Hi, I'm Burak. For more than twenty years I've been in the marketing and strategy business. Along this journey I founded and ran two award-winning digital agencies, Krombera and Kroppa. Together with my teams, we had the chance to work with brands like Netflix, Vodafone, Danone, Akbank, Intel, KPMG, P&G, Coca-Cola, Unilever and Nike.
These days, the real question on my mind at Kroppa is this: how do brands genuinely build an AI capability? In marketing, in production or in human resources, how do we take it beyond a polished presentation and turn it into a lasting muscle?
To understand and solve it, I move along three separate tracks.
I write: I share what's on my mind regularly. The clearest form of this is Masa. Once every two weeks, a single public piece where I take whatever subject came to the table that week and weigh it from the outside, with an independent eye. The Executives is the institutional side; a multi-voice publication on how technology is changing the way we work and think. For decision-makers I prepare two more things. First, the Annual AI Letter, a free reading of the transformation. Second, Reserved Seat, entirely at the governance level: a closed, invite-only peer circle I prepare once a quarter. And in the background of all this, I'm writing a book that tells the story of AI transformation through the very window of the decision-maker.
I apply: At Kroppa, I personally run companies' marketing and digital transformation in the field, with the FRAME and CLIMB models I developed myself. I apply, I learn, and I transform.
I build: I'm not someone who only reads and talks about AI. Whatever I write, I first have it coded, then turn it into a real product. Because if you want to transform something, you have to start with yourself first.
Throughout my career I witnessed marketing's shift from traditional to digital, and I took part in it myself. Now, with that same strategist's curiosity, I'm watching how AI is recreating companies from the ground up. The real weight of the transformation, namely judgment, trust and accountability, rests squarely on the shoulders of the decision-makers. No one can carry that weight for them. But when a hard question lands on the table, I can be someone beside them who thinks from the outside, independently. In recent years this is exactly what I've done most — passing my experience on to those who lead companies, and thinking through the hardest questions of the day together with them.
If you'd like to follow along, my accounts are below. See you around!