AI Can Generate the Slides. We Still Need to Generate the Insight

AI can create a polished PowerPoint presentation in minutes.

But can it explain the reasoning behind every recommendation on the slide?

That question changed the way I think about using Copilot.

This Sunday, I was reflecting on one of the goals in my Individual Development Plan: becoming a stronger stakeholder and contributing to better decisions, not just better outputs.

While thinking about that, I came across an article by Paul Millerd, How to use AI in knowledge work and consulting work without shipping slop.

What I expected was another article about prompting techniques and productivity.

What I got instead was a challenge to the way I use AI.

Like many of us, I use Copilot regularly, especially in PowerPoint. It helps me structure ideas, summarize information, build storylines, and create first drafts much faster than before.

And honestly, I often look at the result and think:

"That's pretty good."

But one example from the article made me pause.

Millerd asked an AI model to create a slide about U.S. real estate trends. The first result looked impressive: charts, headlines, and a convincing storyline. At first glance, it looked ready for an executive presentation.

Then he started asking simple questions:

• What exactly do we mean by "rebound"?
• Do the data actually support the headline?
• Is the title aligned with the evidence?
• What's the real takeaway?
• Why should an executive care?

With each round of questioning, the slide improved. The insight became sharper. The story became clearer.

The lesson was simple: the first draft looked finished, but the thinking wasn't.

One point from the article stayed with me:

AI lowers the cost of producing work, but increases the value of judgment, understanding, and synthesis.

That example felt very familiar.

How often do we stop at the first polished output because it looks convincing?

How often do we confuse a well-designed slide with a well-developed idea?

The more I reflected on it, the more I realized that I sometimes use Copilot as a content generator when I should be using it as a thinking partner.

Not to tell me what to think.

But to challenge my thinking.

Instead of asking:

"Create a slide for me."

Maybe the better questions are:

"What assumptions am I making?"

"What am I missing?"

"How would a skeptical stakeholder challenge this?"

"Would I feel comfortable defending this conclusion in front of my leadership team?"

That's where the real value starts.

Because as AI becomes better at producing content, our value shifts from creating slides to creating clarity.

From generating answers to asking better questions.

From presenting information to generating insight.

My biggest takeaway from this Sunday reflection:

The first AI output should be the start of the conversation, not the end of the thinking.

Key Takeaways

• AI can generate content, but humans still need to generate insight.
• A polished presentation is not the same as a well-developed recommendation.
• The value of knowledge workers is shifting from content creation to judgment and synthesis.
• Copilot works best as a thinking partner, not just a content generator.
• Better questions often create more value than faster answers.

Final Thought

The most important skill in the age of AI may not be prompting.

It may be judgment.

As tools like Microsoft Copilot become better at generating content, the competitive advantage of knowledge workers will increasingly come from framing problems, challenging assumptions, and turning information into actionable insights.

AI can create the presentation.

People still need to create the understanding.

📖 Inspired by Paul Millerd's article: How to use AI in knowledge work and consulting work without shipping slop
https://strategyu.co/using-ai-in-knowledge-work-and-consulting/

Has AI mainly changed the way you work, or has it also changed the way you think?

#AI #Copilot #KnowledgeWork #StrategicThinking #Learning #FutureOfWork  

What a Lost Teddy Bear Teaches Us About Customer Experience

Sometimes the most powerful business lessons come from the simplest human stories.

Recently, I came across a story about a child who accidentally left his beloved teddy bear at a Ritz-Carlton hotel. What happened next transformed a potentially disappointing experience into a remarkable example of customer-centric thinking.

The hotel team not only found the toy and returned it. They went much further.

To reassure the child that his teddy bear was safe and enjoying its extended stay, the team created a series of photos showing the bear relaxing around the hotel, working backstage, and enjoying various activities before heading home.

For a child, it was magical.

For business professionals, it is a masterclass.

Business Key Takeaways

1. Customers Remember Emotions, Not Transactions

Most organizations focus on completing transactions efficiently.

Great organizations create emotions.

The hotel could have simply shipped the toy back. Problem solved.

Instead, they created a memorable experience that the family will likely remember for years. People rarely become loyal because a process worked correctly. They become loyal because someone made them feel valued.

2. Empowered Employees Create Extraordinary Experiences

No policy manual can anticipate every customer situation.

