{"id":1295,"date":"2009-01-22T02:00:00","date_gmt":"2009-01-22T00:00:00","guid":{"rendered":"http:\/\/92.45.35.169\/soyak-holding-ceo-vekili-emre-camlibel\/"},"modified":"2024-07-03T14:57:48","modified_gmt":"2024-07-03T11:57:48","slug":"soyak-holding-ceo-vekili-emre-camlibel","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/kariyer-rehberi\/soyak-holding-ceo-vekili-emre-camlibel\/","title":{"rendered":"Soyak Holding CEO Vekili Emre \u00c7aml\u0131bel"},"content":{"rendered":"
<\/p>\n
\"\"Soyak Holding CEO Vekili Emre \u00c7aml\u0131bel, \u00e7al\u0131\u015ft\u0131\u011f\u0131 \u015firketin b\u00fcy\u00fcme azmi ta\u015f\u0131yan, \u00e7ok say\u0131da ve \u00e7e\u015fitli sorumluluklar veren ve uluslararas\u0131 olma vizyonuna sahip olmas\u0131 gerekti\u011fini belirtiyor. 2001 y\u0131l\u0131nda Soyak \u0130n\u015faat’ta \u00e7al\u0131\u015fmaya ba\u015flayan \u00c7aml\u0131bel’in Soyak’\u0131 tercih etmesinin sebebi de Soyak’\u0131n bu \u00f6zelliklerin hepsine sahip olmas\u0131. \u00c7aml\u0131bel, stratejik bir karar al\u0131nmas\u0131 gerekti\u011finde, her zaman birlikte \u00e7al\u0131\u015ft\u0131\u011f\u0131 ki\u015filerin fikirlerinin \u00e7ok \u00f6nemli oldu\u011funu d\u00fc\u015f\u00fcn\u00fcyor. \u015eirketlerin, \u00e7al\u0131\u015fan ve \u00e7al\u0131\u015fan memnuniyetine d\u00f6n\u00fck \u00e7al\u0131\u015fmalar\u0131n sonu\u00e7lar\u0131yla ilgilenerek \u015firketin ortak ak\u0131lla d\u00fc\u015f\u00fcn\u00fcp, harekete ge\u00e7en tak\u0131mda\u015f anlay\u0131\u015f\u0131n\u0131 sa\u011flamalar\u0131 gerekti\u011fini vurguluyor. Soyak Holding CEO Vekili Emre \u00c7aml\u0131bel sorular\u0131m\u0131z\u0131 yan\u0131tlad\u0131. <\/span><\/div>\n
Soyak’ta \u00e7al\u0131\u015fma karar\u0131n\u0131zda ne etkili oldu? Bug\u00fcnk\u00fc ba\u015far\u0131n\u0131z\u0131 yakalamak i\u00e7in neler yapt\u0131n\u0131z?<\/span><\/strong><\/div>\n
Ba\u015far\u0131l\u0131 olmak i\u00e7in \u00f6ncelikle \u00e7ok \u00e7al\u0131\u015fman\u0131z\u0131n, disiplinli olman\u0131z\u0131n, sorumluluklar\u0131n\u0131z\u0131n takip\u00e7isi olman\u0131z\u0131n ve \u00e7al\u0131\u015f\u0131rken de zaman\u0131n\u0131z\u0131 verimli kullanman\u0131z\u0131n b\u00fcy\u00fck \u00f6nemi oldu\u011funu s\u00f6yleyebilirim. Fakat t\u00fcm bunlar\u0131n yan\u0131s\u0131ra \u00e7al\u0131\u015ft\u0131\u011f\u0131n\u0131z\u0131n \u015firketin de b\u00fcy\u00fcme azmi ta\u015f\u0131yan, size \u00e7ok say\u0131da ve \u00e7e\u015fitli sorumluluklar veren ve uluslararas\u0131 olma vizyonuna sahip olmas\u0131 da ba\u015far\u0131l\u0131 olman\u0131zda b\u00fcy\u00fck bir etken oldu\u011funu belirtebilirim. Bu y\u00fczden \u00e7al\u0131\u015fma ve kariyer tercihimi Soyak’tan yana kulland\u0131m. Genel olarak stratejik bir karar al\u0131nmas\u0131 durumunda, her zaman birlikte \u00e7al\u0131\u015ft\u0131\u011f\u0131m