1. What transformation have you observed the most in the workforce in recent years?

In recent years, the most striking transformation has been that people are no longer seeking just a role — they’re seeking purpose and direction.

For young professionals today, it’s not only about belonging somewhere; it’s about knowing what they do, why they do it, and what greater value it serves.

We’ve met so many talented young people through our own team at Wide and Wise — bright minds who genuinely want to create, contribute, and make a difference. Even in times of economic uncertainty, this new generation prioritizes workplaces that align with their values and give them a genuine sense of trust.Feedback culture, learning speed, and the human side of leadership — these are no longer “nice-to-haves.” They’ve become the standard.

2. What advice would you give to companies that want to connect better with the new generation?

I think the first and most important thing is to truly listen. Retaining young professionals isn’t about complex strategies — it’s about building genuine dialogue.

People no longer want to be managed; they want to be understood. And I always say: creating fear or control-based pressure only damages engagement. Both approaches kill creativity and trust.

Being transparent about what we do, why we do it, and how we do it — that’s what builds genuine connection. Because real leadership isn’t about control; it’s about giving people the courage to make mistakes. And wherever that courage exists, loyalty, creativity, and productivity naturally follow.

3. What do you think is the biggest opportunity or risk for the consulting industry in the future?

We’re part of a unique generation — one that has lived through both the before and after of technology. When I started my career, technology wasn’t nearly as embedded in HR consulting as it is today. Most processes were manual; everything was much more “tangible."

Looking back now, I see technology as a true partner that makes life easier. Moving away from manual processes and building structured systems has created incredible efficiency. And artificial intelligence is simply the next phase of that evolution — just like the internet once was.

The real opportunity lies in treating technology not as a replacement, but as a support system. If we can blend smart systems with human intuition and empathy, we’ll turn this transformation into an advantage. The biggest risk, however, is losing the human element — emotion, intuition, and connection — amid all the speed and automation.

4. How did you decide to found Wide and Wise?

The story of Wide and Wise began with a major shift. When Kemal decided to relocate to Italy, I left my position in Turkey. Suddenly, I was in a new country, without the language, starting from zero.It was the first time in my life I was between jobs — but also the first time I had the courage to carve my own path. Instead of looking for a job, I decided to start my own business. We reached out to our network and began with a few consulting projects.

Then came the pandemic, which made everything digital almost overnight. Slowly, what began as freelance work evolved into something much bigger. One evening, Kemal and I said, “Let’s really build this.” We set up systems, expanded the team, and — once again — jumped in with both feet. This time, not into the pool… but into the sea! 🌊😄 We love those “jumping” moments.

Later, Kemal left his own job and joined full-time. We both came from consulting backgrounds and had seen so many examples of how not to work — from bosses to clients to competitors. So we decided to build our own playground, shaped by our own values and vision — one based on trust, ethics, and a genuinely human approach.

The name Wide and Wise perfectly captures that vision. When we started, our reach was small, but our vision was wide. That’s why Wide represents thinking beyond borders — and Wise stands for doing things smartly and strategically.It fits us perfectly because Kemal is a true growth mind — creative, experimental, visionary — while I’m all about operational excellence, practical solutions, and quality. We’re a perfect match. 😄

5. What was the most challenging — but also the most transformative — experience in building the company?

Without question, uncertainty. But that’s also what shaped me the most.

At one point, everything was on my shoulders: No logo, no website — sales, operations, marketing, client relations, candidate success, finance… all me! 😄 You’re building strategy in the morning, leading a client meeting in the afternoon, and writing reports at night. You don’t see results right away, and that’s tough.

But that period taught me everything. I learned how to deal with inconsistent income, how to stay disciplined, and that waking up motivated is actually a muscle. I learned that not everything happens at once, that some things simply take time to build — and that asking for help and collaborating isn’t weakness, it’s wisdom.

