Operations All-Hands Meeting Findings
First structured all-hands with the operations and technical team. Key problems, root causes, decisions, and action plan — June 2026.
- First all-hands exposed deep coordination failures between Sales and Operations.
- Warehouse is ~60% full of customer goods awaiting delivery — uncontrolled purchasing meets broken scheduling.
- The delivery team is overworked, under-resourced, and operating without documentation, training, or authority.
- Top 3 problems (team vote): Scheduling → Staffing → Vehicles.
- 7 decisions made. Most critical: give Süreyya real scheduling authority, embed Sima in ops, lock Christopher's platform contract.
- Biggest risk: speed of change is gated by Yaman Bey's pace of adoption.
Subaşı warehouse, June 2026. Aisles impassable in places; ~60% occupied by customer goods awaiting installation.
Fix scheduling first → reduces pressure on staffing and vehicles, making those partially self-correcting.
Scheduling Chaos
- 15–20 jobs/day without capacity checks (max: 10–12)
- Süreyya has no authority to reject overloaded days
- Showroom moves & deliveries collide, splitting the crew
- Previous coordinator Umay could say no — that's gone
Sales ↔ Ops Coordination Gap
- Sales commits dates without checking capacity
- Job sheets arrive missing floor plans, codes & requirements
- Incomplete orders force repeat trips to same address
- Customers calling delivery team directly at 8–9 pm
No Delivery / Installation Brief
- High-value projects dispatched with zero documentation
- Mid-install discoveries force full disassembly
- Architect floor plans arrive 30–60 min late or never
Staffing Shortage
- 12-person team can't sustain current volume at quality
- 3–4 more experienced technicians needed
- No structured hiring pipeline; word-of-mouth only
Vehicle Shortage & Fleet Aging
- 5 vehicles; Istanbul collapses when intercity vans are away
- 2+ day shop visits disrupt the entire schedule
- No maintenance checklist or assigned vehicle owner
Warehouse Overstock & Inventory Chaos
- ~60% occupied by customer goods awaiting installation
- 10 trucks in, 1 out — worst in Lighting
- 3 unintegrated systems; inconsistent product codes
- Sales can't see live stock at point of sale
Damaged Goods & Accountability Gap
- High-value items left at construction sites — damaged, Mozaik blamed
- No delivery acceptance form or customer sign-off
- No penalty for last-minute cancellations
No Product Training
- Assembly learned on-site in front of customers
- No onboarding for new product lines
- Critical knowledge entirely person-dependent
Coordination Breakdown
Sales and Ops in silos; commitments made without checking capacity.
No Authority in the Middle
Süreyya receives jobs but cannot filter. No scheduling owner with decision power.
No Documented Process
Delivery briefs, checklists, and customer sign-off forms do not exist.
Inventory Mismanagement
Buying disconnected from selling. Warehouse fills; cash trapped in stock.
Fleet Under-Investment
Vehicle count hasn't scaled with volume. Maintenance is reactive.
People Dependency
Critical knowledge lives in individuals, not documented systems.
Süreyya freed from reception — effective the 15th
Two new reception staff absorb that load. Süreyya focuses exclusively on scheduling with real authority to reject overloaded days.
Sima to embed with the operations team
Learn real processes, identify gaps, bridge ops and the upcoming platform build.
Christopher (external CTO) to begin platform build
Pending Yaman Bey sign-off. Unifies customer records, delivery status, inventory, docs, and scheduling.
Weekly Friday meeting at 5 pm
Operations attendance required. Standing forum to surface issues before they compound.
Q3 company-wide review in July
Sebahattin and Abdullah present an ops update. All meeting attendees expected.
Salary review underway
Compensation matrix benchmarked to market. Dedicated session to follow.
Independent customer satisfaction survey commissioned
Anonymous, third-party. Results presented at the July review.
| Action | Owner | Timeline |
|---|---|---|
| Give Süreyya authority to cap/reject overloaded days | Balamir + Yaman Bey | This month |
| Formalise weekly scheduling cycle (Thu → Fri lock) | Süreyya + Sima | This month |
| Create standard delivery brief template | Sima | 2 weeks |
| Accelerate hiring of 3–4 technicians | Sebahattin + Balamir | Ongoing |
| Explore dedicated vehicle lease for intercity | Sebahattin | 2 weeks |
| Warehouse audit — goods held >12 months | Barış + Sima | 1 month |
| Contact customers with goods >12 months | Balamir + Özlem/Fulya | 1 month |
| Build visual stock catalogue for sales | Sima + depot team | 6 weeks |
| Vehicle maintenance checklist + assigned owner | Sebahattin | 2 weeks |
Loyalty is the team's greatest asset. Members don't complain about hard work — only about the chaos that makes their effort feel wasted.
The warehouse photos say everything. Overstocking, poor coordination, accountability gaps — all visible. To be shown at the July all-hands.
"Everyone is Yaman Bey's friend" dynamic is destroying scheduling authority. Must be addressed at ownership level.
Lighting is the worst offender. Worst stock/sales imbalance. Structural changes already underway (Biricik + Artun hired; Zeynep team realigned).
Speed of change is gated by Yaman Bey. All structural improvements depend on the owner's pace of adoption. Flagged as highest execution risk.
Customer Satisfaction Survey
An independent third-party survey has been commissioned. Mozaik customers will be contacted anonymously. Results at the July Q3 review.
| Name | Role | Tenure |
|---|---|---|
| Zafer | Technical Team | 2.5 years |
| Sebahattin | Operations Lead | 30 years (15 as full employee) |
| Fahri | Technical Team | 15–16 years |
| Caner | Technical Team | 12 years |
| Davut | Technical Team | 12 years |
| İsa | Electrical / Lighting | ~23 years |
| Burak | Lighting Team | 8 years |
| Metin | Technical Team | 30 years |
| Barış | Warehouse / Depot | Long tenure |
Facilitated by Balamir (GM) · Sima listening remotely · June 2026