Hakan Naimoglu

It is now almost two years since I took over as Group CEO in September 2015. At that time, CNS faced a mix of successes and challenges, while we were experiencing an unprecedented growth in our Asian business at the same time we faced numerous challenges in our Middle Eastern operations which impacted overall profitability and revenue targets. Our internal culture had become restrictive and our organization worked in silos. This caused satisfaction levels of our employees and customers to drop dramatically. I made it my first mission to raise the satisfaction levels of clients and employees, while rebuilding and transforming the firm and setting vision 2020. To improve client satisfaction, I announced that our underlying approach would be to put our client’s satisfaction at the heart of everything we do. This meant moving away from a product-driven sales approach where historically we pushed products to the clients. Instead, we would have to listen closely to what they had to say and to be a true partner in providing the right solution to fulfill their needs. To improve employee satisfaction, we changed our corporate culture to an open one by bringing down the walls between divisions and creating a workplace where everyone can feel excited about their job.