Metin Oktay

Responsible for defining and implementing the Group’s overall business strategy in the region, with the dual goals of growing top-line revenues through generation of scalable, repeatable, structured customer and partner relationships and embracing the operational leadership of existing production facilities and businesses. Nominated legal representative for YILDIRIM Group in the region. Acts as General Director for YILDIRIM Holding Kazakhstan, as well as for four of the 18 Group companies in Russia & CIS. Acts as Chairman of the Supervisory Board of 5 JV exploration companies with Kazakh National Geological Exploration company, KazGeology JSC. Ensures corporate infrastructure is in place to support growth and local/global initiatives. Communicates with and acts as the primary focal point to all elected officials and key governmental authorities in the region. Designs organizational set ups and determines resourcing requirements for new investment / partnership opportunities and new projects. Liaises with all local and international banks and financial institutions in the region for financing requirements of new investments and existing operations. Member of the Executive Committee of YILDIRIM Group. Reports to COO - YILDIRIM Group.

(8 direct + 11 indirect reports)
Heads up the new business development activities and government relations globally for YILDIRIM Group companies. Leads the development of all green field projects in high growth countries at the Executive level. Communicates with and acts as the primary focal point to all elected officials and key government departments in new territories; monitors and informs political and economic developments while fostering meaningful relationships in target countries. Designs organizational set ups and determines resourcing requirements for new investment / partnership opportunities and new projects. Coordinates with and garners internal support from different business units within YILDIRIM Group companies for the new projects and forms cross-functional project teams to develop and execute them. Member of the Executive Committee. Reports to COO.
 Established a subsidiary company in Tashkent, Uzbekistan, and a liaison office in Astana, Kazakhstan.
 Led all PPP contract negotiations with Uzbek Government for a 900MW Combined Cycle Power Plant on a BOO basis.
 Developed and negotiated an investment agreement with Goscomgeology (Uzbek Ministry of Natural Resources) for the exploration and development of prospective areas of gold-silver and copper-molybdenum in Uzbekistan
 Secured an MoU with Uzbekistan Airways for the modernization and expansion of Tashkent International Airport.
 Developed a partnership with Ayhanlar Road Construction LLC and won a government tender in Malta for a road junction project.
 Established a Strategic Alliance with Enka, a leading Turkish construction company, for infrastructure projects in Latin America and negotiated an international consortium to bid for an LNG re-gasification project in Buenaventura, Colombia, with Genesis Capital Group S.A.S and Fanalca S.A.

 Provides strategic advice and support to companies in the Energy, Aerospace and Capital Equipment sectors.
 Contracted to lead the development (feasibility study, validation & bankability, and RFI process) of a 10MWe Biomass Power Plant project in southern Turkey for an international consortium.

(4 direct + 16 indirect reports | £625K OpEx)
Legacy: Fortified business operations in Turkey, expanded brand awareness and equity, sourced and negotiated a financing solution, creating a robust, viable and respected footprint in a region new to Doosan.
MANAGING DIRECTOR - Turkey, Georgia, Greece, Israel, and Azerbaijan
(4 direct + 16 indirect reports | £625K OpEx)
 Hired with a demanding mandate to start Doosan’s operations in Turkey, build and establish a visible and competitive presence ready to seize market share and heighten client engagement.
 Conducted a market analysis and devised the country strategy utilizing local business knowledge.
 Tabulated the budget to support the country strategy and detailed staffing and public relations plans gaining approval to advance, hiring an international recruitment firm, PR agency and accounting provider.
 Opened the Turkish site encouraging both potential clients and the competition to visit the new office.
 Attracted invitations to attend and exhibit at numerous industry-specific events and activities to gain recognition as a highly regarded international EPC entity and major equipment supplier across thermal power and waste/water treatment sectors, repositioning the brand as a trendsetter.
 Combatted complex contract financing issues as the Chinese, with cheaper and easier to obtain finance solutions, captured the bulk of business.
 Devised a specific finance solution for Turkey signing a Memorandum of Understanding (MoU) with Alpiq (a Swiss state-owned power trading company) to exclusively provide a long-term Power Purchase Agreement to Turkish sponsors for 20% of all electricity generated if Doosan secured the contract.
 Sourced and signed other agreements to remove finance obstruction, ease and expedite winning high value, high profile power generation equipment supply contracts.
 Piloted a project raising $1.2B in loans for a 2x660MW coal fired power plant positioning Doosan as a viable alternative to the Chinese, opening competitive multibillion dollar opportunities.
 Planned and initiated an aggressive sales campaign identifying feasible projects, evaluating options to place Doosan in the pre-qualification and bid phase, authoring and presenting compelling proposals.
 Gathered competitive intelligence, calculated expected winning price, assembled local sub-contractors and vendors to build a powerful consortium.
 Rapidly sparked attention from key decision makers to win a $1B contract from two bids and a further two contracts generating $22.5M through the partnership with Doosan Skoda Power.
 Pre-qualified and currently participating in a $300M power plant rehabilitation bid.

