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When we started working with Gökhan, we were a technically very strong company that lacked the same discipline on the commercial side. From sales to marketing, from quoting processes to customer segmentation, we tackled the entire structure together. One of his biggest contributions was giving our company a commercial mathematics. We now know far more clearly which customer we approach, with which product, at which margin and with which goal.

When we first started working with Gökhan, our goal was to improve our sales and marketing system. As the process went on, we revisited many parts of the company, from our organizational structure to KPIs, from department responsibilities to management meetings. Where we once judged performance mostly by revenue, today we track dozens of different indicators. He truly embedded a KPI culture in our company.

Perhaps the most valuable result for us, even before sales, was the change in the company’s working environment. It was a highly stressful structure where crises were constantly discussed and people blamed each other. As Gökhan clarified processes, responsibilities and KPIs, the tension between teams began to ease. Today we have a calmer, more transparent and far more enjoyable workplace. The interesting part is that as the atmosphere improved, so did performance.

Turnover had become a serious problem for our company. Our first reflex was to assume it was about the employees or the wages. Gökhan, however, took a much broader view, from management style to job descriptions, from career expectations to the manager–employee relationship. After the changes we made, we saw stability and a sense of belonging rise markedly across the teams. He showed us that a human resources problem is sometimes actually a management problem.

The first time Gökhan came to our store, he watched the customers and the team for about two hours without saying a word. Then he started asking us questions about the store we had never thought about. From product placement to how customers move through the store, from the words our sales associates use to basket composition, we rethought everything. Our view of retail changed completely.

He gave us a very strong creative perspective. And I don’t mean that only in the sense of producing beautiful campaigns or ads. We began to look at every touchpoint from a different angle, from the product, the store and the packaging to the way we sell and even how we speak to the customer. An idea he throws out in a meeting can sometimes unlock an issue we had been unable to solve for months.

We were a local brand with a fairly decent volume in e-commerce. Shortly after we started working with Gökhan, we saw how much room the system had for improvement. Within about a month, our sales volume grew nearly 2.5x and our order count nearly 2x. He evaluates the site, campaigns, products, pricing, ads and customer behavior not one by one, but within the same system. He reads the algorithm of e-commerce extremely well.

One of the most important things Gökhan brought to our company was changing the language of management. Our meetings used to revolve mostly around problems and people. Today we talk about data, KPIs, actions and results. This change has had a major impact not only on performance but also on the peace of mind within the company.

As a manufacturing-rooted company, for a long time we saw the store simply as the last point where the product is sold. Gökhan showed us that a store is actually a commercial system that needs to be managed in its own right. Topics like store segmentation, sales per square meter, conversion, ATV, UPT, product mix and team performance entered our management agenda. He truly gave us retail mathematics.