Keynote

The story does not concern technology. It concerns what happens to people when the way they work is changed by a decision taken elsewhere. I have been on both sides of that: the side which takes the decision, and the side on which it lands.

Building

Starting something before anyone believes in it teaches a particular lesson: the idea is not the hard part. Carrying it while nobody else can see it yet, and keeping a small group of people willing to carry it with you, is the hard part.

Scaling

A small operation becomes a large one and something breaks. It is almost never the technology. A decision taken in one room now reaches three rooms, and nobody agreed who owns what happens next. Growth does not create that problem, it reveals it.

Handing over

A handover shows what a company actually depends on. Work that lived in one person's head becomes visible on the day that person leaves, and not before.

Now

AI has made the same problem faster. The tool works, the training happened, the policy is sound, and nothing changed, because the way people are measured did not.

Different audiences need different entry points. Boards begin at the fourth part. Founders begin at the first. Operators begin with what breaks.

I speak in English and in Turkish.