ki\u015filerin fikirlerinin \u00e7ok \u00f6nemli oldu\u011funu d\u00fc\u015f\u00fcn\u00fcr\u00fcm. Bu nedenle, \u015firketin kriz d\u00f6nemini en az hasarla atlatabilmesi i\u00e7in y\u00f6netim kurulu ba\u015fkan\u0131m\u0131z\u0131n deste\u011fini ve mentorlu\u011funu alarak, vizyoner bak\u0131\u015f a\u00e7\u0131s\u0131n\u0131 t\u00fcm \u00e7al\u0131\u015fma arkada\u015flar\u0131mla payla\u015fmaya \u00e7al\u0131\u015ft\u0131m. Ayr\u0131ca, Soyak’\u0131n istikrarl\u0131 bir b\u00fcy\u00fcme politikas\u0131yla yoluna devam etmesi i\u00e7in s\u00fcrekli olarak de\u011fi\u015fim politikalar\u0131 geli\u015ftirdim ve y\u00f6neticilerin bu de\u011fi\u015fim i\u00e7erisinde aktif rol almalar\u0131n\u0131 te\u015fvik ettim.  Bug\u00fcn gayrimenkul sekt\u00f6r\u00fcnde “Ulusal Kalite Ba\u015far\u0131 \u00d6d\u00fcl\u00fc”ne sahip tek \u015firket Soyak Yap\u0131. Bunu da ba\u015far\u0131l\u0131 y\u00f6netim stratejileri ve do\u011fru \u00e7al\u0131\u015fma arkada\u015flar\u0131 sayesinde elde ettik. <\/span><\/span><\/span><\/div>\n
B\u00fcy\u00fck bir grubun liderlik g\u00f6revini \u00fcstlenmenin zorluklar\u0131 nelerdir?<\/span><\/strong><\/div>\n
 <\/strong><\/div>\n
Bug\u00fcn liderlik, bir toplulu\u011fun, bir amac\u0131 ger\u00e7ekle\u015ftirmesini, hedeflere ula\u015fmas\u0131n\u0131, birlik ve uyum sa\u011flay\u0131c\u0131 roller \u00fcstlenmesini sa\u011flamak anlam\u0131na geliyor. K\u0131saca t\u00fcm bu fakt\u00f6rleri ger\u00e7ekle\u015ftirebilmek i\u00e7in bir liderin ekibini motive edebilecek de\u011ferlere sahip olmas\u0131 ve bunlar\u0131 do\u011fru y\u00f6ntemlerle yapmas\u0131 gerekiyor. Sonu\u00e7 olarak bir \u015firketin ba\u015far\u0131s\u0131nda belirleyici olan ekibin ba\u015far\u0131s\u0131. D\u00fcnya \u00e7ap\u0131ndaki \u015firketlere bakt\u0131\u011f\u0131m\u0131zda da hi\u00e7bir \u015firketin sadece bir lider taraf\u0131ndan idare edildi\u011fini g\u00f6remezsiniz. Ba\u015far\u0131l\u0131 olman\u0131n en \u00f6nemli etkeni ekip ba\u015far\u0131s\u0131. Bug\u00fcn \u00f6nemli olan sadece \u00fcr\u00fcn ya da hizmet kalitesi de\u011fil, ayn\u0131 zamanda kaynaklar\u0131n verimli y\u00f6netimi ve sekt\u00f6re getirilen yenilik\u00e7iliktir. Liderli\u011fi ve ba\u015far\u0131y\u0131 s\u00fcrekli k\u0131lmak i\u00e7in, d\u00fcr\u00fcst davranman\u0131n, adil olman\u0131n ve inand\u0131\u011f\u0131n\u0131z yolda ara\u015ft\u0131rma yaparak \u00e7ok \u00e7al\u0131\u015fman\u0131n \u00f6nemli oldu\u011funa inan\u0131yorum. <\/span>2001 y\u0131l\u0131 ba\u015f\u0131nda atand\u0131\u011f\u0131m Soyak Yap\u0131 Genel M\u00fcd\u00fcrl\u00fc\u011f\u00fc g\u00f6revime ba\u015flad\u0131ktan tam bir ay sonra tarihin en \u00f6nemli krizlerinden biri ya\u015fand\u0131. Ekonominin lokomotif sekt\u00f6r\u00fc say\u0131lan gayrimenkul\u00fcn de bu durumdan fazlas\u0131yla etkilendi\u011fini s\u00f6yleyebilirim. B\u00f6yle bir durumda ya\u015fayarak \u00f6\u011frendi\u011fim \u015fey, \u00f6ncelikle y\u00f6neticinin kendi kendisini motive etmesi ve motiveyi elden b\u0131rakmayarak, t\u00fcm \u00e7al\u0131\u015fanlar\u0131na bunu yans\u0131tmas\u0131 gerekti\u011fiydi. <\/span><\/div>\n