At some point, resilience turns into something else entirely — you become a human bouncy ball! 😄

It taught me optimism, the power of positive thinking, and the importance of ethics as the foundation of everything. And maybe most importantly, I learned to pat myself on the shoulder and say, “Well done.” Because in entrepreneurship, no one else does that for you.

6. What does it mean to stand out in such a competitive industry?

For us, standing out isn’t about being the loudest voice — it’s about building real trust.

We’ve created a culture that’s approachable, transparent, and solution-oriented. Our relationships with clients are never short-term transactions; they’re long-term partnerships built on shared value.

Sometimes a project might look profitable in the short term, but if it’s not built on trust, we prefer to walk away. Sustainable growth, for us, is rooted in trust and expertise.

Knowing what you can’t do is just as important as confidently doing what you can. That’s where passion and honesty intersect — and that’s exactly where we aim to be.

7. What’s the best career advice you’ve ever received — and do you still live by it?

I’ve received so much advice over the years — some great, some not so much. 😄 But the one that truly stayed with me came from my former American general manager:

No matter what happens — keep going. Plans fall through, projects get delayed, things get messy. But our rule is simple: if something goes wrong, you get five minutes to be upset. Then it’s next and go.

That sentence still defines Wide and Wise’s spirit today. Because for us, “keep going” isn’t just motivation — it’s resilience, flexibility, and faith. Success isn’t about the biggest title or the highest position; it’s about doing your best wherever you are. You don’t always need to be bigger — sometimes being better is far more meaningful.

8. What does human-centered consulting mean to you?

To me, it all starts with listening. In a true consulting partnership, neither the company’s voice nor the candidate’s voice should dominate. Both perspectives — their needs, expectations, and limits — deserve to be heard.

At the heart of this approach lies ethics. It’s not about filling a role; it’s about creating a sustainable match — one that benefits both sides. This applies to our partner companies just as much as to candidates. When we assess cultural fit, we prioritize transparency for candidates, and we equally ensure we present the right person to meet a company’s real needs.

Sometimes, doing what’s best means balancing both — and that’s the essence of consulting.

9. Why is it important to give people space — in careers, culture, and hiring?

First, we need to define what “giving space” means. To me, it’s not just about allowing someone to speak — it’s about creating an environment where they feel truly heard.

It’s knowing they won’t be judged for expressing their opinions, and that making mistakes won’t get them punished. Creating space is about making people feel valued, not merely permitted. Potential doesn’t flourish under pressure — it grows in trust. That’s why, when we meet candidates, we don’t “test” them — we try to understand them. We look for motivation, values, and perspective, because that’s where true matches are born.

And on the company side, it’s about giving employees room to try, fail, and grow. When people feel seen and valued, they choose to belong — not because they have to, but because they want to.

10. What has been your most emotional or proudest moment so far?

There was a moment, in the middle of uncertainty, when we asked ourselves, “Should we just stop?” And that same day, we received news that a long-awaited project had been approved.

It was so symbolic — I remember crying. Partly from exhaustion, partly from relief. Sometimes, one email, one thank-you message, one tiny sign is all it takes to remind you: you’re on the right path.

And I think the greatest pride always hides in those moments — the ones when you didn’t give up.

11. Despite everything, what still excites you today?

What excites me most is still the idea of expansion and discovery. Exploring new markets, meeting new people, understanding different dynamics.

Each new region, each new collaboration opens a new field of learning. And along the way, I meet not only new clients but also new talents — new passions, new energies — who want to join us.I like to see it all as a game — an ever-evolving, limitless game. When you truly believe in what you do, people around you start believing too. And once they really believe, you start walking together — toward a shared purpose.That’s when everything becomes far more meaningful and far more exciting.

12. If you could tell one thing to a new consultant, founder, or team builder, what would it be?

Believe. Trust. Be ethical. Don’t give up.

That’s really the essence of it all. Entrepreneurship can be lonely and uncertain at times, but if you hold onto your faith, stay true to your values, and refuse to give up — it always pays off in the end.