Istanbul, Türkiye
I didn't build my career around industries. I built it around problems worth solving. From auditing complex organizations at Deloitte to managing financial reporting across 10 concurrent international construction sites, then to running FP&A and pricing for a €150M automotive distributor, what drew me to each wasn't the sector. It was the structure, the complexity, and the opportunity to build something that actually changes how decisions get made. Today I sit at the intersection of finance, commercial strategy, and operations. I own the full planning and performance cycle — budgeting, forecasting, pricing, customer risk, and management reporting — and I report directly to the General Manager. My job isn't to explain what happened. It's to change what happens next. I've built automated reporting systems that cut close cycles from days to hours, migrated manual processes into SAP, and developed margin models at the individual vehicle level. These weren't IT projects, they were business decisions that started with a financial question.
• Lead end-to-end FP&A and controlling operations for a ~€150M revenue automotive distributor within a holding group structure, directly reporting to the General Manager • Manage, mentor, and develop a team of 4 finance professionals, fostering a high-performance team culture; coordinate planning, reporting, and controlling activities across cross-functional teams • Own and drive the annual budgeting cycle, rolling forecasts, and continuous performance monitoring across all business units • Spearhead pricing and discount approval processes; conduct profitability and business performance analysis to support strategic decisions • Delivered ~5–10% OPEX reduction through systematic cost control initiatives and cross-functional spend optimization • Drive strategic pricing and campaign decisions to optimize vehicle return cycles and prevent fleet overstock; actively reallocate sales targets and guide sales teams during budget and forecast cycles based on market dynamics • Led migration of customer risk & credit scoring process from Excel to SAP over a 6 to 12-month project, reducing evaluation turnaround from weeks to days and enabling significantly faster customer response • Developed a unit-level profitability model tracking margin contribution on a per-vehicle (chassis) basis, providing granular visibility into sales and pricing performance • Co-led the design and implementation of a company-wide Power BI dashboard, consolidating all management reporting into a single platform and reducing monthly close cycle to 1 day
• Managed IFRS-based consolidated financial reporting and analysis across a portfolio of up to 10 concurrent international construction projects with average contract values of ~$200–300M each • Covered projects spanning multiple geographies including Russia, Kazakhstan, Azerbaijan, Georgia, Iraq, and Germany; coordinated directly with on-site finance teams in each location • Conducted in-depth variance analyses, cost-to-complete assessments, and performance monitoring to support project and senior management decision-making
• Supported budgeting, forecasting, and performance analysis in a high-volume QSR environment; prepared monthly management packs for executive review • Developed financial models for profitability analysis, trend forecasting, and investment evaluation to support growth and cost efficiency initiatives
• Executed statutory and IFRS-based audits; assessed internal controls, reporting accuracy, and key financial risks across diverse client portfolios • Collaborated with client finance leadership and senior auditors; contributed to mentoring of junior team members