The difference often comes from employees who feel empowered to make decisions and act creatively.

When frontline teams have the confidence and support to do more than the minimum requirement, customer service becomes customer delight.

3. Small Investments Can Generate Huge Returns

The cost of taking a few photos and spending additional time was negligible.

The impact, however, was enormous.

Positive stories travel far beyond marketing campaigns because they are authentic. A small act of care generated publicity, goodwill, and long-term brand equity that money alone cannot easily buy.

4. Culture Reveals Itself in Unexpected Moments

Corporate culture is not what is written on office walls.

It is what employees do when no one is specifically instructing them.

Moments like these reveal whether an organization truly lives its values or merely talks about them. Extraordinary service is rarely an isolated act. It is usually the visible outcome of an invisible culture.

5. Exceeding Expectations Creates Differentiation

Many competitors can offer similar products.

Many can match prices.

Few consistently create stories worth sharing.

In increasingly competitive markets, customer experience becomes one of the most sustainable forms of differentiation. When customers become storytellers, the organization wins.

A Leadership Lesson

Leaders often focus on strategy, financial results, technology, and operational excellence.

All of these matter.

But sometimes the lasting impact of a company is determined by how its people handle a single unexpected moment.

The lost teddy bear story reminds us that excellence is not achieved by meeting expectations.

Excellence is achieved when people care enough to exceed them.

And in business, those moments often become the stories that define a brand.

Final Thought

Every organization should ask itself a simple question:

Where can we go one step further than customers expect?

Because that extra step is often where loyalty, reputation, and long-term success begin.

Inspired by a story shared about the Ritz-Carlton team's exceptional customer care and the timeless business lesson that extraordinary experiences are created by ordinary people who choose to do a little more than expected.

The Best Way to Survive AI: Leadership Lessons from My Summer Vacation

My phone has been buzzing with notifications recently. Thank you to everyone who sent messages celebrating my 13 years at PMI!

Being on vacation during this milestone gave me a chance to step back. I am almost completely disconnected from the daily corporate rush. When the noise fades, you finally have the mental space to think about the bigger picture and future growth plans.

During my morning walks by the sea, I’ve been listening to podcasts about Artificial Intelligence and its impact on us - white collar professionals. The fear is everywhere: What happens when machines can do our jobs faster?

An early morning walk with podcasts on AI

The best answer didn’t come from a tech or HR expert. It came from two local business owners I met here in Marmaris.

Before I tell you what they did, you need to know how I found them. I didn’t use a search engine. I hired our boat captain because the hotel insisted. I drove to a restaurant in Söğüt because a neighbor told me I simply had to go. That is the payoff of real leadership. When you lead well, your customers do your marketing for you.

The Captain Who Helped a Rival

Our boat captain in Selimiye was flawless. The wind was heavy, but he docked our boat smoothly on the first try. The boat right behind us, however, was struggling. They tried and failed multiple times.

Time to have nice memories with my son in the boat

An algorithm only cares about its own success. It finishes its task and stops.

Our captain didn't do that. He stood up, shouted directions over the wind, and patiently guided his competitor until they were safely docked, too. As we left, the rival crew yelled their thanks across the water. He didn’t just steer a boat; he helped a rival succeed.

Family comes first, and vacation period is the best time for quality time with family

The Welcome Before the Menu

A few days later, we drove to that highly recommended restaurant in Söğüt. Before I even turned off the engine in the parking lot, a woman walked up to our car with a huge, warm smile.

It was Yasemin, the manager who also named the restaurant. She didn't wait for us to walk inside. She saw we were new, welcomed us right at the car, and personally guided us down a narrow path to the water.

Software can take a dinner reservation in one second. It can send automated reminders. But it cannot walk up to your car and make you feel valued before you even sit down.

The Un-Automatable Growth Strategy

After 13 years in Philip Morris International (in addition to 3 years at PwC and another 3 years at General Motors), I know how much we focus on efficiency and automation. They are important. But efficiency is not a legacy.

If your business model relies entirely on doing tasks faster, AI will eventually catch up. But if your growth relies on empathy, building deep trust, and showing genuine care to competitors and customers, you are irreplaceable.

You cannot automate a good reputation. We don't need to act more like machines to survive the future. We just need to be more human.