(3 direct + 8 indirect reports | $600K CapEx | $200K OpEx)
Legacy: Established the subsidiary, swiftly generated unparalleled excitement across the Turkish mining sector, navigating government complexity and competing with well-known Australian and Canadian mining exploration firms, signing an MoU prior to a government mandate to halt title handovers to foreign entities.
COUNTRY GENERAL MANAGER - Turkey
(3 direct + 8 indirect reports | $600K CapEx | $200K OpEx)
 Recruited to expedite shareholder ROI and stimulate intrigue in Rubicon using a limited budget and resources.
 Authored and presented an ambitious country strategy and roadmap to quickly access license holders and nurture opportunities, backed by market research, sector analysis, current license holder evaluation, potential competition, drafted rules of engagement and legal requirements to set up the entity.
 Interacted with opinion leaders and government agencies to discuss potential opportunities, sourcing and recruiting the team initiating an accelerated exploration and development project assessment programme.
 Negotiated and signed an MoU to purchase a gold exploration license in Western Turkey generating excitement on the stock market to raise additional funds for the next project phase.

(8 direct + 156 indirect reports | $4.5M CapEx | $18.8M OpEx | $300M P&L)
Legacy: Resurrected and transformed the newly privatized company experiencing multiple operational, financial and administrative problems, wrapping up the challenging and exhaustive project in under 9 months.
 Parachuted in to revive the 53-vessel ferry operator, recently taken private from government-owned, requiring swift and radical realignment to support ambitious growth plans despite lack of staff knowledge.
 Reviewed finances and took swift action to minimize financial risk as revenues accrued in Turkey Lira and loans in US dollars, utilizing currency and interest rate hedging, and sourcing alternative cash sources.
 Prepared and distributed Turkey’s largest and first competitive 276M litre marine diesel procurement tender contributing $275M USD over 3 years.
 Secured 90-day payment terms without bank guarantees to provide a $15M buffer supported with a $40M direct cash injection by the marine diesel supplier in first year.
 Engaged a PR agency and digital media / IT company to initiate a corporate rebrand to refresh the image coupled with a notable social media marketing strategy to strengthen target audience penetration.
 Designed the new company logo and corporate identity with world-class fully functional website and free magazine given to passengers and through social media platforms.
 Drafted and drove an aggressive recruiting campaign to hire 15 female directors and management staff.
 Tackled and resolved shareholder demand to raise revenue significantly in one year from TRY 496M to TRY 538M without increasing rates.
 Acquired a new sales and financial system (Hitit Crane Pax Reservation application) and upgraded SAP system to provide dynamic pricing and real-time sales reports to support new revenue generating services.
 Launched a new low-cost sea and land transportation route, signing a new sharing agreement with an outdoor/indoor advertising agency to convert passenger and car waiting areas, piers, seats and timetables into revenue generating advertising areas.
 Captured a 3-year partnership with Budget and Avis earning IDO a 17.5% commission for each rental.

