PROFESSIONAL BACKGROUND

GLOBAL MARKETING DIRECTOR, METGLOBAL

07.2019 - ...

Reporting to Founder CEO

• Maximized ROI by delivering an incremental contribution of 7M USD in 8 months with 0,16M USD spent.

• Set marketing strategy and priorities in alignment with company goals and industry facts

• Re-visited brand id / image and value propositions based on HotelsPro SWOT, category know-how and client feedback, ensuring customer centricity.

• Planned MarCom agenda, covering all necessary customer touchpoints and ensured excellent execution.

• Outperformed the profit targets with the first CRM campaigns designed for lost clients activation (215% vs target), retention and upsell (449% vs target), delivering 1,5M USD incremental revenue.

• Re-shaped Hotel Promo Plan through destination/time optimization, creating 5,5M USD revenue.

• Reactivated social media and blog, resulting in 18% followers increase in 8 months.

HEAD OF MARKETING, LA LORRAINE BAKERY GROUP

05.2016 - 07.2019

Reporting to GM.

Management Committee Member.

Two direct reports: Category & Brand Marketing Manager and Trade Marketing Manager

• Established La Lorraine brand in Turkey. Upon studies and concept tests, set brand positioning and executed with the right marketing mix to build brand equity.

• Set marketing strategy, agenda and plans based on LL vision and market facts to ensure both short and long term business objectives (horizontal & vertical growth and brand equity).

• Created a Category matrix, set category priorities and plans based on consumer motivations, competition, price; which has also driven right assortment and NPD

• Created a new donut brand based on Donut U&A, launched across all consumer touch points (Spend: 126 K TRY, incremental sales: 2 M TRY, ROI: 4)

• Delivered Horeca Execution Excellence (Spend: 550 K TRY, incremental sales: 16 M TRY), also creating link with other touch points (retail, digital, media) for an endless consumption journey

• Created New Retail Strategy, transforming all Migros executions, unlocking purchase with shopper centric approach, building LL brand in store (Spend: 780 K TRY, Incrementality: 5 M TRY)

• Doubled follower base across digital channels, maximizing reach with right content and ads

• Excelled in budget management (5 M TRY), delivering best in class ROI with a well structured marketing investment strategy

CATEGORY AND SHOPPER MARKETING MANAGER, GROUPE SEB (TEFAL, ROWENTA)

06.2014 - 05.2016

• Defined strategies and agenda for all categories (Linen Care, Home Care, Personal Care, Kitchen Electrics, Cookware) in all channels (Traditional, Organized, Retail)

• Managed 18 M TRY ATL & BTL budget for the optimum Category, Trade, Demo mix

• Identified main drivers/insights from U&As, defined category positionings and objectives in line with company goals, developed portfolio priorities, user/ shopper/ customer centric 4Ps+C plans and turned them into winning actions

• Developed new Category projects in key customers and overachieved Net Sales and IHS (in house share) targets

• Defined barriers/ triggers on path to purchase (planned & unplanned) and ensured activation and execution excellence across all touch points

• Implemented category or product promo tools, trade marketing and offline/online training activities (Promoters, demo, launch, activations, in store executions, etc.) with sales teams within a customer & shopper centric approach

• Led the first and only Category Captain project to boost growth in linen care category by providing a unique user & shopper experience and guidance.

CATEGORY MARKETING MANAGER, IMPERIAL TOBACCO

06.2013 - 06.2014

• Set each category strategy and agenda, revisited product portfolio priorities for each channel and executed complementary 4P+C tactics

• Built and executed “Total Tobacco Strategy” in business plan

• Translated shopper insights/trade facts into brand strategies to trigger right innovations and turned NPD objectives into winning shopper marketing formulas

• Developed “Go to Market” strategies for each brand (incl. new launches) based on gap analysis

• Co-Led first detailed outlet and shopper segmentation for a targeted activation plan

TRADE MARKETING & SPEND, PEPSICO BEVERAGES

04.2011 - 06.2013

• Maximized volume (12% growth), net revenue (20% growth) and net price (7% growth) by optimising trade spend strategy

• Maximized SKU penetration and distribution by designing channel / occasion / customer / shopper specific pack price / promotion strategies with brand and sales teams 

• Delivered 16% TT and 18% OP channels growth by planning / governing innovations and trade marketing / sales support campaigns in line with overall strategy

• Executed 4Ps+C gap analysis with Sales, Marketing and Go-to-Market functions, and developed tactics to ensure highly competitive position, considering market conditions/trends

• Delivered profitable SKU mix by co-owning pack/brand mix responsibility with sales teams and designing strategic sales support modules

• Delivered max. ROI with efficient channel/account based trade investment strategies

MARKETING, OPET PETROLCULUK

02.2010 - 04.2011

• Re-defined positioning of Otobilim, set marketing strategy and priorities, reached customers across all touch points that delivered 30% customer base expansion and 40% volume growth 

• Launched Otobilim across all channels and set Paro Card distribution activities, targeting both individual (BtoC) and corporate customers (BtoB)

• Led Otobilim loyalty program workflow improvement to unlock customer loyalty at all points and then ensured activations with SMART CRM programs

• Ensured sustainability of loyalty programs and broke dependency on banks, proactively transfering benefits to Paro system and designing new workflows just before govt. ban on promotions

RETAIL SALES TERRITORY MANAGER, OPET PETROLCULUK

06.2008 - 02.2010

• Achieved sales volume increase to 143 mn lt (5% growth) and revenue to 530 mn TL, by implementing customer value proposition in the field while ensuring sustainable long-term growth with highly competitive position

• Implemented alignment and management of the dealer network, consisting of 31 sites, constituting 6% of Opet and 1% of the total TR market

• Delivered all KPIs, most importantly 102% volume to target index, by successfully implementing sales strategies & tactics 

• Achieved significant decline in dealers’ payment problems, by managing territory financials closely (530 M TRY yearly sales) and playing an advisory role

• Achieved customer base expansion and dealer motivation by designing and managing field campaigns, CRM campaigns and key business activities 

• Achieved high scores in customer satisfaction surveys, by maximizing site operational excellence and service quality, increasing the frequency of dealer and pump attendant trainings