Less Sweat, Better Passes: My New Game Plan at 43

I am looking at the photo I chose for this post - specifically at that Number 10 jersey. To a football fan, that number isn't just a digit on a shirt; it is a philosophy. It belongs to the playmaker. The genius who controls the chaos with a single smart touch rather than endless running. The player who doesn't chase the ball, but waits for the right moment to change the game.

As I sit here in the quiet of December 25th, waiting for my 43rd birthday, I realize I have been playing the wrong position.

For the last year—and perhaps the last decade—I have been the "box-to-box" midfielder. I have been the guy sprinting to cover every gap, putting out every fire, and exhausting myself to save the match. I wore the "savior" role like a badge of honor. But looking at that Number 10 jersey in the frame, I am reminded of a better way to play.

If I look at 2025, gratitude is the main theme. I am deeply thankful for my life in Istanbul and the family I have built since leaving Izmir. Yet, I must be honest: this has definitely been the hardest year of my career. It has been a year of constant speed, of trying to control everything, and endless lists of tasks to finish.

The "Number 10" Shift

So, my goal for 43 is simple: I want to play like a Number 10.

This doesn't mean being lazy. It means moving from busy to brilliant. It means having the calm confidence of a veteran who knows that running 15 kilometers in a match doesn't matter if you don't make the pass that leads to the goal.

I want this year to be defined not by the volume of tasks I finish, but by the value I create. I want to shift the story from "saving the day" to "changing the game." It is time to stop sweating over the small stuff and start seeing the whole field.

My goals remain high, of course. I want financial growth, driven by a very specific motivation: preparing my son, Okan, for his dream of university education in the US. This is a long journey, and I am sticking to the plan. But I will get there by being smarter, not just more tired.

Family Comes First!

Beyond career, health and money, I wish for a return to simplicity. I am tired of corporate buzzwords like "well-being." I mean something much simpler: I want to relearn the art of stopping.

I need to slow down mentally—to walk just to walk, without listening to a podcast; to clear the mental space to really connect with friends; to perhaps finally combine my interest in AI with my love for writing.

So, to my friends, colleagues, and family: Expect less running from me this year, but expect better passes.

Here is to playing the long game. Welcome to 43.

A Story of Trust and AI: Betting on Potential

Today marks my 750th blog post in 18 years. Over the years, I’ve written about finance, fatherhood, and my highlights from the books. But milestone #750 feels different. It isn’t just about sharing a thought; it’s about sharing a moment where I watched the future of work happen right in front of me.

Last Monday, I presented to hundreds of colleagues during the AI & Automation: Real Stories & Real Impact Webcast. But the true driver of that day wasn't just code or digital tools—it was trust.

I want to take you behind the scenes of that day—not just to share the technical win, but to share a personal story of what happens when you combine Trust + AI.

Grounding Before the Growth

To be a leader who "creates space" for others, you first have to create space for yourself. My day didn't start with last-minute slide edits. It started early, in the quiet of the mosque. I went there to pray, to center myself, and to find focus. Innovation requires a clear mind, and that moment of stillness gave me the grounding I needed to support my team later in the day.

The Virtual Motivation 

By the time I reached the office for our rehearsal, I wasn't manic; I was ready. I hopped on a Microsoft Teams call with my co-speaker and intern, Osman Emre Yucel. Even though we were connecting through screens, the energy was high. I only told him: "We will do it!" 

Ready, Set, Go! - We will do it!

The Equation: Curiosity + Copilot > Experience 

We were there to present TIM (Tax Intelligence Monitor), a tool we built internally to automate the tracking of tax regulations. But the real story wasn't the tool; it was the method.

When Emre joined the team, I could have relied on my years of experience and micro-managed every step. Instead, I chose Trust. I defined the "what" (the tax complexity we faced with new product categories), but I gave him the space to own the "how."

This is where AI bridged the gap. I had the experience, but I was stuck in the old ways of working. Emre had the curiosity and tools like Microsoft Copilot. When you combine a leader’s trust with an intern’s AI-empowered curiosity, the hierarchy dissolves. The intern becomes the innovator.

Real Innovation is Messy (And Funny) 

Moving "beyond the hype" means admitting that AI isn't magic; it's an iterative process. During the webcast—which we delivered twice via MS Teams, once for the East and once for the West—we shared our "Fail Smart" moment.

