Founded and lead the Digital Solutions & AI Department inside Al Jazeera's Creative Division, started in September 2025 and grown from a single unit into three teams covering development, UI/UX, and visual AI generation. The department's work is broadcast-grade digital and AI tooling: internal software the newsroom uses directly, frontend and visual work for the network's websites, and AI-generated video and visuals for editorial production. Practical scope covers AI pipelines, infrastructure across cloud and on-premise GPU, motion and creative-coding output, and the cross-functional alignment that turns experimental work into shipped tools, alongside the administrative direction of the wider directorate, budget included.

Leading creative-engineering work is its own discipline. The teams have to ship reliably enough for a newsroom to depend on them, and explore openly enough that next year's tools can exist. Holding both at once is the actual job.

Lead a department at Soziale Arbeit Mittelmark e.V. covering two parallel projects in migration support and decentralised housing. The work is operational and human at the same time: team leadership, financial oversight, complex casework, and the daily mediation between clients, landlords, authorities, and the wider community.

This domain teaches what no engineering job can: that a process which works on paper can fail in a kitchen, and that the difference between "the system says" and "the family needs" is where good operators earn their keep.

Two roles, both signals of trust granted by the local community rather than positions sought. Appointed member of the City of Brandenburg's Migration Advisory Council since January 2025, contributing to policy recommendations on migration and integration. Elected Deputy Works Council Representative at Soziale Arbeit Mittelmark e.V., supporting colleagues in workplace matters and labour-rights questions.

Civic roles teach a different muscle from professional ones, the work is slower, the consensus is harder, and the audience is broader. Useful counterweight to private-sector reflexes.

Co-founded and ran Turkpress from 2014 to 2017, three years of operating a small media company end to end: business operations, staff supervision, reporting, presentations, and the documentation discipline that keeps a small organisation legible to itself. The market thesis was correct; the execution was the harder part.

The instinct that survived from those years is the one that asks, before any new initiative, who actually needs this and why. It's the question most institutional projects skip and most founder-led projects don't.

Worked in Arabic-language news from 2012 onwards. Started as a news monitor and press review editor for the Syrian National Coalition in Istanbul, covering English and Arabic sources daily and producing the daily review. Co-founded Turkpress in 2014, a news platform created to fill a real gap, Arab readers had strong economic and political reasons to follow Turkey, but no serious Arabic-language source covered it. Ran the company for three years.

The discipline media leaves in you is hard to fake: working under deadline, judging signal from noise, writing for an audience that won't forgive imprecision. That instinct still shapes how I lead technical work today.