Kriz s\u00f6ylemleri hakk\u0131nda neler d\u00fc\u015f\u00fcn\u00fcyorsunuz? Soyak Holding olarak ne gibi \u00f6nlemler ald\u0131n\u0131z? <\/span><\/strong><\/div>\n
K\u00fcresel kriz nedeniyle ya\u015fanan durgunlu\u011fun etkileri d\u00fcnya piyasalar\u0131nda hissediliyor. K\u00fcresel ekonominin girdi\u011fi durgunluk ortam\u0131nda T\u00fcrkiye’nin d\u0131\u015f finansman a\u00e7\u0131s\u0131ndan s\u0131k\u0131nt\u0131yla kar\u015f\u0131la\u015faca\u011f\u0131, d\u0131\u015f ticaret ortaklar\u0131nda ya\u015fanan ekonomik krizin ihracat\u0131 azaltaca\u011f\u0131<\/span>ve ekonomik b\u00fcy\u00fcmenin d\u00fc\u015fece\u011fi riskleri mevcut. Kriz gibi ola\u011fand\u0131\u015f\u0131 kar\u015f\u0131lanan durumlarda; \u00f6nce “\u00f6nlemlerin al\u0131nmas\u0131n\u0131n zamanlamas\u0131” konusuna dikkat edilmesi gerekiyor. Bu tip durumlar hangi sekt\u00f6rde faaliyet g\u00f6sterirse g\u00f6stersin, kurumlar\u0131n da bir kez daha \u00f6z de\u011ferlendirme yapmalar\u0131 i\u00e7in bir f\u0131rsat. Bunlar\u0131, i\u015f yap\u0131\u015f \u015fekillerinin yeniden g\u00f6zden ge\u00e7irilmesi, s\u00fcre\u00e7lerin yeniden tariflenmesi gibi uygulamalar\u0131 i\u00e7eren bir kurumsal optimizasyon s\u00fcreci olarak d\u00fc\u015f\u00fcnebiliriz. Bu d\u00f6nemde al\u0131nacak klasik kriz tedbirlerinin yeterli olmayaca\u011f\u0131n\u0131 d\u00fc\u015f\u00fcn\u00fcyoruz. \u00d6n\u00fcm\u00fczdeki d\u00f6nemin bir f\u0131rsat olarak g\u00f6r\u00fclmesi, yeni stratejiler, yeni yap\u0131lanmalar ve yeni i\u015f yap\u0131\u015f tarzlar\u0131n\u0131n geli\u015ftirilmesi gerekti\u011fi g\u00f6r\u00fc\u015f\u00fcndeyiz. Bu noktalar\u0131 da dikkate alarak; kurumlar nakit ak\u0131\u015f y\u00f6netimine dikkat etmeli. \u00c7\u00fcnk\u00fc bir\u00e7ok \u015firketin krizleri atlatamama nedeni karl\u0131 olmad\u0131\u011f\u0131 i\u00e7in de\u011fil, nakit ak\u0131\u015f\u0131n\u0131 iyi y\u00f6netemedi\u011fi i\u00e7indir. Bu y\u00fczden alacak ve bor\u00e7lanma, vade ve d\u00f6viz yap\u0131s\u0131na uygun olarak i\u015fletme sermayesi y\u00f6netimi yap\u0131lmal\u0131. Soyak Holding olarak b\u00fct\u00e7e ve hedefleri g\u00f6zden ge\u00e7irip ekonomik verilere g\u00f6re yeniden bir de\u011ferlendirme yapaca\u011f\u0131z. Bununla birlikte finansal risklerin ve yat\u0131r\u0131mlar\u0131n yeniden de\u011ferlendirilmesi ile ara\u00e7, ekipman ve malzeme kullan\u0131m\u0131nda da t\u00fcm topluluk \u015firket ihtiya\u00e7lar\u0131n\u0131 g\u00f6zden ge\u00e7irerek optimizasyona gidiyoruz. <\/span><\/div>\n