I showed the audience how, in the early days, our AI tool kept flagging betting sites instead of tax regulations! We didn't hide this. We laughed about it. That transparency showed the audience that innovation is accessible. You don't need to be perfect; you just need to be persistent.

The Ripple Effect 

The most powerful moment wasn't our presentation; it was the interaction that followed in the chat. The questions and comments poured in. By the end of the day, we realized we hadn't just showcased a tax tool. We had handed over a blueprint.

We explained via the Q&A that the logic Emre built is a flexible asset. By simply adjusting the search parameters, a colleague in Supply Chain or Commercial can turn TIM into their own "Competitor Monitor" or "Regulatory Alert System."

That is the ultimate result of the Trust + AI equation: We didn't just build a solution for ourselves; we inspired a way of working that others can make their own.

Here is to the next 750 posts—and the innovations they will bring.

P.S. Remember how I said we started by accidentally tracking betting sites? Well, look at us now! I’m incredibly proud to share that TIM has officially been recognized and rewarded as a Continuous Improvement project. From "Fail Smart" to "Award Winner"—not bad for a tool built by an intern, right? 

Being Recognized - this means a lot!

Best invite of 2025

A Quiet Sunday with Marcus Aurelius: Preparing for Tomorrow

It’s a sunny November afternoon. I’m sitting on the balcony, enjoying the warmth and getting some Vitamin D before winter comes. The sea is calm in the distance. Everything feels peaceful—except my thoughts. Tomorrow will be busy: hard meetings, big decisions, and important conversations.

On my lap is Meditations by Marcus Aurelius. Two lines make me stop and think:

“If something outside upsets you, it’s not the thing itself—it’s your opinion about it. You can change that opinion anytime.”

“If an obstacle stops you from doing the right thing, don’t blame yourself. Accept it and move forward calmly.”

These words feel powerful. In business, many things are outside our control—markets change, rules shift, projects delay. But Aurelius reminds us: the problem is not the event, it’s how we see it. We can choose a better way to think.

Three Simple Lessons for Work

1. Change the Story in Your Head
   Tomorrow’s meeting is not “stressful.” It’s an opportunity to solve problems. Think that way, and you feel stronger.

2. Control What You Can
   If something blocks your plan, don’t waste energy on anger. Ask: What can I still do? There is always something.

3. Accept What You Cannot Change
   Some barriers are immovable. Instead of resisting, redirect. Use your energy for what matters.

As the sun goes down, I close the book and smile. Stoic wisdom is not just old philosophy—it’s a tool for modern life. Tomorrow will be tough, but today I feel ready.

So, let's save some photos from the rest of the Sunday.

Brutal Truth, Simple Rules: What Toni Nadal Teaches Us About Growth, Development, and Feedback

Last week, I attended the Philip Morris International's Global Travel Retail Conference in Barcelona, where industry leaders and colleagues gathered to share insights on growth, leadership, and transformation. One of the highlights of the event was listening to Toni Nadal, renowned tennis coach and uncle of Rafael Nadal, deliver a keynote speech on the principles that shaped one of the greatest athletes of our time. Toni’s reflections on coaching, improvement, and feedback resonated deeply with me and inspired this blog.

Toni Nadal delivers his keynote at the PMI Global Travel Retail Conference in Barcelona with inspiring videos — on truth, character, and the daily work of improvement

There’s a moment in Toni Nadal’s story that lands like a forehand winner. Minutes before Rafael Nadal plays Roger Federer in Monte‑Carlo, Rafa asks his uncle and coach, “What do you think about today’s match?” Toni doesn’t reach for a motivational line. He tells the truth: Federer’s forehand is better, his backhand is better, his volleys are better. Then he adds the only thing that matters: now we can prepare the strategy to beat him, but we have to know the truth first.

That sentence could be the operating system for growth. In sport and in business, outcomes are noisy and full of variables you don’t control—market shifts, competitors, regulation, the occasional “Djokovic.” Improvement is the one goal you do own. Toni’s philosophy reduces the complex to the essential: tell the truth, choose the price, and train your character. Everything else is commentary.

From strategy to execution, sessions emphasized controllable inputs, candid feedback, and resilience under pressure—principles echoed throughout the keynote.

