Where media, technology and brand meet.

What I do

For more than twenty years I have worked where media, data and technology meet. My journey began in media planning and buying, moved into digital operations and agency management, and from there into product development and AI transformation. Rather than depth in a single discipline, this path has given me the ability to bring different disciplines together to look at the same question.

What I do best is turn a complex business question into a working system. I bring data, technology, media and creativity to the same table, make it happen with agile teams and make it measurable. I enjoy building strategy, and just as much designing the product, team and business model that bring that strategy to life in the field.

Then there is the human side. I have always seen the teams I lead as a school for talent. When the people who grow there move on to other teams and roles and carry the transformation with them, that is, for me, the most lasting measure of success.

How I see it

I believe AI is transforming marketing not through efficiency, but through the way decisions are made. Consumers now reach information by other routes and weigh their options with other tools. So the question for brands is changing too: “How do we become visible?” is giving way to “How do we become preferred?”

The ones who make a difference in this era won’t be those who adopt technology fastest. They will be those who can combine data, technology and creativity while keeping trust at the centre. Knowing where machine speed helps, and where human judgment is the very value of the brand, will be the most important management skill of the years ahead.

What I want to transform

In the coming years I want to focus my energy on three areas.

First, the way marketing and communications organisations work. I want to accelerate the shift from structures that sell services to structures that carry their own products and AI capabilities and share in business outcomes.

Second, making transformation more than an agenda for big brands. In Türkiye, small traders, micro-businesses and SMEs have always been the driving force of commerce. Bringing the possibilities of AI to them too is, in my view, one of the biggest levers for the economy as a whole.

Third, people. I want to help develop a new generation of marketing leaders who can think across disciplines and are ready for the age of AI.

I keep debating these questions at the industry’s shared tables, on award juries and in my writing. In short, my aim is not to watch change but to build the structures that shape it.