I make things—and help teams decide what is worth making.
I started working in digital in 1998. Since then, my work has moved across interfaces, products, publishing, sound and creative technology. The medium changes. The questions stay connected: who needs this, how should it work, and what will it take to make it real?
What has remained constant
I am most useful when the problem is still ambiguous.
I tend to question the stated problem, trace it toward its root causes and make the complexity understandable enough for people from different disciplines to act together. Much of my work has involved connecting capabilities that normally operate separately and turning them into a coherent system.
Curious what this looks like in practice? See the work →Strategy stays close to the work.
At SHERPA, I worked on UX strategy for products including the Arçelik, Beko and Grundig Smart TV experience. At Paribu, I built and led Paribu ArtGen and established Media Lab. Those are different kinds of responsibility, but each connects a decision about what to make with the practical work of delivering it.
Design is a way of looking at the whole.
I edited Her şey, tasarım., a book from SHERPA Blog. I still stand behind its premise: design reaches beyond the surface of an object or an interface. It also shapes how something works, how people experience it and how decisions fit together. That is the perspective I bring to products and organizations.
The work has never belonged to one medium.
Kentin İşitsel Güncesi, my experimental sound programme on Açık Radyo in 2009–2010, explored another way of making an experience. Alongside interfaces, prototypes and publishing, it reflects a long-running interest in how different forms of technology and expression affect what people can experience.
Why AI, and why now
AI is the current, most visible expression of the same work. It is not a change of direction.
Each technology I have worked with, from Smart TV interfaces to generative AI, raised the same questions: what is the real problem, what has to change around the technology, and what must be proven before it scales. AI now raises them for whole organizations at once, so much of my advisory work is AI strategy and transformation: where AI belongs, how to pilot and evaluate it, and the operating models around it.
The core skill is not knowing AI tools. It is framing ambiguous problems, deciding what should change, validating before scaling and connecting technology decisions to business consequences.
How I lead
Make the problem clear enough to act on.
Bring the necessary disciplines into the conversation early.
Build something that lets us test an assumption.
Make the decision and the responsibility explicit.
Stay close to delivery, and help the team carry the work forward.
Transfer successful capabilities into permanent teams.
How I work now
I work independently as an AI transformation advisor and fractional innovation lead. I also consider a small number of senior in-house roles where the mandate is to build an AI or innovation capability.
Ways to work together →Independent
AI transformation advisory and fractional innovation leadership
Paribu
Content, Design & Multimedia, and Media Lab leadership
Role progression
Associate Manager, Content (Sep 2022–Jan 2024); Supervisor, Design & Multimedia (Jan 2024–Jan 2025); Supervisor, Media Lab (Jan–Jun 2025); Manager, Media Lab (Jun 2025–Jan 2026).
SHERPA Blog
Editor-in-Chief
SHERPA
Founding team member; UX and product work
Wunderman
Digital Art Director
Digital work
Professional starting point
The earlier beginning
Computers entered my life in 1988, when an Amstrad CPC became the object through which I learned to explore systems, make things and follow curiosity without instructions. Professional digital work started in 1998.
Explore the work →