Basak Akcam Trotter

移动运营商希望加强他们的应用程序设计，提高采用率. The objective of the project was to develop a digital strategy blueprint.

As part of the current state assessment, I led the team in designing and implementing a digital behavior-based segmentation model. 通过应用组合和体验诊断对用户跨渠道交互行为进行分析和补充.

Target portfolio and experience are designed based on findings and strategic direction. Technology architecture for the ideal state design and operating model were redesigned, along with an implementation roadmap.

Customer satisfaction levels and NPS scores were very low for the real estate developer. 我负责端到端客户之旅，并开发了两个新的渠道来改善销售和服务体验.

I re-engineered processes across the customer lifecycle, including pre-sales and sales. I also led integration efforts to achieve an omnichannel experience, introducing two new channels: A mobile app and a customer portal. 我将20项重要的客户支持服务转移到网上，重点关注业务收集和客户需求. Finally, I developed the MVP and product increments and led the implementation of the entire portfolio.

The project objective was to create dashboards for a central government agency. 该团队通过收集和整合来自不同政府机构的数据来设计和实施仪表板.

I led the analytics product development. 我介绍了数据科学和预测建模的概念，作为产品设计和开发的一部分. My team implemented advanced models for community development, education, and health functions.

我为土耳其一家企业集团的卓越分析中心开发了分析产品.

目标是通过向不同公司的客户交叉销售和向上销售来增加销售收入，并通过客户满意度和以客户为导向的方法来留住客户. 通过有针对性的营销活动和其他营销活动，在集团公司之间建立预期的协同效应, the company needed to know its customers better.

Data from 12 group companies have been consolidated and unified—57 million customers, 10 million services, and 150 million FMCG transactions.
The team performed feature engineering and data transformations, calculating the value score based on the selected features. 宏观(基于价值和潜力)和微观(基于行为和生活方式)部分得分使用无监督技术计算. 损失价值是根据每个人的购物习惯、留存率和流失率来计算的. 该团队还自动化了模型的开发，并将其部署到活动管理系统中.

I carried the lead analytics and insights role in a 3-year digital transformation project.

我重新定义了零售和商业银行业务细分模型，并在业务细分上实现了多个客户分析用例, including value, needs, and behavioral segmentation models. I also supported the deployment of models for campaign management efforts.

Finally, I led a large-scale team to accomplish organizational restructuring, business process re-engineering, performance management, and balanced scorecard design.

Healthcare Free Zone wanted to create, maintain, and continuously improve the regulated environment of high-quality healthcare, wellness and integrated medicine, promote the emergence of an academic learning environment, and design and offer services for the benefit of patients, professionals, operators, and investors to maximize the financial returns and shareholder value.

In line with that vision, the project had two goals:
•确保自由区运营商为医疗保健提供者和行业专业人士提供卓越的体验，以产生口碑.
•确保医疗保健提供者在自由区的支持和指导下为患者和家属提供卓越的体验，以产生更多的转诊.