Ki\u015fisel ve Soyak Holding i\u00e7in yak\u0131n d\u00f6nemdeki hedefleriniz neler?<\/span><\/strong><\/div>\n
 <\/strong><\/div>\n
Soyak Holding<\/span> olarak belirli d\u00f6nemlerde y\u00f6netim \u015feklimizi g\u00f6zden ge\u00e7iriyoruz. Bu durum da bize gelece\u011fi y\u00f6netmek ad\u0131na esneklik, dinamizm ve h\u0131zl\u0131 hareket imkan\u0131 sa\u011flayacak. \u0130\u015f hayat\u0131n\u0131n gerektirdi\u011fi de\u011fi\u015fimlere a\u00e7\u0131k olmak bize her zaman stratejik rekabet \u00fcst\u00fcnl\u00fc\u011f\u00fc de getiriyor. Soyak Holding y\u00f6netimi olarak belirledi\u011fimiz en \u00f6nemli hedeflerden biri, sadece emlak sekt\u00f6r\u00fcnde de\u011fil ayn\u0131 zamanda faaliyet g\u00f6sterdi\u011fimiz enerji, \u00e7imento ve d\u00f6k\u00fcm sekt\u00f6rlerinde de lider olmak. Hedeflerimize de ticari ba\u015far\u0131m\u0131z\u0131n yan\u0131s\u0131ra, profesyonelli\u011fimiz ve insan odakl\u0131 yakla\u015f\u0131mlar\u0131m\u0131zla elde edece\u011fimizi d\u00fc\u015f\u00fcn\u00fcyorum. Bu nedenle de Soyak Holding b\u00fcnyesinde \u00e7e\u015fitli kademelerde ger\u00e7ekle\u015ftirilen g\u00f6rev de\u011fi\u015fimlerinin, Soyak’\u0131n dinamik yap\u0131s\u0131n\u0131 daha da g\u00fc\u00e7lendirdi\u011fini s\u00f6yleyebilirim. <\/span><\/div>\n
\u00c7ocukken ne olmak isterdiniz? M\u00fchendis olmay\u0131p y\u00f6netici kariyeri yapmasayd\u0131n\u0131z ne yapard\u0131n\u0131z?<\/span><\/strong><\/div>\n
 <\/strong><\/div>\n
 <\/strong><\/div>\n
Dedem, amcalar\u0131m, babam ve di\u011fer bir \u00e7ok yak\u0131n akrabam\u0131z subay oldu\u011fu i\u00e7in ben de subay olmak isterdim. M\u00fchendis olmasayd\u0131m subay olurdum san\u0131r\u0131m.<\/span><\/div>\n
 <\/strong><\/div>\n
Sizce nas\u0131l bir y\u00f6neticisiniz? <\/span><\/strong><\/div>\n
CEO’nun g\u00f6revi, sorumlulu\u011fu sadece yeni i\u015f yap\u0131\u015f \u015fekilleri ve finansal sonu\u00e7lar\u0131 takip etmek olmamal\u0131. \u00c7al\u0131\u015fan ve \u00e7al\u0131\u015fan memnuniyetine d\u00f6n\u00fck \u00e7al\u0131\u015fmalar\u0131n sonu\u00e7lar\u0131yla ilgilenerek \u015firketin ortak ak\u0131lla d\u00fc\u015f\u00fcn\u00fcp harekete ge\u00e7en, ortak dille konu\u015fan tak\u0131mda\u015f anlay\u0131\u015f\u0131n\u0131 sa\u011flamak y\u00f6n\u00fcnde geli\u015ftirici faaliyetleri y\u00f6netmeli. \u00d6zellikle \u015firkette y\u00f6netim kademesinde yer alan \u00e7al\u0131\u015fanlar\u0131 kurumsal de\u011ferler do\u011frultusunda hedeflere y\u00f6nlendirmek \u015firketin ba\u015far\u0131s\u0131 i\u00e7in \u00e7ok \u00f6nemli. Soyak’ta kurumsal de\u011ferler i\u00e7in de yer alan “\u0130nsana Sayg\u0131” zaten bu konuda kurum olarak bu konuya verdi\u011fimiz de\u011feri a\u00e7\u0131k olarak ortaya koyuyor. \u00c7al\u0131\u015fanlar\u0131m\u0131z\u0131n \u00f6zel g\u00fcnlerinde kendilerini farkl\u0131 hissetmelerini sa\u011flayacak