Experience
What I was responsible for, at what scale, and where to find the evidence, in one page.
At a glance
This page is for readers who need to judge my experience quickly. Every role listed here is former employment or a former company. I am not currently employed.
The figures below come from my CV and describe the scope I worked in, not results I achieved alone.
Career arc
- Microsoft SharePoint Developer, Vektora2013 – 2014SharePoint workflow and form development for corporate process management, starting as an intern.
- Co-founder, CrosstechNov 2014 – Feb 2023Technical direction, project management, product ownership and business operations at a software company I co-founded.
- Software Development and Product Manager, Tarım Kredi TeknolojiApr 2023 – Apr 2026Product ownership, delivery and team leadership for enterprise platforms used across Tarım Kredi Group subsidiaries and cooperatives.
- Building my own productsNowDeveloping Notkolik and EhliyetPro.
Leadership
Restructured the delivery organisation
Tarım Kredi Teknoloji
Reorganised the software, analysis and test teams into a 25-person organisation, using a competency map to define roles and capacity.
Hired deliberately
Tarım Kredi Teknoloji
Interviewed more than 150 candidates while building the team, and defined roles in consultation with the people doing them.
Created an analysis function
Tarım Kredi Teknoloji
Set up an Analysis Unit that did not exist before, with standards for requirements gathering, analysis documents and corporate documentation.
Worked with the board
Tarım Kredi Teknoloji
Met regularly with the board of directors, the general manager and subsidiary managers to shape technology investment, project priorities and the digitalisation roadmap.
Made learning part of the job
Tarım Kredi Teknoloji
Started a structured learning programme with Udemy Business, a way to track training progress, and cross-training sessions to spread knowledge across the team.
Delivery
Owned roadmaps for group platforms
Tarım Kredi Teknoloji
Defined product vision, roadmap and priorities for platforms serving the group, balancing technical debt, regulatory requirements and business priorities.
Released in stages
Tarım Kredi Teknoloji
Planned and coordinated MVP scope, alpha, beta, UAT, pilot and live transitions for the products the teams developed.
Introduced shared delivery tooling
Tarım Kredi Teknoloji
Rolled out Jira across the company for the first time and standardised requirements management, monitoring and governance.
Adapted Agile to the company
Tarım Kredi Teknoloji
Introduced Agile practices in a form that fit the company's culture, and kept sprint and delivery planning tied to the product roadmaps.
Transformation
Planned the move off legacy systems
Tarım Kredi Teknoloji
Analysed legacy applications used across the group and designed a modernisation strategy to replace them.
Modernised the architecture
Tarım Kredi Teknoloji
Planned projects to move software towards microservice and micro-frontend approaches, with platform performance and scalability as priorities.
Migrated data within risk standards
Tarım Kredi Teknoloji
Managed data migration work in line with corporate risk standards so that systems stayed consistent during the transition.
Aligned needs across subsidiaries
Tarım Kredi Teknoloji
Analysed and reconciled the needs of 17 subsidiaries to decide which modules and product strategies belonged on shared platforms.
Founder history
Co-founded and ran Crosstech
2014 – 2023
Built the company's technology strategy from scratch and coordinated product development, resource planning and operations end to end.
Owned client scope and priorities
Crosstech
Turned client business problems into sequenced product decisions within time, budget and technical constraints, and managed backlogs with sustainable development in mind.
Built the backend myself
Crosstech
Developed backends with Microsoft .NET and took technical responsibility for architecture, API design, database modelling, integrations and performance.
Ran the business side
Crosstech
Handled quotations, budgets, workforce planning, customer contracts, accounting and administration alongside the technical work.
Before Crosstech
2013 – 2014 · Vektora
Developed and configured SharePoint-based workflow systems for Zorlu Holding and took part in requirements gathering and analysis.
