Ali Emre Yolcu

The most expensive problems on any project are rarely technical - Unclear ownership, misaligned stakeholders, and decisions made without engineering clarity: that's exactly where I make the difference. With 20+ years of hands-on experience across FMCG, industrial manufacturing, and automotive, I lead capital projects from targeted operational investments to large-scale EPC programs - across 20+ countries. I deliver on scope, on time, and within budget.

I believe that sustainable results are built on people, not just processes. My leadership style is empathetic, inclusive, and transparent - I mentor teams, build trust, and create environments where ownership thrives. I am equally at home managing a boardroom stakeholder and motivating a production crew, and I understand that the best technical solution means nothing without the people committed to delivering it.

My strength lies in combining deep technical expertise with people-centered leadership - bringing together engineering rigor, strategic clarity, and genuine care for the teams I work with.

Independent Technical Project Manager | ZZP Consultant at SERLA Management Consultancy (2026-03 – Present)

• Independent Technical Project Management and Engineering Consultancy across the full project lifecycle - from feasibility and engineering through to commissioning and operational handover.
• Serving clients across FMCG, industrial manufacturing, and related sectors on engagements ranging from targeted operational investments to large-scale capital programs.
• Core services: EPC delivery - Greenfield & brownfield installations - Process improvement - Asset management - CAPEX planning & project governance.

Operations Director | Machine Manufacturing Division Start-up & Global Deployment at Kontek Automation & Energy (2022-10 – 2025-05)

• Directed end-to-end start-up and global deployment of a machine manufacturing division; defined production standards, supplier development and customer integration to meet ramp-up targets.
• Managed project schedules, budgets and cross-functional teams to achieve 120+ units and $15M revenue in the first year.
• Implemented production planning, procurement and workforce onboarding processes to support rapid scale-up.
• Strategic sourcing, cash flow management, supplier performance review, risk mitigation and quality auditing.
• Full scope: design, production, installation, training, service and spare parts management; prototype-to-production conversions for international deployments.

Operations Lead / Project Manager at SERLA Management Consultancy (2019-07 – 2022-10)

• Delivered turnkey equipment projects and managed end-to-end project execution for multinational manufacturers; contributed to $15M in equipment sales through structured project delivery.
• Provided CAPEX planning, supplier selection, project governance and operational readiness support for international clients.
• Technical consultancy for commercial production initiatives including supplier scope preparation, selection and qualification.

EEMA Project Manager - Engineering at Philip Morris International (2017-07 – 2019-06)

• Managed EEMA CAPEX and obsolescence portfolio ($10M); established third-party manufacturers and ensured qualified production start-ups across EEMA region.
• Project scope preparation, performance evaluation, training and technical support of EEMA production centers.
• Drove TPM and preventive maintenance programs that cut downtime and improve quality metrics.
• Led supplier collaboration and technical implementation of new equipment.

Planning Manager - EEMA South Cluster at Philip Morris International (2015-08 – 2017-07)

• Owned Product Lifecycle Management, Budget cycle coordination across 80+ markets; internal and external stakeholder development.
• Coordinating and delivering "Product Knowledge Trainings"

Progressive Engineering & Operations Roles at Philip Morris International (2007-09 – 2015-08)

• Maintenance Manager (2013-2015): 40% capacity uplift and $40M CAPEX avoidance via layout redesign. SAP based maintenance planning, PLC/SCADA commissioning, ATEX environments.
• Process Leader (2011-2013): Record process quality scores; CI projects from ideation to standardization.
• Project Engineer (2010-2011) & Production Supervisor (2007-2010): machine installations, automation and production leadership.

Engineering & Operations Roles at Schneider Electric - KARSAN Automotive - VESTEL WHITE - Tirsan Kardan - Okutan Engineering (2001-09 – 2007-11)

• Engineering and operations roles across automotive, white goods, and industrial sectors - assembly line management, supplier quality programs, feasibility studies and investment planning up to $20M.

BSc in Mechanical Engineering – Middle East Technical University (2002)