jestler yapmak; aile sorunlar\u0131yla ilgili destek olmak, \u00e7ocu\u011funun okula ba\u015flamas\u0131 ve okulda kazand\u0131\u011f\u0131 ba\u015far\u0131lar\u0131yla ilgili \u00e7al\u0131\u015fan\u0131 takdir etmek, \u00f6d\u00fcllendirmek, yak\u0131nlar\u0131n\u0131n vefat\u0131 durumunda yanlar\u0131nda olmak gibi davran\u0131\u015flar\u0131n motivasyon ve \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131 a\u00e7\u0131s\u0131ndan \u00e7ok \u00f6nemli oldu\u011funu d\u00fc\u015f\u00fcn\u00fcyorum. T\u00fcm bu kurumsal uygulamalar kapsam\u0131nda da CEO olarak di\u011fer y\u00f6neticilere de \u00f6rnek model olmaya gayret ediyorum.<\/span><\/div>\n
Liderlik sizce hangi anlama geliyor?<\/span><\/strong><\/div>\n
Stratejik d\u00fc\u015f\u00fcnme, planlama, organizasyon-koordinasyon ve insanlar\u0131 motive etme \u00f6zellikleri liderden bekleniyor. Toplam kalite ve m\u00fckemmellik k\u00fclt\u00fcr\u00fc, kurumsal y\u00f6netim ilkeleriyle birlikte liderlik anlay\u0131\u015f\u0131n\u0131n geli\u015fmesi ve \u015firket y\u00f6netimindeki hedeflere ula\u015f\u0131lmas\u0131n\u0131n k\u0131lavuzu oldu. Ancak sadece sistemati\u011fi kurmak liderlik i\u00e7in yeterli olmuyor. Liderin, bu modeli uygulamas\u0131, \u00f6rnek olmas\u0131, olaylar\u0131 analiz edip do\u011fru kararlar vermesi ve en \u00f6nemlisi bunu ba\u015fta y\u00f6netim ekibi olmak \u00fczere t\u00fcm \u015firkete inand\u0131rm\u0131\u015f olmas\u0131 \u00e7ok \u00f6nemli.<\/span><\/div>\n
Haftada yakla\u015f\u0131k ka\u00e7 saat \u00e7al\u0131\u015f\u0131yorsunuz?<\/span><\/strong><\/div>\n
Yakla\u015f\u0131k 80 saat<\/span><\/div>\n
\u0130\u015f- \u00f6zel ya\u015fam aras\u0131nda denge kurabildi\u011finize inan\u0131yor musunuz? <\/span><\/strong><\/div>\n
Kaliteli zaman ge\u00e7irmeye gayret ediyorum. T\u00fcm sosyal ve \u00f6zel zamanlar\u0131m\u0131 planl\u0131 ve d\u00fczenli \u015fekilde ya\u015famaya ve bu saatler i\u00e7erisinde i\u015f ya\u015fam\u0131ma ait \u00e7al\u0131\u015fmalar yapmamaya \u00f6zen g\u00f6steriyorum.<\/span><\/div>\n
\u00c7al\u0131\u015fan se\u00e7iminizde ne gibi kriterlere \u00f6nem veriyorsunuz? \u00c7al\u0131\u015flar\u0131n\u0131zdan beklentileriniz neler? <\/span><\/strong><\/div>\n
Y\u00fcksek vas\u0131fl\u0131 i\u015f g\u00fcc\u00fcn\u00fc optimum performansl\u0131 seviyede kullanabilen, verimli ve sonu\u00e7 odakl\u0131, stratejik d\u00fc\u015f\u00fcnebilen, yarat\u0131c\u0131 ve \u00e7al\u0131\u015f\u0131rken keyif alan veren ki\u015filer olmas\u0131na \u00f6nem veriyoruz.<\/span><\/div>\n
\u0130\u015finizin en sevdi\u011finiz \u00f6zelli\u011fi ne?<\/span><\/strong><\/div>\n
Dinamizmi. H\u0131zl\u0131 b\u00fcy\u00fcyen, gen\u00e7 ve dinamik bir \u015firkette \u00e7ok farkl\u0131 disiplinlerle ilgilenmek.<\/span><\/div>\n
Hangi sporlarla ilgileniyorsunuz? <\/span><\/strong><\/div>\n
