Engin Yeşil was educated at the University of Florida. In 1986, he started his own business in the United States. E-commerce, telecommunications and computer software companies from the scratch has established and some of the public has offered. He began to make investments in the construction and energy sectors in Turkey in 2008. In addition, his father, Mustafa Yeşil's established in 1948, the Yeşil Kundura family company took over and continues.
Established by Mustafa Yeşil and Recep Ali Yeşil sisters, Yeşil Kundura is the first shoe factory in the private sector to produce military boots. The products of the company, which had provided for the shoes and boots of the Turkish Armed Forces for years, were almost overtaken in the military. In 1987 Mustafa Yeşil bought his brother's feelings and went alone to the company alone. Later, the company was inherited by Engin Yesil and Emel Yesil.Firsts from the Yeşil Kundura:
The Green Pest is the beginning of everything for me and it is the most precious period for me. It starts with my childhood. It's my first school to direct me in business. When I was a kid my dad took me to the factory next weekend and I walked around with the forklifts at the factory and did what I had to do. However, I took many life lessons from my father at that time. I want to talk about a memoir that I could not understand when I was a child, but today I really want every child to be taught.
I was doing my own kite at home. I'm talking about those old kites with tassel tails of greasy paper and trivia. The rope I needed to fly was the same as the rope used in our factory forks, and there were thousands of them in the factory. My father and uncle were partners at that time. My dad would not let me get the string twine from the fab. "He is not ours, his half belongs to your uncle." I remember when I was a kid, I stole a bobbin from the factory, hid it under the seat of my car and brought it home. I learned a lot of life lessons such as equity, work ethic and honesty by following a verb in my father's factory. He was a very hardworking and technical person. He designed and built many machines in the factory itself. I think that my childhood in Yeşil Kundura is a very important contributor to my business life. It is very important to me to keep this company as a fatherly heirloom.
From 1986 to 1996www.1800contacts.com
It was founded by Engin Yesil in USA. 1800 CONTACTS is the world's largest contact lens distribution and online retailer. Contact Contact lens is an area in the world selling contact lenses in the mail order sector. Even today, it maintains its market leadership and is among the top 500 brands in the US.
"It was my first company on July 16, 1986. At that time, the name Lens Express Inc. and after that was 1800 CONTACTS. It was college years. We partnered 50/50 with a friend of mine. My partner had a two-bedroom apartment. We turned that apartment into office. We put 2 work tables in one of the bedrooms and connected two phone lines to the apartment. We gave Cosmopolitan, the most popular female magazine of that time, a full-page ad. At the top of the notice was a picture of a girl's eyes. One of his eyes was blue and the other was brown. "We are sending all kinds of contact lenses by mail to your house at 70% cheaper than Lens Express, including changing the color of your eyes". As soon as the announcement was made, our phones started to ring, my girlfriend and my girlfriend of my partner were supporting the phones as our call center staff, and we packed the contact lenses and delivered them to UPS. After working this way for 1 month we rented an office and moved. Only 15 days after the start of the work, I turned to the partner and said, "We will be the world's largest lens distributor."
When we sold this company 10 years later in 1996, we sold 80,000 lenses a day and became the world's largest lens distributor. Our closest rival was selling 8,000 lenses. After we sold this company, it changed hands three more times and still 30 years later it still continues to operate as the world's largest lens distributor 1800 CONTACTS. I can say that most of my work experience is in this company because in those years, even in America, computers have just been used in small companies. Computer software was difficult and there were no software packages. We had to develop software for the needs of the company and we were doing everything in our own way. We developed all the software needed by a company with more than 85 different contact lenses and more than 2 million customers, IVR software used at a call center of 200 people, integration software for companies such as FedEx / UPS, and much more. We experienced problems such as legal problems and unfair competition as well as technical difficulties. The giant corporations we sold lenses stopped selling lenses to us with the pressure of their ophthalmologist. At the end of a five-year struggle, these giant firms paid $ 500 million in penalties in 22 different states for unfair competition and forced us to sell lenses again. The struggle for survival in this process and the difficulties like this have prepared me these days. I sold this company with a capital of 20 thousand TL and sold it for 40 million dolars ".
1800 CONTACTS today, the company value is over 700 million dollars. I think that my childhood is a very important contribution to my business life. It is very important to me to keep this company as a fatherly heirloom.
From 1994'den to Presentwww.tel3.com
It was founded by Engin Yesil in the USA. Tel3 Inc marketed based on an individual consumer distribution system and offered telecom services to businesses and homes by providing affordable international and domestic telephone services. Tel3 Inc quickly became a rival to world giants such as MCI, AT&T and Sprint.Firsts from Tel3:
"During the years before I had sold Lens Express, we had about 200 employees working at the call center, and we were incurring about a $250,000/month in phone bills. I decided to enter into a Reseller Agreement with a telecom company called Worldcom. Our first customer was Lens Express, and with the consumer focused "Network Marketing" system, we started to have the customers convert their telecom lines to Tel3. They were getting a 50% reduction on their monthly phone bills and at the same time, by giving us new customer referrals, they were getting additional 2% revenue each month from the phone bills of their referred customers. This system was up to 8 levels. If you are a customer and you bring 3 customers and those 3 customers brought 3 new customers etc. This could reach to 9840 customers in 8 levels and every singke month 2% share was being paid in cash. For this reason, I named the company as Tel3. I owned 95% of this company and started it with a capital of $1 Million. The Company grew rapidly, reaching 20 thousand individual distributors and a portfolio of 250 Thousand customers within 2 years.
