Thirteen-plus years running regulated, high-stakes software — iGaming, fintech, telecom, ERP — across distributed teams in Europe and Asia. I run delivery the way good engineers run risk: evidence first, transparent escalation, decisions made with the cost of being wrong in full view.
Most of my career has run as overlapping programs — different clients, domains, and deadlines, concurrently. The overlap below is the point.
Across regulated platforms and live financial systems the lesson repeats: a missed deadline is recoverable, a shipped compliance failure often isn't. That asymmetry shapes how I sequence work, gate releases, and decide what's allowed to move fast — and when to raise a red flag instead.
Five programs across iGaming, ERP, and telecom — selected for the kind of complexity that breaks less disciplined delivery.
iGaming certification is a legal gate, not a checkbox — the platform can't operate in a market without it. New requirements regularly arrived mid-cycle, threatening releases already in motion across regulated markets.
I treated certification as a first-class delivery risk. The full team was oriented around compliance priority. When an unexpected requirement created release risk, I escalated transparently — including to the project CEO — rather than letting the team absorb the slip silently. Weekly and monthly stakeholder status on release health; a red flag and controlled deferral when a date was genuinely at risk.
Releases that slipped did so by deliberate, transparent decision — never by surprise. Every market stayed inside its compliance boundary. The cost of being wrong on compliance was kept off the table.
Game production ran across distributed scrum teams split between Spain and Turkey, plus operation teams and external partner producers — all feeding one backlog and one release pipeline.
I owned the team backlog end to end and acted as sprint coach across review, retrospective, grooming, and planning. I ran OKR leadership weekly and made the HR-allocation calls. Daily and weekly ceremonies kept the two countries coordinated.
Two geographies operated as one delivery organisation: shared backlog, shared cadence, shared definition of done — with partner content folded into the same pipeline.
Matvärlden, a retailer in Sweden, needed a full D365 Finance & Operations implementation — scoped, built, and taken live for a real store operation with POS and back-office users.
I ran the full cycle: contracts and offers, stakeholder and third-party coordination, task assignment, periodic senior-management reporting, and continuous quality coordination — all across the Turkey–Sweden distance.
The system went live for the Swedish operation — 4 checkout lanes and 20–25 system users — delivered cross-border without a local on-site team running the program.
At peak I ran a full D365 F&O implementation for Dirk Rossmann Turkey and the Matvärlden Sweden program, alongside fast-tracks for ŞOK Markets, Trabzon Kiler, UNITIM, and ATASUN — different clients, scopes, deadlines, concurrently.
Each program had its own contracts, stakeholders, third parties, and team — so I kept them as cleanly separated workstreams with their own reporting lines, rather than letting them bleed into one another.
Rossmann Turkey's HQ operation went live, and the parallel fast-tracks moved without one program's slippage contaminating another — the discipline that makes concurrent delivery survivable.
Three programs at once: a DWH re-engineering program with Türk Telekom Group (15), the Etiya Campaign Cloud product (10), and the Etiya BSS Admin UI product (7) — telecom-grade systems with distinct teams and stakeholders.
I led project meetings and periodic reporting per program, coordinated stakeholders, customers, and third parties, assigned tasks, and drove quality improvements — scaling my involvement to each program's size rather than applying one template to all three.
Three differently-shaped telecom programs ran in parallel for roughly a year, each with reporting and coordination matched to its scale.
iGaming certification across EU and LATAM, where "done" means provably done and a miss is a legal gate, not a delay.
Leading 30+ engineers across Turkey and Spain on one cadence — shared backlog, OKRs, release pipeline.
Full-cycle D365 F&O implementations for retail clients, run cross-border and in parallel from scope to go-live.
R&D governance over ML, data-mining, and image-processing systems — plus hands-on work on modern AI-assisted financial systems.
Building and operating systems that manage real financial risk, where release gating and verification are non-negotiable.
Secured On-Site R&D Center status with TÜBİTAK and ran TEYDEB-funded ML programs under formal reporting obligations.
Before changing anything, I map what's actually there. Findings get logged and triaged by severity, not by whoever shouts loudest. Nothing capital- or compliance-critical moves on assumption.
Compliance and capital risks close before anything ships. Speed is earned on the parts where a mistake is cheap, never where it isn't.
When a release is genuinely at risk, I raise a red flag early — up to CEO level when the stakes warrant — so stakeholders see the true state before it's a problem.
Running four or five programs at once only works if they don't contaminate each other. Each keeps its own reporting line, scope, and verification.
Open to Senior TPM and program leadership roles across APAC and EMEA, and to selective freelance engagements.