Fatih Görgülü
PMO Manager & ERP Consulting Manager
ERP consulting and PMO leadership at IAS Turkey — decision governance, sponsor visibility, go-live, and delivery discipline in the field.
I bring "Systems, People, Craft" together as a practical operating discipline for better decisions and reliable execution.
60+ projects · 12+ years in the field · PMP (since 2018)
Who I am
I serve as PMO Manager & ERP Consulting Manager at IAS Turkey. For 12+ years, I have worked on canias ERP and transformation programs in the field, with a focus on aligning teams, improving sponsor visibility, and securing delivery.
I have held PMP since 2018. In 2025, I serve as President of PMI Turkey, carrying responsibilities in professional representation, knowledge sharing, and volunteer leadership. My operating principle is straightforward: in complex projects, reports are not enough; decisions, action, and completion are what matter.
I currently lead PMO and consulting initiatives at IAS. This website is for thought leadership, speaking, and professional profile purposes. Any external collaboration requests are assessed for suitability and potential conflicts of interest.
Recently, my focus has expanded beyond managing projects and teams to turning recurring field-level friction points into more functional structures through experience, domain knowledge, and AI-enabled product thinking. Tools that improve decision support, visibility, and delivery discipline sit at the center of this interest.
Canias ERP and digital transformation advisory approach →PMO and project governance approach →ERP and digital transformation guides →Speaker page →
Where I create the most value
- When a program appears to move forward but decisions are repeatedly blocked.
- When sponsor visibility weakens and leadership sees field reality too late.
- When ownership is fragmented across teams and accountability blurs.
- When go-live approaches while critical readiness work remains invisible.
- When PMO produces reports but fails to trigger action.
- When consultant-client-management alignment breaks down.
Professional journey
I have worked across 60+ ERP and transformation projects in medium and large institutional environments. Partnering with C-level stakeholders and sponsors, I focus on decision visibility and delivery assurance.
- I have operated in complex stakeholder structures where consultant-client-management alignment and ownership clarity are critical.
- I treat data readiness, process design, go-live, and first-90-day stabilization as one delivery chain rather than separate phases.
- I build practical governance in field conditions, making delayed decisions visible and keeping execution momentum intact.
Focus areas
- canias ERP program/project leadership and consulting coordination
- Running scope, schedule, change, and go-live management with delivery accountability
- Designing PMO as a decision and action mechanism, not a reporting center
- Establishing sponsor visibility and stakeholder alignment to improve decision quality
- Strengthening ownership and coordination discipline across field teams
- Using facilitation and training to create clarity, priority, and execution consistency
Industries
Automotive and components, defence and heavy industry, rail systems, food, rubber, carpet and export-oriented manufacturing, logistics, and public sector.
Selected institutions
- TÜRASAŞ — experience in multi-stakeholder public and rail-system structures
- PTT — delivery and process coordination in large-scale operations
- Turkish Ministry of Health (provincial health / public hospital structures) — high-coordination public-sector context
- Gaziantep carpet sector ecosystem — production-focused, multi-stakeholder field environment
PMI Turkey
I have served PMI Turkey as a volunteer since 2018 and hold the President role in 2025. This is more than a title: it is a responsibility to represent professional standards, support the community, and carry field experience into broader professional dialogue.
- Representing the project management community at national level with a disciplined communication line.
- Contributing through events, education, and practitioner-oriented knowledge sharing.
- Translating field realities into practical insight for wider professional use.
Management philosophy
I've seen four conditions for success in transformation projects:
Clarity
If goals and success criteria are unclear, team energy scatters.
Discipline
Delivery is protected by consistent execution, not intent. Once meeting, follow-up, and decision flow weakens, drift accelerates.
Measurability
Intuition is valuable but not enough on its own. I speak with data and make drift visible early.
Decision courage
Projects rarely collapse from technical complexity alone; they stall when hard decisions are postponed. Escalating the right issue at the right time is a leadership test.
Finishers win
Launching projects is common; finishing them is the real leadership test. In transformation programs, real value appears when decision governance, ownership clarity, and last-mile delivery discipline work together.
- Drift usually comes less from planning weakness and more from breaks in the decision and ownership chain.
- With the right governance in place, teams do more than report: they decide, execute, and complete.
- Organizations that protect sponsor visibility and manage delivery discipline through the final mile are the ones that finish strong.
— Fatih Görgülü
What this page gives you
- The right perspective on the right problem
- An approach that brings clarity and visibility before expertise
- A management style that neither pushes nor softens the team
When a conversation makes sense
If any of the below feels familiar, a short conversation tends to be more useful than just reading.
- The project looks like it is progressing but decisions are getting stuck.
- You sense visibility is fading at the sponsor table.
- In your ERP transformation you want clarity as much as expertise.
Where should this profile lead next
The profile builds trust; the next step should expose the problem, framework, and conversation point.
Framework
Return to the ERP framework
Use the ERP framework when you need the wider sponsor, delivery, and transformation picture beyond a single topic.
Continue →Relevant resource
Resources and checklists
Use the resources surface when you want a checklist, decision note, or downloadable asset to make this topic more concrete.
Continue →Conversation
If this is active, let us talk
If this topic matches a live project, sponsor decision, or delivery pressure, a direct conversation is the most sensible next step.
Continue →Open to a focused professional exchange.
If your context involves ERP, PMO, or transformation governance, especially around decision governance, sponsor visibility, and delivery discipline, feel free to reach out. External meetings and collaboration requests are reviewed within current role boundaries and conflict-of-interest principles.