My strategic initiatives and responsibilities will be like the following:•⁠ ⁠Develop new partnerships with new strategic international prospects to better address customer needs in fast-growing markets and adopt new solutions. •⁠ ⁠Extend the market share.•⁠ ⁠Focus more on customers’ strategic issues to address upcoming needs better.•⁠ ⁠Strategic planning activities, including long-term vision and focus on customer success. •⁠ ⁠Foster collaboration within the sales team and other departments in market development, customer success, and marketing.

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Transferred to lead the global vision and transform the local organization to fit into the global strategy. The vision of success was to develop and deploy a competitive market approach developing the total solution concept bridging h/w solutions with the s/w solutions to cover the gap in advanced solution offering for the value added distribution market. The strategy was achieved in three major stages. Reported to the Regional SVP and General Manager with a team of 4 direct reports as business unit managers and a team of 65 sales and services professionals leading a sales revenue of 10 M USD/ annum and a budget of 95 M USD/ annum. The initial phase of the strategy was to improve the profitability of the operations:● Initiated the project for effectiveness. Field sales analysis contributed a base for new the new sales force structure. ● Developed and adopted the KPI set and integrated with the CRM system. ● Transitioned to the new sales organization model with the new leadership team and recruited 30% new field sales force to drive the business forward with measured expectations. The second phase of the strategy was to continue to improve the profitability and improve revenue base through new and old customer acquisitions: ● Initiated a project to win back old customers. ● Implemented cost reduction program for cost of goods sold in the P&L statement. ● Introduced effective meeting structure and with continuous business review meetings sales teams developed a strategic mindset that followed by business unit targets and KPI’s. The final phase of the strategy was to develop new business lines for the local market needs that specialized in software delivery and distribution to improve bottom line results: ● New s/w agreements with big multinational players was established that grew the overall business by 20%.● Developed frame contracts for one stop shopping in the telecommunications and finance industry.

● Transferred and Promoted as the country general manager to develop Genesys and Interactive Intelligence digital transformation and customer experience business in Turkey. ● Success achieved in four stages through active planning, building and defining the commercial eco system, engaging customer with the business idea and customer acquisition. ● Reported to the regional CEO with a team of 30 sales, ps and marketing professionals (all team hired by me) executing a budget of 22 M USD/annum (excluding yearly maintenance revenue). ● Analyzed the best practices that transformed into customer success, which triggered customer candidates for sophisticated digital transformation solution requirements and localized the solutions. With the experienced sales team developed the demand generation process at the defined customers while initiated the demo platform building for customer engagement. ● Developed the commercial partner eco system through marketing and conceptual sales activities and created marketing campaigns, special partner events to grow the partner eco system from 25 to 995 professionals. Genesys partner eco system reached a level of professionalism and branded for customer experience management and digital transformation partner of major organizations. The shift in the vision enabled Genesys to create with its product portfolio major results in B2B and B2C industries. ● Created the PAM and CAM business development model to support partner eco system and sustain key relations with clients. Developed business relations with major consulting companies to engage into Big Data Analytics and Analysis with Genesys orchestration. Developed Genesys as a banking/telco solution for customer journey and customer experience design. Developed the largest customer experience projects at major banks/telcos in Turkey. ● Established a Genesys customer base of 65,000 licenses.

● Recruited to develop and enhance the business in the verticals. Mainly for Finance and other industries penetrating EMC core products and product ranges. The vision of success was to develop the partner eco system and initiate the sales cycles in the named accounts. ● Reported to the CEO with a team of 20 storage, backup sales professionals and supporting presales engineers executing a sales budget of 32 Million USD. ● To achieve the desired success focused sales activities with the partner eco system in Insurance, White Goods Manufacturers, Automotive, Airline and Healthcare industries on top of finance vertical. The efforts made the change and increased revenue from 4 M USD to 32 M USD developing success stories around EMC Storage, WM Ware for virtualization, RSA and Documentum for advanced document management solutions which supported the process of over achieving targets. Going after new accounts and new projects to bring the deals in the targeted quarter and deliver the expected numbers in expected quarters. ● Developed extensive experience in the datacentre business including all components. A believer of cloud business and business promoter.

● I was recruited as a sales engineer and developed my position and organizational influence through promotions. Finally promoted to improve sales management with in the NCR to advance end to end technology solutions and NCR Sales Strategies. ● Reported to the General Manager with a team of 11 sales and pre-sales professionals to achieve a revenue target of 14 M USD. ● Improved the product portfolio for the all technology solutions managing all proposal and product activities in the customers, preparing proposals and creating the product designs. Responsible both from services and product sales, also carrying quota and P&L responsibility for all system integration and telecom project (including contact centres) from all customer base and create new accounts for both services and products.● Increased Gross Margin rates much more than expected and increased %65 annual revenue (maintenance revenue) within past 4 years.● Excellent closing ratio with %90-%95. Continually exceed sales targets (%130 for 2003, %210 for 2004, %150 for 2005, %155 for 2006, %210 for 2007, %190 for 2008) ● Managed and supervised subcontractors in all activities in the key and strategic accounts.● Created $51 Million installed base and related maintenance revenue in 12 years. Personally increased sales by %200 within 8 years from $ 1 M to $14 M.