Make improvement the goal you own

Toni never set “be No. 1” as the real challenge. Rankings and trophies depend on forces outside your control. Improvement does not. In tennis, the fastest path to beating opponents is first to beat yesterday’s version of yourself. In business terms, convert outcome targets into controllable input commitments: quality and frequency of customer interactions, error‑free close percentage, on‑time filings, decision cycle time, scenario rigor. When inputs compound, outcomes follow. For every KPI, write the one behaviour you will do daily that makes it more likely. Track the behaviour, not just the number.

Feedback that builds: truth over comfort

Relentless positivity often feeds self‑deception, not confidence. Growth demands a clear view of weaknesses and the courage to name them. With Rafa, Toni always said the hard thing because clarity is kindness when performance matters. Practical moves: institute a weekly 15‑minute “truth ritual” where each person names one behaviour that helped and one that hurt outcomes, followed immediately by next actions. Pair high standards with high regard. Toughness without care breeds fear; care without standards breeds mediocrity.

Choose the price—and pay it

When a young top‑30 pro asked how to become No. 1, Toni replied: tell me the price you’re willing to pay. Talent sets your starting line; price paid determines your trajectory.

For teams, make the price explicit in projects. Agree in advance what you will trade—comfort, meetings, scope—for what you will gain—speed, quality, customer trust. Put it in writing and revisit weekly.

Strategy requires unblinking realism

The Monte‑Carlo story isn’t negativity; it’s situational awareness. Strategy built on flattery fails at contact. Acknowledge relative strengths honestly, then design a plan that exploits reality. And when the opponent upgrades their backhand, update the plan or lose 6–3, 6–0.

Two tools help: run a premortem (“It’s 12 months later and our initiative failed—what happened?”) and track relative advantages, not just absolute performance.

Win today, plan for tomorrow

After Rafa’s first Roland‑Garros title at 19, Toni wrote a list of everything Rafa didn’t do well. One victory guarantees nothing. Probabilistic humility keeps you hungry.

Use a simple cold list within 24 hours of any big win: three things that worked despite us, and three we must fix before variance bites back. Celebrate and sharpen.

Don’t complicate the essentials

We love data and specialists, but when everything matters, the essentials get crowded out. Toni’s three data points for Rafa were almost childlike: hit the ball as hard as possible; put it where the opponent isn’t; above all, keep it in. The fourth rule tied it together: hit every ball as well as possible every day, not only in finals.

Your version: define three non‑negotiables for your team (for example, close the books clean, challenge assumptions early, communicate decisions the same day). Measure them simply and publicly. Everything else is support, not the show.

Character is trained in the storm

Toni deliberately created friction—bad balls, bad courts, missing water—so Rafa learned to perform under discomfort. Attitude decides matches more often than technique.

Design good friction at work. Run constraint drills with tighter budgets, fewer slides, or smaller teams. Run noise drills by presenting under time pressure or with incomplete information. Practice recovery drills: after a setback, use a two‑minute reset—name the miss, state the next best action, execute. Build resilience with bounded stress; purposeful pressure grows people, chronic unbounded stress breaks them.

Keep brains alert: success ages quickly

When Rafa won Spain’s U‑12, Toni pulled the list of the last 25 champions. Only a handful became stars. The point wasn’t pessimism; it was context. A win today is a maybe tomorrow unless you keep improving. Treat success as information, not identity. Ask: what would have to be true to earn this result again against a better opponent and a tougher market?

Simple rules, big outcomes: keep the ball in, place it where the opponent isn’t, and hit every shot as well as possible—every day

A simple framework you can implement Monday: IMPROVE

I — Identify the controllable. Translate outcomes into daily inputs.
M — Map the truth. One strength and one weakness per person or process.
P — Price the climb. Write what you will trade for progress.
R — Run the plan. Execute against reality, not wishful thinking.
O — Operate with essentials. Three non‑negotiables; everything else supports.
V — Versus yesterday. Benchmark against your last best, weekly.
E — Endure by design. Add safe constraints that build resilience.

How this scales to Finance and Global Travel Retail

Treasury discipline: treat liquidity and FX exposure like “keep the ball in.” Reliability scores more than flash.

Tax and compliance: improvement equals fewer surprises, faster clarifications, tighter documentation. Celebrate zero‑drama closings.

