Teknosa appoints 2 new executives as CTO and CHRO, what does it signal for retail?

Poyrazoğlu studied Control and Computer Engineering at İTÜ and holds an Executive MBA from Işık University. His career starts at Yapı Kredi Bankası Teknoloji and runs through Koç.net, Turkecom Technology and Doğan Group, including a CTO role at Doğan Online and a deputy general manager post at D&R. From 2013 to 2023 he serves as CTO/CPO and Executive Board member at eBay Türkiye (GittiGidiyor), and his record also lists Country Manager at ScaleFocus Türkiye.

Dartar holds a business degree from İTÜ and a master’s in Action Research and Transformation from Sabancı University. Her HR career begins at Er-Bakır in 2009 and moves to Enerjisa Enerji in 2013. Since February 2025 she has been People and Culture Director at Enerjisa Enerji.

In September 2026, Teknosa named Mustafa Aşkım Akata Deputy General Manager for Commercial (CCO) and Zafer Özçelik Deputy General Manager for Marketing (CMO). Both have been in post since 1 October. So four senior seats change hands within roughly two months.

Picture a single-branch electronics shop in Bursa. The owner rolls up the shutter, and the till software demands an update and refuses to start. The new sales assistant is waiting to ask for a day off. A customer walks out while the owner holds a support line in one hand and a shift rota in the other.

The turning point is not the breakdown but a realisation while closing the till. Two jobs ran all day, and nobody managed either. That evening the owner admits, for the first time, that these two jobs each need their own owner.

The news gives no reason for the appointments, so reading intent into them would be a mistake. The structure, though, is clear: technology sits in one seat, people and sustainability in another. At the consulting table we see the same thing: when both jobs sit with one person, priority slides to whatever is on fire.

A new technology leader often reviews the systems already in place. For vendors of POS, inventory management, marketplace integration and data infrastructure, that can mean new meetings. Teknosa has not said which area comes first.

As large chains move technology and HR to the top table, competition for store managers, e-commerce leads and data-literate staff gets tougher. For a small business, that means good people are harder to keep. Replacing a leaver takes time, and average basket value can slip meanwhile.

Teknosa’s dealers and service firms may expect to revisit processes with the new management. On the HR side, training, recruitment and employee benefits providers gain a new counterpart. We look at what actually works in employee perks separately, through Pluxee’s CarrefourSA discount.

A CPO owns the digital product the customer touches: the app, the website and the checkout flow. Someone with marketplace experience is used to discussing, with data, the exact step where shoppers abandon their basket.

Does a product show online while the shelf is empty? Are your Google Business Profile hours wrong? Do marketplace orders miss the stock at the till? Each of these needs a technology owner; otherwise stock gathers dust and orders turn into cancellations.

Store reviews can mention the people who served the customer: their manner, their knowledge, their speed. That links the CHRO seat to digital visibility. Replying to reviews is also a team job, and someone on the team has to own it.

No. Holding everything feels faster, but the work piles up. An owner juggling the shift plan while the till is stuck does both jobs halfway.

Dartar’s title covers human resources and sustainability together. It puts engagement, training and long-term responsibility under one heading. At a small scale, the equivalent might be tracking staff turnover and showing your team a path to grow.

Another story from the same week shows how far HR experience can travel. Ümran Beba, a former head of HR at PepsiCo, is now ETİ’s Americas President. It is an example of treating people management as growth work, not support work.

Write an owner next to each system: till software, inventory program, website, marketplace panel, Google Business Profile and card terminal. A system with no owner locks up the shop at the first fault.

Hold a short one-to-one with each employee and ask a single question: what makes your job harder? The answers write the HR agenda for you.

If your own name is the only one in both columns, an outside view helps. We build business models and digital transformation routines together with companies through our digital transformation management work.

Not directly. If you supply Teknosa with products or services, processes may come up for renegotiation with the new management. Otherwise the effect is indirect, through competition for staff and the example it sets for the sector.

You need ownership, not titles. Tying technology to one person and the team to another is enough. These people can be part-time staff or outside support.

Senior executive details for listed companies appear on the company page on KAP. Because the start dates are still ahead, the two names may be added later. Verify the current information there.