Tulin Ograk Email and Phone Number

As the company commenced a big indigenous turboshaft engine, I developed and implemented bespoke processes and procedures. I then liaised with project owners and users to further optimise the aforementioned which ensured suppliers and subcontractors delivered products that met our quality standards.(The engine is to be certified by the Turkish Directorate General of Civil Aviation regulations (similar to EASA)).• Attended routine project meetings, presenting quality status reports, and suggesting corrective plans of action. Discussed the quality of hardware / software at milestone meetings with my team.• Led workshops with the team, senior leadership, and employees, highlighting and triaging risks, determining corrective actions, assigning project owners, and evaluating risk / progress.• Spearheaded creation of proprietary company software that updated, tracked, monitored, and reported project risks. (The software was tested during the execution of the turboshaft engine project).

• I headed several transformations on behalf of one of Turkey’s largest multinational companies, modernising its strategies and reducing risk. Throughout my tenure, I directly report to the Director and GM of the company.In partnership with my team, we brought the company into compliance with industry regulations and standards (ISO 45001 / ISO 14001) by implementing an OHSMS / EMS, airworthiness regulations, and aircraft engine programmes. I continuously monitored our adherence to these compliances, whilst assessing, reporting on, and mitigating strategic and operational risks.• Additionally, I assisted in evaluating and selecting suppliers, ensuring the products they delivered met pre-defined quality specifications.• Launched an internal QMS and positioned company to become Turkey’s first and one of the firsts worldwide to be recertified in 2016 post-revision of AS9100 / AS9110 in alignment with ISO9001:2015.• Led efforts in enacting technical improvements to decrease risk by one-third, shrink TIF 20%, and increase employee satisfaction 15%.• Introduced a balanced company scorecard at top and middle-management levels and corporate risk reviews, enabling senior leadership to shape a holistic view of the company.• Embedded a sustainable strategy process which initiated a periodic review of the company’s performance from 2015-20.• As Quality Manager in 2018, obtained MOA certification from EU’S EASA and as and Chief of Independent Monitoring in 2017, identified adherence to DOA/MOA EASA regulations.• Moderated an improvement team that isolated the need for process improvements after securing a big design contract. As a result, facilitated 10 major improvement projects.

With the full backing of stakeholders, I took the lead in updating the company’s vision, whilst heading an internal cultural transformation, including embedding a new mission statement and values. I then utilised a series of KPIs and strategies to inform employees of how their individual performance influenced the company’s performance.Throughout the transformation, I improved risk controls using a proprietary QMS and organising risk reviews. Along the way, I communicated changes to our employees and monitored suppliers, ensuring their products were of the highest quality.• Implemented a company scorecard, facilitating the integration of strategies, drawn upon the BSC method developed by Dr. Robert Kaplan and Dr. David Norton.• Explained the individual performance management system to employees, in collaboration with HR, leading to a 30% increase in the number of employees that understood link between individual and company performance.