Tülin Çakmak, Istanbul

Şule Hatun Avşaroğlu is an executive leader who embraces a leadership philosophy that treats data as a guide, technology as a tool, and people at the center.

At a time when digitalization and artificial intelligence are redefining the business world, she firmly believes that the real differentiator still lies in people. With this belief, she has adopted a leadership approach that brings technology and people together and places her at the heart of this transformation.

She positions human resources not merely as a support function, but as a strategic domain that shapes culture, governance, and sustainable growth. She prioritizes data-driven decision-making, AI-powered talent management, and employee experience focused practices.

In this interview, we speak with Şule Hatun Avşaroğlu, Deputy General Manager responsible for HR, Finance, and Governance at Architecht, about how digital transformation is reshaping the world of human resources, why human centered leadership is more critical than ever in technology companies, and the approach that will sustain organizations of the future.

Could you briefly introduce yourself and share your career journey with us?

I was born in 1981. I completed both my undergraduate and graduate education at Istanbul Bilgi University. I began my career in the field of human resources and spent 17 years at Kuveyt Türk, where I held various roles within the HR organization. During this period, I contributed to transformation projects that placed employee experience and technology at the center.

In 2022, I joined Architecht as Deputy General Manager responsible for HR, Finance, and Governance. In this role, I manage not only HR processes but also strategic business functions such as finance and governance. This multidisciplinary structure allows me to experience both the human and organizational dimensions of business simultaneously.

How are technology and digitalization transforming the world of human resources? What innovations are you bringing to HR at Architecht as part of this transformation?

Today, data driven decision making, AI supported talent management, and employee experience design have become integral parts of everyday HR practices. Digitalization enables us to understand our organizations better and make employees’ potential more visible through the right tools.

With nearly 20 years of experience in this field, I can clearly say this. Real transformation begins when we use technology not just to accelerate processes, but to better understand people and support their future development.

At Architecht, we approach this transformation across three main dimensions:

• We have built strong HR analytics infrastructures to measure talent, track development, and increase engagement. The insights derived from this data are extremely valuable for us.
• We are digitalizing the entire employee journey, from recruitment to development. We have an internal intelligent assistant called Archi Touch that supports our onboarding process. Through this agent, new team members can easily access information about company culture, tools, and processes. Archi Touch strengthens the employee experience while making onboarding more personalized and interactive.
• We are building an agile, learning oriented organizational culture that balances technology and people. Digital transformation does not begin with tools, it begins with mindset.

Our vision is to support the potential of every employee at Architecht through technology and to strengthen our identity as a human centered digital organization. This naturally leads to sustainable success at both individual and corporate levels.

What would you like to see at the core of change in your sector?

The financial sector is evolving faster than ever before. Today, digitalization is no longer just a matter of efficiency, it represents a fundamental cultural transformation. While artificial intelligence, data analytics, and automation are reshaping financial services, they are also redefining the way we work, learn, and experience our workplaces.

I believe it is crucial that this transformation is guided by an understanding in which technology empowers people rather than replaces them. At Architecht, we focus on transforming technology into value that truly touches people.

My greatest hope for the future is to see people at the center of technology and meaning at the center of data. When financial technologies are shaped by this vision, our sector will move forward not only digitally, but also culturally. At Architecht, we aim to be one of the architects of this transformation.

What three strategic recommendations would you give to young women professionals advancing in their careers, especially in HR, management, and leadership?

First, continuously renew yourself and never lose your sense of curiosity. Technology, business models, and expectations change, but the desire to learn should remain constant. Developing expertise across different disciplines is extremely valuable.

Second, always put people at the center. No matter how digital leadership and management become, their essence lies in understanding, listening to, and valuing people. A good leader must first be able to read people.

Third, do not be afraid to be visible. Express your ideas, achievements, and goals openly. In my view, courage is the strongest fuel of leadership. As women professionals, we sometimes focus too much on being perfect. Leadership is not about perfection. Protect your own voice, hold on to the values you believe in, and never stop learning.

Are you involved in social responsibility projects for girls and young women, such as mentoring, scholarships, or volunteering? Could you share your experiences?

Yes, social responsibility projects are among the most meaningful aspects of my career. Sharing my professional experience and inspiring young people, especially girls, is truly a passion for me.

During my time at both Kuveyt Türk and Architecht, I actively participated in mentoring programs and engaged with colleagues across different roles, from newly appointed leaders to newly hired team members. Beyond the workplace, I have also tried to guide university students and young professionals at the beginning of their careers.

I also take great pride in supporting the social impact initiatives led by our organizations. One project that is particularly close to my heart is Geleceğe Yazılım. By providing robotics and coding education to middle school students, we help raise children who are not just consumers of technology, but creators of it. Seeing these programs spread across different regions of Türkiye is truly inspiring.

I make every effort to spend time with young people whenever possible. I draw great energy from them, listen to their dreams, and try to help them find their paths. I hope these small connections will contribute to big steps that shape the future.

How do you maintain work life balance? What hobbies or activities help you unwind?

Honestly, I do not always manage to maintain it. I work at a very intense pace, leading teams across multiple disciplines, and I care deeply about being closely involved with each of them. By the end of the day, working hours may be over, but my mind is often still occupied with projects. This can make work life balance challenging at times.

Despite this intensity, my daughter Zeynep and my family are at the center of my life. No matter how busy I am, the time I spend with them restores my balance. We love traveling together, and even short weekend getaways make a big difference for us.

Swimming is my greatest escape. It helps me recharge both physically and mentally. While I may not claim to have achieved perfect balance myself, we have taken important steps at Architecht to help our teams do so. Through flexible working models, social activities, and a family friendly corporate culture, seeing our employees enjoy quality time outside of work with themselves and their loved ones genuinely makes me happy.