Commercial rhythm: replace vanity metrics with movement metrics such as time to decision, time to customer answer, and time to corrective action.

Culture: adopt the visible pairing of high standards and high regard. Make it explicit that tough feedback is given for the person, not at the person.

Closing Remarks

Toni Nadal’s philosophy is a timely reminder that growth is not about chasing perfection, but about embracing the honest, sometimes uncomfortable, process of improvement. Whether on the tennis court or in the boardroom, the fundamentals remain the same: tell the truth, focus on what you can control, and build resilience through adversity.

As leaders and teams, our challenge is to create environments where feedback is valued, standards are high, and every success is treated as a stepping stone rather than a finish line. By simplifying the complex and prioritising character over comfort, we set ourselves—and those we lead—on a path to sustainable excellence.

Let’s take these lessons forward, not just as inspiration, but as a practical framework for how we work, lead, and grow together. What is your version of hitting the ball as well as possible, every day?

Bonus: If you want to dig into the other key take-aways from the PMI GTR's Global Conference in Barcelona, you should read this: Volkan Yorulmaz: Unlearning, Multiplying, and Growing: Leadership Lessons from PMI’s Global Travel Retail Conference

Recharged with Inspiration: Lessons from a Short Break

Today marks the 27th anniversary of my father's passing—a moment that always brings reflection. It also coincides with the end of my 2025 summer break. While I’m not someone who fully disconnects during holidays, I deeply respect those who do. Protecting one’s well-being and making time for loved ones is something I admire and support.

This summer was particularly challenging due to health issues within the family. Yet, I’m grateful to have carved out five days in my favourite coastal retreat—Teos, Seferihisar. Here, I return to routines that ground me: early morning walks, sunbathing, swimming, and most importantly, reflection.

Morning Walks & Mindful Listening

One of my routines is walking before breakfast while listening to podcasts. On the first working day of my vacation, I tuned into Bumuyani – Episode 203: Zehirli Dayanıklılık (“Toxic Resilience”). For those unfamiliar, toxic resilience refers to the tendency to overextend oneself in the name of dedication and loyalty—often at the cost of personal boundaries.

Listening to this episode made me realise how often I stay “always connected,” expecting the same level of responsiveness from colleagues. But through reflection and a meaningful conversation with a close friend, I’ve come to appreciate the importance of empathy—especially towards those who protect their time and energy with intention. Going forward, I aim to honour these boundaries more consciously and understand the drivers of those colleagues.

Summer Reading: Trust & Inspire

My summer read was Trust & Inspire by Stephen M. R. Covey. I’ve read over 200 pages so far, and it’s been transformative. Trust was a key theme I wanted to develop this year, especially as part of the PMI DNA. (Our PMI DNA—We Care, We are Better Together, We are Game Changers—defines how we work, lead, and engage with each other every day. For more: Culture & Diversity at PMI | PMI - Philip Morris International) One quote stood out:

“The very first job of a leader is to inspire trust. The second job is to extend it.”

Not trusting is a lonely, stressful, and joyless way to live. This book reminded me that leadership is not just about control—it’s about connection. I’ll continue dedicating time to reading and writing, and I welcome any book recommendations that support personal growth.

The Gift of Family Time

Of course, no summer is complete without family. During the hustle of back-to-back meetings and endless emails, it’s hard to find quality time. But on vacation, I can be fully present—and that’s the true gift. I’ll close with a family photo from the summer of 2025, a reminder of what truly matters.

#Leadership #PersonalDevelopment #TrustAndInspire #Resilience #Empathy #WorkLifeBalance #VacationReflection #MindfulLeadership #TeosSeferihisar #Summer2025 #GrowthMindset #SelfAwareness #EmotionalIntelligence #ToxicResilience #Inspiration #ProfessionalGrowth #ManagerLife #TreasuryAndTax #PMIDNA #ReflectionTime #PurposeDriven #BusinessLeadership #AuthenticLeadership #LinkedInBlog #CareerJourney #SelfImprovement #LeadershipJourney #TeamCulture #WorkplaceWellbeing #HumanCentredLeadership #EmpoweredTeams #LeadWithTrust

When Feedback Hurts: A Father’s Reflection on Communication and Growth

Dear Son,

Yesterday was parent-teacher meeting day at your school. Once again, thank you for giving us a reason to feel proud. Listening to the wonderful feedback from your teachers — full of kind words, meaningful stories, and thoughtful observations — was truly heartwarming. We are so grateful for all of it.

