Operating model
Seller lifecycle, ownership and operational progression from onboarding to sustained participation.
Work
Systems designed towork in the real world.
Selected work across business, operations and technology, from designing operating models and performance systems to building a business from the ground up.
The focus is not only on what was delivered, but on the systems behind the outcome: how they were designed, operated, measured and improved.
Seller SuccessOperating System
Designing the operating and decision system behind Seller Success for a new marketplace model.
Fırsat is a marketplace venture built within ikas and established through a separate company.
Fırsat required more than a set of seller-facing processes. The challenge was to connect onboarding, operational readiness, activation, campaign participation and performance within a system that could support day-to-day execution and better decisions.
My contribution focused on designing key parts of the operating model and structuring seller-side information for management decision support.
I led coordination across the product, design, commercial, finance, customer success and legal functions involved in shaping the seller and customer experience.
Decision support
High-level performance signals structured to support operational decisions and appropriate intervention.
Management insight
Seller-side operational information organized to support decisions beyond the day-to-day operation.
Cross-functional coordination
Seller-side requirements translated into coordinated action across the functions shaping the marketplace experience.
Seller operating flow
- Onboard
- Prepare
- Activate
- Participate
- Measure
- Intervene
- Improve
Management decision support
Leadership teams
Operational and commercial signals translated into structured management insight.
Cross-functional system
Product · Design · Business Development · FP&A · Customer Success · Legal
Connecting seller-side operational needs with the teams responsible for product, commercial, financial and contractual decisions.
System components
- Operating modelLifecycle & ownership
- Decision supportMeasurement & intervention
- Management insightOperational signals & decisions
- Cross-functional coordinationShared action & ownership
I helped create a structured operating model connecting seller operations, performance signals, management decisions and cross-functional action.
The work established a clearer foundation for ownership, decision support and continuous improvement as the marketplace evolves.
Read the case →Sales Quality &Performance System
Turning sales quality into a measurable system for performance diagnosis and continuous improvement.
Sales results show what happened. They do not always explain why it happened. The challenge was to connect real sales behavior with quality assessment, performance information and targeted improvement actions.
I designed and owned the system across call review, quality evaluation, role-play, coaching, training, sales meetings and performance measurement, creating a repeatable cycle for identifying gaps, acting on them and evaluating what changed.
Performance improvement loop
- Observe
- Assess
- Diagnose
- Coach
- Practice
- Re-evaluate
- Measure
- Improve
Quality framework
Standardized review of real sales interactions and observable selling behavior.
Performance model
Commercial results, activity and quality signals combined to create a clearer view of performance.
Coaching loop
Specific findings translated into feedback, practice and recurring evaluation.
Sales enablement
Training, role-play and supporting materials built around observed performance needs.
Performance diagnosis
- Activity
- Quality
- Conversation progression
- Opportunity
- Conversion
- Result
Where is performance actually breaking down?
Performance view
Results plus activity plus quality plus consistency equals performance view
Performance was treated as a combination of results, activity, quality and consistency rather than a single output metric.
System-level insight
A recurring individual problem can become a team-level signal.
When the same performance gap appeared repeatedly, the question shifted from individual coaching to whether training, process or enablement needed to change.
System components
- Quality frameworkCall review · Quality evaluation
- Performance modelResults · Activity · Quality · Consistency
- Coaching loopFeedback · Practice · Re-evaluation
- Sales enablementTraining · Coaching · Sales meetings
The system created a repeatable structure for connecting observed sales behavior with diagnosis, targeted development actions and measurable improvement.
It created clearer visibility into individual and team development needs while connecting quality findings with coaching, training and performance conversations.
The goal was not to score salespeople. It was to understand performance well enough to improve it.
Read the case →Building a CommerceBusiness from Zero
Building the commercial system behind a direct-to-consumer home-textile venture while experiencing the realities of entrepreneurship first-hand.
Dolce.ev started without an inherited operating model, customer base or commercial infrastructure. Product selection, pricing, logistics, payments, digital infrastructure, customer acquisition and the economics connecting them had to be built from the ground up.
As co-founder, I work across strategy, commerce, operations and growth, testing assumptions against market behavior and adapting the system as new evidence appears.
Building the business
- Idea
- Product
- Economics
- Infrastructure
- Go to market
- Customer
- Learn
- Adjust
Entrepreneurial loop
- Assume
- Build
- Spend
- Sell
- Measure
- Learn
- Adjust
Commerce economics
Understanding the real cost of selling by connecting product cost, tax, payment fees, shipping, acquisition and margin conceptually.
Pricing & basket design
Designing channel-aware pricing and basket economics rather than treating price as a standalone number.
Commerce infrastructure
Building the storefront, catalog, payment, marketplace and operational foundations required to take products to market.
Go-to-market
Testing products, offers and acquisition assumptions against market behavior and adjusting from evidence.
Commerce economics
Product cost plus tax plus payment plus shipping plus acquisition plus channel cost equals real cost to sell
Selling price minus real cost to sell equals contribution
Basket economics
Shipping costs pushed the commercial model beyond individual product margin. Basket structure, multi-product orders and the free-shipping threshold became part of the pricing problem rather than separate logistics decisions.
Channel economics
Price changes with the economics of the channel.
Direct store
Payment
Shipping
Acquisition
Marketplace
Commission
Shipping
Campaign pressure
Marketplace economics
What building it taught me
- Revenue is not margin.
- Inventory is a capital-allocation decision.
- Small costs compound quickly.
- Customers invalidate assumptions.
Current state
Preparing for reactivation.
Dolce.ev is an established commerce venture currently dormant, with work underway to reactivate and continue building it.
System components
- Commerce economicsCost · Margin · Channel economics
- Pricing & basket designPricing · Basket · Shipping threshold
- Commerce infrastructureStore · Catalog · Payments · Marketplaces
- Go-to-marketOffer · Acquisition · Learning
We turned an initial product idea into a commerce system that could be tested against real market behavior.
The work connected product, pricing, logistics, payments, customer acquisition and unit-economics thinking while creating a practical environment for learning from commercial decisions.
Dolce.ev is both a venture and a learning environment.
Read the case →Areas of impact
The contexts change, but the work repeatedly comes back to a small set of problems: how systems are designed, how performance is understood, and how better decisions become better execution.
Operating systems
How should the operation work?
Designing the processes, ownership, decision points and feedback mechanisms that allow an operation to function with greater clarity and consistency.
Performance & measurement
How do we know what is working?
Building measurement structures that connect activity, behavior and outcomes so performance can be understood rather than simply reported.
Commercial systems
Does the economic model work?
Connecting pricing, cost, margin, channel economics and commercial decisions into a structure that can survive real operating conditions.
Product & process design
What should be built or changed?
Translating operational, seller and customer needs into clearer workflows, product requirements and practical system improvements.
Cross-functional operations
How do different functions move together?
Creating enough shared structure for operational, commercial, product, financial and legal dependencies to move toward the same outcome.
Building from zero
What happens when there is no existing system?
Turning an idea into something operational by making decisions, building infrastructure, taking risk, testing assumptions and adapting through evidence.
Next
The work is different each time.
The approach is not.
Understand the problem.Design the system.Put it into real operation.Measure what happens.Improve from there.