Moving
companies.
The Profile
From code to the boardroom
Over two decades of international IT leadership — from studying computer science to executive responsibility at board and CIO level. IT not as a support function, but as a strategic lever for growth, efficiency and transformation.
“AI is not the next tool — AI is the new operating system of value creation.”
Career Stations
Hansgrohe SE
As Vice President IT & Digital, I have been leading the most comprehensive IT and digital transformation in the company's recent history since 2021 — from realigning the IT organization through a global delivery hub model to the introduction of SAP S/4HANA and embedding AI as a strategic value driver.
Borusan Mannesmann
As Chief Digital Officer and board member, I developed and executed the company-wide digital strategy between 2019 and 2021 in Istanbul — from end-to-end supply chain optimization through an Industry 4.0 roadmap to new digital business models.
BSH Home Appliances
Over 13 years and five roles — from BI engineer in Munich to building a global BI Competency Center in Istanbul, global ownership of SAP HCM solutions in Munich, local IT leadership in Milan, and regional IT responsibility for manufacturing and supply chain across T-MEA-CIS. Led one of the world's largest SAP BW on HANA transformation projects and gained experience across every layer of enterprise IT. 2006–2019.
Key Achievements — Hansgrohe SE
Key Achievements — Borusan Mannesmann
Five Stations — BSH Home Appliances
2018 – 2019
Head of IT Factories · Istanbul
2017 – 2018
IT Manager · Milan
2015 – 2017
Head of IT Enterprise HR · Munich
2011 – 2015
Head of BI Competency Center · Istanbul
2006 – 2010
Senior BI Engineer · Munich
Leadership Philosophy
Three principles,
one compass
AI as Operating System
Not the next tool. The next competitive advantage.
AI is not deployed in isolation but embedded as the core of value creation — from process automation to strategic decision-making.
IT as a Profit Lever
Not a cost center. A driver of results.
Every IT investment is measured by its contribution to business outcomes — margin, growth, competitive position. Leading technology without a business case manages costs instead of organizing value creation.
Global in Networks
Don't centralize. Orchestrate.
IT value creation today emerges from networks of internal hubs, strategic partners and centers of competence — not from a central fortress. Global delivery means deliberately balancing locations, skills and ownership.
Core Competencies
The
Expertise.
What happens when strategy, technology and leadership come together — across 20 years, 3 corporations and 3 countries.
Strategic IT Leadership
Positioning IT as a value creation engine — with global IT responsibility, deep transformation experience and the ability to translate strategy into viable operating models.
AI & Intelligent Automation
Autonomous AI agents in end-to-end processes — from automating individual workflows to intelligently orchestrating entire value chains.
Enterprise Architecture & Cloud
Transforming SAP landscapes, building hybrid cloud and embedding zero-trust security as the immune system of the organization.
International Scaling
IT organizations built in 3 countries, post-merger integrations managed and factories guided into the future with Industry 4.0.
Languages
In Numbers
0
Corporations
Global IT Leadership
0
Years
IT Leadership
0
Roles at BSH
2006–2019
0
Languages
Multilingual
0
Employees
Global Team Responsibility
Strategy starts
with listening.
Scan → Contact lands directly in your phone's address book.