Six enterprise case studies
These platforms were delivered by teams during my employment. They are not my products, and I do not own or sell them. Each case has its own page covering the problem, my role, the team, constraints and what can be shown as evidence.
| Case | Scale | Problem | Responsibility | Method | Constraints | Intended change |
|---|---|---|---|---|---|---|
| Retail POS & Cash Register PlatformRetail Operations | Deployed across 1,100+ cooperative locations, according to the published site and CV. | Store operations ran on legacy, fragmented software that was hard to standardise and upgrade. | Led product and delivery on the employer side: product vision, roadmap and prioritisation, MVP scope, and coordination of the UAT, pilot and live stages. | Replace it with one integrated platform, delivered in phases from a defined minimum scope. | A cash register cannot simply be switched off and replaced. We used a phased approach: a defined minimum scope first, then alpha, beta, user acceptance testing and pilots before wider live use. Each stage depended on devices, store readiness and other internal products, so dependency management mattered as much as the software. Roadmap decisions weighed technical debt and regulatory requirements against business requests. | Transaction handling is designed to follow one standard, and new versions are rolled out centrally. |
| Holding Administrative PlatformCorporate Administration | Used by 17 group companies and approximately 22,000 users, according to the published site and CV. | Each company handled administration with its own mix of tools, manual steps and separate applications. | Led product direction and delivery on the employer side: harmonising subsidiary needs, roadmap and module prioritisation, MVP scope, and coordination of the UAT, pilot and live stages. | Consolidate routine administration into one shared platform, introduced module by module. | Many companies sharing one platform means competing requests. We had to decide which needs were common enough to build once, which differences to support and which requests to defer. Requirements were gathered and documented to a shared standard so decisions could be traced. Phased delivery meant modules could reach users in stages instead of waiting for a complete suite. | Companies share one administrative base, and later products such as the BPM platform build on it. |
| Fuel Automation SystemFuel Operations | Covers fuel sold to farmer members in 1,100 cooperatives, according to the CV. | Fuel sales and reporting varied between cooperatives, with fragmented manual reporting. | Led product and delivery on the employer side: roadmap and prioritisation, MVP scope, and coordination of the UAT, pilot and live stages across operational and technical stakeholders. | Standardise sales, station workflows and reconciliation in one system, introduced in phases. | Fuel systems touch physical equipment, money and regulation at once, and each depends on the others. Planning therefore had to treat station equipment, business rules and reconciliation as one chain of dependencies. A phased path through user acceptance testing and pilots, rather than a single switch-over, was the way to manage that risk across many sites. | Cooperatives report in one standard way, designed to reduce data inconsistencies. |
| Business Process Management PlatformWorkflow / BPM | Used to digitise paper-based processes within the group on the shared administrative platform, according to the CV. | Requests and approvals moved on paper, by email and in Excel, with little traceability. | Led product direction and delivery on the employer side: process prioritisation, scope of the configurable workflow model, and coordination of the UAT, pilot and live stages. | Build a reusable, configurable workflow model instead of one-off digital forms. | The team built a configurable, reusable workflow structure rather than separate forms for each request. That takes more design effort at the start, in return for adding later processes on the same base. A second tension is speed versus redesign: digitising a process that nobody owns, or whose steps are unclear, only moves the confusion onto a screen. | Processes follow defined steps and roles, and each request can be traced from start to finish. |
| Customer-Facing Mobile ApplicationCustomer Engagement | Serves as the customer-facing mobile channel of Tarım Kredi Market, according to the CV. | Campaigns and product news reached customers through scattered, less centralised routes. | Led product direction and delivery on the employer side: journey priorities, release scope, and coordination of the UAT, pilot and live stages. | Create one mobile-first channel, managed centrally and scoped around key customer journeys. | A customer app competes for space on people's phones, so it has to be useful from the first release. That means choosing a small number of journeys and doing them well rather than covering every idea. On the inside, content management had to let business teams run campaigns without depending on developers for every change. | Customer communication runs through one managed channel instead of scattered routes. |
| HR & Employee Management PortalHR Systems | Not published | Employee-facing HR tasks relied on manual steps, with limited self-service and integration. | Coordinated the project on the employer side: supplier and dependency management, UAT coordination, release readiness and stakeholder communication. | Adopt a supplier portal and focus the in-house team on environment, integrations and UAT. | Working with a supplier product shifts the trade-offs. Customising the product too much creates long-term cost; customising too little leaves gaps in how the organisation works. Every integration also depends on the supplier's timeline and the readiness of internal systems, so the plan had to treat those dependencies, and acceptance testing, as delivery decisions rather than final checks. | HR interactions are designed to move into self-service, with readiness tracked through acceptance testing. |
Talk about a role or a challenge
If you are looking for product or software leadership, or planning a change like the ones above, I am glad to talk.
Get in touchThe longer story on the About page