(7 direct + 8 indirect reports | Managed field service offices in 3 countries from Derby, UK)
 Charted a 3-year business plan as Rolls-Royce decided to elevate their presence, swiftly resolving complex contractual issues with existing customers to recoup all debt while strengthening aero-engine sales, long term service agreements and aftermarket presence.
 Formed a 50:50 Joint Venture with Egypt Air to modernize and expand their overhaul workshop to acquire $350M incremental business through an extension of the TotalCare® aftermarket service.
 Won a $480M contract from Ethiopian Airlines, $200M from Tunisair and a 10 year TotalCare® aftermarket service agreement to support South African Airways new fleet.

Head of business development, commercial and financial functions of the $4 billion multi-national Joint Venture aeroengine programme (V2500); developed & implemented commercial strategies for the V2500 programme; ran the financial reporting & management accounting functions; evaluated proposals for new aircraft campaigns on behalf of Rolls-Royce and sponsored these proposals with recommendations to the President, COO and CFO of Rolls-Royce's Civil Aerospace Division; negotiated & drove resolution of any commercial issues with other three shareholders: Pratt & Whitney of USA, the Japanese Aero Engines Corporation and MTU Aero Engines of Germany; reported to Director of Airlines Programmes in Berlin, with a direct functional reporting line to CFO, Rolls-Royce Civil Aerospace in Derby, UK.


• Set up a new commercial & finance department of 8 direct reports and established seamless commercial & financial processes with Rolls-Royce's HQ in the UK and IAE's HQ in the US after Rolls-Royce moved the V2500 programme from England to Germany in 2006.
• Delivered unprecedented results for the third straight year by growing PBT (Profit before Tax) by 35% to $220M with cash balance reaching $367M in FY2008.

Responsible for developing, negotiating, and implementing customer finance solutions for new aircraft campaigns in the Middle East & Asia. Responsibilities included arranging and structuring aircraft & spare engine financing support covering operating leases, aircraft trade-ins, sale and leasebacks, Export Credit financing, residual value guarantees and backstop finance; negotiated with counterparts at Airbus Customer Finance, Boeing Capital Aircraft Financial Services, leasing companies and financial institutions, with a view to structuring all financing requirements of airline customers. Reported to General Manager.


• Reduced the regional Contingent Liabilities portfolio by 20% through the process of refinancing and sell-downs.
• Chaired Aircraft Finance training sessions in China involving major local airlines and advised them on obtaining Export Credit Financing. Air China, China Eastern and China Southern Airlines consequently chose Rolls-Royce engines to power their Airbus A330 aircraft, a deal worth $1.85 billion to Rolls-Royce

Focused on the origination of M&A transactions primarily in the aerospace & defence sectors. Responsibilities included evaluation of industry trends, competitor analyses, and benchmarking; identifying acquisition and/or disposal targets; assessment of potential financial requirements; financial and business modelling including valuations of public and private companies; preparation and evaluation of selling memoranda; delivering fairness opinions and participating in commercial due diligence activities.


• Advised EADS, Europe's largest aerospace firm, on disposal of EADS RACOMS, its subsidiary of HF radio systems & communications for high-speed trains, for fees of €1M
• Advised BSH Bosch und Siemens Hausgeräte GmbH in the acquisition of 25% stake of BSH Profilo, a Turkish manufacturer of white goods, from Profilo Holding & the Kamhi Family

Advised companies in the aerospace & defence sectors on business strategy from process re-engineering to change management. Responsibilities included managing joint project teams of consultants and client personnel to analyse the operations and then to deliver clear and actionable strategic recommendations.


• Managed two process re-engineering & optimisation projects in France & Germany for Airbus Industries, resulting in future projects being contracted to KPMG worth $350K. Partnered with Airbus senior management to implement a rationalisation plan to eliminate inefficient processes and closure of high cost functions
• Led the development of a project proposal for the post-merger integration of the procurement processes at BAE Systems, which resulted in winning a US$150K mandate

Commissioned as Armoured Corps Officer; commanded & led armoured units operating M60A1 & Leopard 1A5 tanks. Cross-branched into Army Aviation and type-trained on Bell Textron AH-1W Super Cobra, Bell UH-1H (Huey), Schweizer S-300 Helicopters