Maintenance/Service Engineer at Natinal Turkish Coal Board, TKI). Worked for T.K.I., Aegean Lignite Ent. (E.L.I) as a maintenance and service engineer for open-pit coal mining machinery due to obligation of scholar payment rules, as PhD study was sponsored by TKI. In 1991, was promoted to be the Service and Maintenance Supervisor at ELI, Cinge Main Workshops, T.K.I. leading 4 Formen, 76 Technicians, 1 Laboratory Technician. During this responsibility, founded the Oil Lube SOS Ladbratory to follow mining equipment. Then he was promoted to be the Chief of the Main Equipment and Power Train Component Workshops and Supervisor of the Maintenance System and Lube Oil SOS Lab. (YAPAL). The overhaul practices consist of the following;- Off Highway Trucks (45, 65, 85ton class): Komatsu, Terex and Wabco.- Motor graders: Komatsu, Michigan and Caterpillar.- Wheel/Track Type Loaders: Komatsu, Caterpillar, Volvo etc.- Excavators: Komatsu, Hitachi, Marion Electric Excavators. - Track Type Tractors: Komatsu, Caterpillar.- Rotary Head Drillers: Ingersoll Rand.- Hydraulic Equipments (pumps, valves, compressors and various size/types of hydraulic cylinders).- Transmissions, torque converters, differentials, final drives of above mentioned mining Machinery. The YAPAL Lubricating Oil and Wear Debris Lab. was established under Dr. Elmacı’s supervision at the beginning of 1992.Over 100 mio. tons of overburden/waste soil removed in the various pits of coal mine and over 25 mio. Tons of coal were produced. During his time he followed maintenance and repair of over 200 several types of heavy mining equipment, supervised YAPAL maintenance system and also took part in University projects.

Doctor Of Philosophy (Phd), Mining Eng Faculty

A PhD research study to predict the machine deterioration by the extraction and determination of wear debris particles from lubrication.

Makina Fakültesi, Genel Makine Bölümü

Activities and Societies: ITU Konservatuarı, Turkish Folk Music Gorup Lead After having nation wide exam, acceptance and studying.