Kayak. Ge\u00e7mi\u015fte lisansl\u0131 voleybol da oynad\u0131m.<\/span><\/div>\n
K\u0131sa K\u0131sa <\/span><\/strong><\/div>\n
Hangi tak\u0131m taraftar\u0131s\u0131n\u0131z? <\/span><\/strong><\/div>\n
O\u011flum hangi tak\u0131m\u0131 tutarsa onu tutuyorum. <\/span><\/div>\n
En son hangi filmi izlediniz? <\/span><\/strong><\/div>\n
\u00c7ocuklar\u0131mla birlikte Madagaskar 2’yi izledim.  <\/span><\/div>\n
En son okudu\u011funuz kitap? <\/span><\/strong><\/div>\n
Peter Droege’nin “The Renewable City: A Comprehensive Guide to Urban Revolution” kitab\u0131<\/span><\/div>\n
En sevdi\u011finiz yemek? <\/span><\/strong><\/div>\n
Patl\u0131can k\u0131zartma<\/span><\/div>\n
Favori tatil mekan\u0131n\u0131z? <\/span><\/strong><\/div>\n
\u00c7e\u015fme<\/span><\/div>\n
 <\/div>\n
Emre \u00c7aml\u0131bel’in \u00f6zge\u00e7mi\u015fi<\/span><\/strong><\/div>\n
\u0130stanbul Y\u0131ld\u0131z Teknik \u00dcniversitesi’nin \u0130n\u015faat M\u00fchendisli\u011fi b\u00f6l\u00fcm\u00fcnden mezun olduktan sonra in\u015faat m\u00fchendisli\u011fi y\u00fcksek lisans\u0131n\u0131 ABD Boston’daki Massachusetts Institute of Technology’de tamamlad\u0131. \u015eu anda Bo\u011fazi\u00e7i \u00dcniversitesi \u0130n\u015faat M\u00fchendisli\u011fi b\u00f6l\u00fcm\u00fcnde doktora yapmaya devam ediyor. Kariyer hayat\u0131na, 1992 y\u0131l\u0131nda STFA’da in\u015faat m\u00fchendisi olarak ba\u015flad\u0131 ve daha sonra ABD Boston’da Kennedy & Rossi Inc. ve Walsh Brothers Inc. \u015firketlerinde proje m\u00fchendisli\u011fi ve m\u00fcd\u00fcrl\u00fck g\u00f6revlerini \u00fcstlendi. 1998’den itibaren Soyak \u0130n\u015faat \u015firketinde Genel M\u00fcd\u00fcr Asistan\u0131<\/span> olarak, ard\u0131ndan Soyak Holding’de Proje Geli\u015ftirme Koordinat\u00f6r\u00fc olarak \u00e7al\u0131\u015ft\u0131. 2001 – 2008 y\u0131llar\u0131 aras\u0131nda ise Soyak Yap\u0131’da Genel M\u00fcd\u00fcr ve Y\u00f6netim Kurulu \u00dcyesi olarak g\u00f6rev yapt\u0131ktan sonra 2008 Haziran ay\u0131nda Soyak Holding CEO Vekilli\u011fi g\u00f6revine atand\u0131.<\/span><\/div>\n
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Soyak Holding CEO Vekili Emre \u00c7aml\u0131bel, \u00e7al\u0131\u015ft\u0131\u011f\u0131 \u015firketin b\u00fcy\u00fcme azmi ta\u015f\u0131yan, \u00e7ok say\u0131da ve \u00e7e\u015fitli sorumluluklar veren ve uluslararas\u0131 olma vizyonuna sahip olmas\u0131 gerekti\u011fini belirtiyor. 2001 y\u0131l\u0131nda Soyak \u0130n\u015faat’ta \u00e7al\u0131\u015fmaya ba\u015flayan \u00c7aml\u0131bel’in Soyak’\u0131 tercih etmesinin sebebi de Soyak’\u0131n bu \u00f6zelliklerin hepsine sahip olmas\u0131. \u00c7aml\u0131bel, stratejik bir karar al\u0131nmas\u0131 gerekti\u011finde, her zaman birlikte \u00e7al\u0131\u015ft\u0131\u011f\u0131 ki\u015filerin fikirlerinin […]<\/p>\n\n

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