Emre Devrim

Ancillary The effective approach towards ancillary revenues, optimizing resource usage, and our ability to take swift action yielded results quickly. In just 1.5 years, we successfully launched two new products and are now focused on the third. Our terminal ancillary revenues surged by 105% in just a year compared to the previous period. We aim to triple this figure within the next 5 years. Implementing strategies to maximize ancillary revenue has been a focal point of my role. Analyzing passenger data and market trends, I identified underutilized revenue streams and introduced targeted promotions and packages. Collaborating closely with the marketing and product development teams, I played a key role in designing and launching new ancillary products and services tailored to the needs and preferences of our target demographic. In a dynamic industry like aviation, continuous improvement is paramount. I regularly conduct performance analysis and gather feedback from passengers to identify areas for improvement in our ancillary offerings. Business Development: We have started kiosk(self bag drop), smart operation application and process improvement projects in one year. Embracing technological advancements is essential for driving innovation in ground operations. We evaluate emerging technologies to identify opportunities for improvement. By partnering with technology vendors and collaborating with internal IT teams, I oversee the successful implementation of these solutions to enhance operational efficiency and reliability. Monitoring key performance indicators (KPIs) and conducting data analysis are essential for evaluating ground operations initiatives' effectiveness and identifying improvement areas. We develop dashboards and reporting mechanisms to track operational metrics. I identify trends and patterns by leveraging data-driven insights to inform decision-making and drive continuous improvement efforts.

Managing strategic manpower planning and capacity for Ground operations over 2000+ employees Responsible for monthly planning activities of over 2000+ employees with 3 planning chief and coordinating real-time monitoring with 40 real-time dispatchers Established and administered annual budget (over 90 mio tl in 2020) with effective controls to prevent overages, minimize burn rate and support sustainability objectives Managing and tracking Ground Operations KPI performance. Assigning KPIs to responsibles and setting targets. Coordinating revision of targets and actions for low-performance KPIs. Creating monthly reports Coordinating monthly bonus targets and realizations for 2000+ employee Managing and coordinating employee performance in Ground-Operations Developed and implemented performance improvement strategies and plans to promote continuous improvement. Coordinating digital transformation and managing for industry 4.0 solutions and IT projects in a wide range combining them with process management Developed implementation methodologies to rein in project costs while meeting key milestones Identified plans and resources required to meet project goals and objectives by setting realistic timelines and checkpoints Managing and creating dashboard reports and report process (40+ reports in 2 years) Coordinated more than 10+ projects as the business owner explained in the project section. Managing terminal revenues over 120 million tl. Managing excess baggage revenue strategy, manage budgets, receivables and revenue optimization for the ground operations Creating new ancillary revenue areas. Creating feasibilities for process improvements, new projects and new handling organizations. Coordinating delay meeting and pre-analysis. Presenting delay meetings weekly with the executive board including CEO, COO, CCO. Determined vision and strategic direction for the process management area and coordinated resources to achieve targets within optimal timeframes

• Process Management The process is created on flow diagrams by process workshops. Risks, KPIs and control points added to created processes. Processes analyzed and redesigned as less time, less resource, more quality output by eliminating the waste time, resource and repeated manpower. • Delay Analysis And Improvements Delay reasons and reactionary effects are analyzed. First time root cause analysis used for delay reasons. Delay codes classified within sub delay codes. By sub code analysis, preventive actions are taken for major delay reasons. I give weekly a presentation on delays to CEO, COO, CCO and other executives. In Feb 2017 %15 OTP improvement was gained compared to 2016 results. • Internal Quality Audits Internal quality audits are performed to departments and execute including the executive board. Audit reports are prepared and created actions for noncompliance issues. Also, QDMS integration and BSC integration projects conducted, which are explained in the projects section.

Check-in Counter Optimization, Sita Type-B Message Cost Reduction, Excess Baggage Improvements projects conducted, which are explained in the projects section.

My portfolio consists of %75 of passenger and aircraft traffic movement, which includes Pegasus Airlines. My main mission is creating strong relationships with new and existing airlines in order to support the growth of airport passenger traffic. Basic functions; • Market research, route analysis using Sabre Solutions traffic data and recommend airlines possible routes • Route development studies: Identified and implemented route development strategies, business cases that promote business development • Aviation reports (such as Micro study, Realization, Transfer report and Destination) and analyzing passenger traffic and ATMs with its causes and consequence by route basis • Preparing Commercial Aviation Department Reports for CEO and board of directors • Preparing airport reports for airlines including traffic data, terminal improvements and airport facts • Preparing regular market analysis and reporting strategies, industry developments and new trends of aviation market • Preparation of annual marketing plan • Preparing and updating yearly forecasts and budgets of Commercial Aviation Department • Preparation of Airport presentation and make face to face to potential market and airlines • Attending international conventions (Routes, Slots) by representee of airport and marketing airport in face to face meetings with potential airlines in order to improve overseas business-to-business marketing efforts and focusing on attracting airlines and new network development • Creating and execute marketing activities with airlines in order to increase load factors and awareness of airport • Setting up regular meetings/events to improve customer communications • Meeting regularly with airlines’ officials (Network or Marketing) within my portfolio to assess the current situation. • Solving all kind of airline and passenger problems and ensure coordination of departments

In 2008 I established my own business in Furniture Industry by establishing Emsa Day. Tük. Mob. Ltd. Şti. in Aydın. I gained dealership rights from Yatpa AŞ with franchising the Alfemo brand. In 2008 we had 1300 m2 showroom and 4 employees. In 2009, we reached a turnover of 1,1 mio tl. In 2010 we opened our first branch in Selçuk / İzmir. In 2013 we dealt with Mekselina Mutfak Aksesuarları on sales and supply chain management in South Aegean Region. Basic Functions; • Sales Management (annual budget and balance calculations and determination of monthly sales targets) • Pr work (periodic campaign preparations, brochure design work, the visual design of showroom for targeted market) • Team Management (motivation of sales representatives, premium (fee or gifts) studies) • Supply Chain Management (purchasing process, product logistics planning, inventory management, supplier cost planning) • Product Diversity Management (choosing correct alternatives for targeted clients in the aspect of price, design and variety) • Network set-up (35 new dealers stared in 2013 year-round)

In the Logistics department, I had responsibility for supply chain management for both domestic and overseas goods, Also simplification of product groups, determining MRP criteria and minimizing inventory costs were my main duties. Basic functions are; • Supply chain management of over 5.000 goods • Reducing inventory cost of my portfolio (I have reduced inventory costs of my portfolio from 1,2 million $ to 0,8 million $ in 1 year) • Determining MRP criteria - inventory turnover, minimum order quantity, maximum order time, critical order quantity, etc. • Improving supply chain management with negotiating both domestic and overseas companies • Basic logistics reports for logistic director • Lack and late reports for all department • Cooperation with other departments for new projects