shortly after. The CEO called me in to his office and said he was selling the company. As finance director, I knew the amount he mentioned was below what we could get for the company, so he allowed me to negotiate— he gave me two days. And I doubled the original amount. I chose not to stay on with the new owners, even though they wanted me, and I started an accounting practice partnership, which included payroll services, but also all other aspects of accounting. It was then that I understood the potential of starting my own payroll company. At that time in Turkey, there was no “payroll business.” I started a business, but, in a way, I also needed to create the sector. I advertised, went to HR seminars to talk about payroll, and, after a lot of struggles and achievements—including starting my own computerized payroll application—things began to happen. By 2004, I had created Turkey’s first web-based payroll. I called it Bordronet, because “bordro” means payroll in Turkish. It was not that popular a system, but we used it for ourselves and clients. Then, in 2011, we developed a new version which
I received some criticism because I said that “One day every program will be on the internet or in the cloud.” I knew that. But people laughed at me.
was cloud-based. It was still very early for such technology to be introduced because, back then, there was no “cloud” to speak of as we know it today. I received some criticism because I said that “One day every program will be on the internet or in the cloud.” I knew that. But people laughed at me. It was a difficult decision to pursue this technology as many were using local systems and did not feel the need to change to this new approach. Large companies in particular took a long time to adopt. But they had problems with updates and fixes, and backups. My solution, from the cloud, uses data centers for fast delivery of changes and more secure disaster recovery protocols.
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ISSUE 19 GLOBAL PAYROLL MAGAZINE
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