CAN DINÇER
THE MANUFACTURING INTERVIEW
F rom trainee to CEO, Can Dinçer has seen Beko grow from four main manufacturing plants in 1993 to 38 around the world today. He has spent time on the ground around the world and now leads from its corporate headquarters in Istanbul, Turkey.
“ What I find most interesting looking back is that although I spent more than three decades in the same company, it never felt like the same role twice,” Can explains.“ The business, the industry and the markets have constantly evolved and that’ s what kept it genuinely exciting.”
Today, he describes his role as shaping the company’ s long-term direction and making sure it stays competitive in a fast-changing industry.
The road to CEO When Hakan Bulgurlu stepped down from the helm in March 2026, Can was ready for the top job. He says:“ Having spent so long inside this business, I have a clear picture of how different parts of the organisation connect – from manufacturing and supply chain to commercial operations and customer experience. That integrated perspective matters a great deal when you are trying to move quickly.”
The most important preparation for this role, he feels, is the time he spent abroad:“ Whether in the US, Europe or South Asia, you quickly learn that there’ s no single playbook for growth or transformation. Every market has its own realities, consumer expectations and
CAN DINÇER
TITLE: CEO COMPANY: BEKO
INDUSTRY: APPLIANCES AND ELECTRONICS
HEADQUARTERS: ISTANBUL, TURKEY
Can joined Beko in 1993 and now leads its operations as CEO, overseeing 38 production facilities and 22 brands across more than 100 markets.
operational challenges, and you have to adapt your approach accordingly.”
He has led significant transformations for the business, including its change from a traditional dealer-based model to an integrated, multi-channel customer experience.“ It required aligning teams, systems and ways of working across a very complex organisation,” Can says.“ That kind of experience teaches you as much about culture and change management as it does about strategy.”
The challenges ahead While Can is well-prepared for the role, the current business landscape for manufacturers is not a simple one.“ The core challenge is balancing resilience, competitiveness and long-term investment all at the same time,” Can says.
“ Supply chain vulnerability became very visible during the disruptions of recent years. Building more resilient
24 August 2026