However, there was one moment that struck me deeply and left an unexpected ache in my heart. Your science teacher mentioned that you had told him, with tears welling in your eyes, that I didn’t allow you to bring your Raspberry Pi 5 to school for your science project. He explained how he’s been trying to help you find a workaround ever since. Hearing this broke me — not because of what you said, but because I realized I may have failed to see the situation through your eyes.

Let me share my perspective. When I first heard you’d be working on a team project, my immediate concern was about the balance of responsibility. At your age, contributions among team members can be uneven, and I worried you might end up doing more than your fair share — or worse, carry the burden alone. My intention was to protect you from frustration or disappointment, not to limit your potential.

But after speaking with your teacher, I understood there was a deeper misunderstanding. What I saw as guidance came across to you as restriction. What I meant as protection felt, to you, like a lack of trust.

This experience has given me two valuable lessons — lessons I believe apply not only to parenting, but also to leadership, teamwork, and communication at every level:

First, I need to give you more room to explore, to fail, to lead, and to grow. Teamwork is one of life’s most powerful teachers. It’s not just about achieving a goal — it’s about learning how to collaborate, how to manage roles and responsibilities, and how to navigate the beautiful messiness of human dynamics. These are skills that you, like all of us, must learn through real experience.

Second, feedback is not just about what we say — it’s about how we say it. I now realize that the way I expressed my concerns lacked empathy and clarity. Next time, I’ll do better: I’ll explain the ‘why’ behind my thoughts, give you the full picture, and make sure we’re truly aligned in understanding.

Thank you for being our bright, curious, and amazing son. You remind me every day that we are all students in this journey — learning from each other, growing together, and always better when we trust and support one another.

With love,
Dad
Volkan

For more letters like this:

Volkan Yorulmaz: Behind the "Fantastic Job": Progress Bars and Punching Bags

Volkan Yorulmaz: Driving Growth: Individual Development Plan and AI Integration

The Unsung Heroes: Why Operational Workers are Essential to Business Success

When we think about successful businesses, we often focus on the leaders - the CEOs, the managers, the visionaries who steer the ship. But behind every great leader, there are countless people doing the day-to-day work that keeps the business running smoothly. These people may not be in positions of power or prestige, but their contributions are just as critical to the success of the business. In fact, it could be argued that without them, the leaders would have nothing to lead. 

These unsung heroes are the operational workers - the people who handle the nitty-gritty tasks that make the business function. They may be responsible for tasks such as processing orders, managing inventory, providing customer support, or handling payroll. These tasks may not be glamorous, but they are absolutely essential to the smooth operation of the business. 

So why are these operational workers so important? Here are a few reasons:

They keep the wheels turning 
Without the operational workers, the business would grind to a halt. They are the ones who make sure that orders are fulfilled, customers are taken care of, and bills are paid on time. They keep the business running like a well-oiled machine, even when things get hectic. 
 

They are the backbone of the organization 
While leaders may set the strategy and direction for the business, it's the operational workers who execute that strategy. They are the ones who make sure that the plans are put into action and that the business is moving forward. Without them, the grand plans of the leaders would be just that - plans. 
 

They provide valuable insights 
Operational workers are often the ones who are closest to the day-to-day workings of the business. They see the challenges that arise and come up with creative solutions to solve them. They also have valuable insights into what's working well and what could be improved. By listening to and valuing the input of these workers, leaders can make better decisions and improve the overall success of the business. 
 

They are a vital part of the team 
Just because someone is not a leader doesn't mean they aren't an integral part of the team. Operational workers often work closely together and rely on each other to get things done. They form a tight-knit community and are often the ones who keep morale high and the team functioning smoothly. 

In conclusion, while leaders may get much attention and accolades, the operational workers are the unsung heroes who keep the business running. They are the backbone of the organization, providing valuable insights, keeping the wheels turning, and serving as vital members of the team. Without them, the business would be much less successful. So, the next time you think about the success of a business, remember to give credit where credit is due - to the hardworking operational workers who make it all possible.