I personally designed the proprietary software system which was capable of tracking monthly billing transactions and accurate distributor payments and had the programmers write the code. Unfortunately, during those years, there was no readily available software packages in the market, and our unique process was a live system that needed to be developed and customized continuously. After 3 years, unfortunately the profit margins of this company started to decline. Companies such as AT & T, MCI, and SPRINT started reducing their monthly charges from 30 cents levels to 10 cents. As a result, Tel3 became unable to provide rates to customers at 50% discount levels and the business lost its appeal. In search for a solution, I developed a new product for Tel3. The first smart phonecard. With this card, customers were able to make a call from any phone and pay less for international and long distance calls. They could also see the details of all their calls on the internet. In addition, this card was tied to the customer’s credit card, and when their balances fell below a certain limit, it automatically loaded itself recharged in the amount of $25. As a result, during the call, the line was never disconnected. Additionally, it came with features such as user recognition, speed dial etc, which can be perceived as a standard today, which actually was a new invention at the time. We developed our own proprietary system software with these features. With revolutionary developments in smartphone technology, Skype, WhatsApp etc. the demand for services provided by Tel3 was significantly lower, and consequently revenue levels gradually dropped to annual levels of $3 Million. The Company still continues to be operational within the umbrella of Next Group Holdings, a Yesil partnership, even after 23 years. "
From 1998'den to Presentwww.tellza.com
It was founded by Engin Yesil in the USA. Radiant Telecom started to operate as a company that manufactures and markets phone cards, after which it was finally transformed into a company called Tellza which provides phone card platform services, IP network services and finally IP Softswitch & Billing services.
Today, Tellza is a publicly traded company in the Toronto Stock Exchange, with annual revenues over $500 million.Firsts from Radiant Telecom:
A first from Tellza:
Proprietory soft switch with full redundency
"There are many people with different ethnic backgrounds living in the USA. These people preferred phone cards to call their relatives in their home countries to talk with them. Using our telecom infrastructure know-how from Tel3 and our experience in switch technologies, we decided to enter into this market. And with the Radiant brand, we went into the phone cards market.
Within 3 years, we reached a 7% market share in the US with 4,000 distributors and 200,000 sales points. We were selling over 5 million cards a month. The company annual revenues were around $ 100 million. We designed the switching platform ourselves that allowed cards to work. I developed a mega-switching platform in which the functions such as all signaling, timing, pricing, billing, PIN database management, activation, CRM customer services were fully integrated. At the same time, more than 30 Thousand Radiant card users were able to talk on this platform without getting a busy signal.
We developed a system that activates and loads phone cards during sales and we named it as Radiant POS. With this system, real-time activation was performed at more than Seven Thousand locations.
In 2001, we established a holding company to open this platform as a private label for use by other brands and we have structured 4 different companies under it.
Radiant Telecom, Intelligent Switching & Software, Ntera Networks and Numind were organized under Ntera Holding.
Intelligent Switching & Software, with its own proprietary software developed in house, created a 100,000-channel switching platform and started providing infrastructure services to other phone card companies.
Numind Software Systems has developed software to integrate phone cards and Mobile Top Up Cards into POS systems and provided Radiant Telecom POS integration services in 7,000 locations. With SIP signaling technology, it started developing a new switching code software.
Ntera Networks began offering toll quality services for the first time in the US by setting up IP switches in NFL cities. In 2002, it became AT&T's first and largest IP voice network provider.
Over time, the popularity of phone cards decreased. Mobile phones have become cheaper, and in the last 10 years, the trend has been mixed. In 2006, I decided to liquidate this company.
In later years, we started to use the IP Switching and Telecom Arbitrage system that we were developing in Tellza, the publicly traded company in Canada. Today it has become an industrial IP switchboard platform. The system is capable of handling more than 50 Thousand conversations at the same time, and has a speed of more than 6 thousand transactions per second. With this system, we provide voice services to more than 1,500 companies, including the largest telecom and mobile operators in the world. One of the most important features of this company is full automation. Although there are less than 30 employees in Tellza, the Company makes more than $500 million in annual revenue. This amounts to $16 Million per employee. “
It was founded in the USA by Engin Yeşil and Jeff Wilson. The company has developed a proprietary software that enables buy/sell trades on the Nasdaq and NY Stock Exchange electronically. The shares of a public company in the US can be traded in more than one stock market. The shares of a company in Nasdaq can be bought and sold from ECN (electronic communications network) such as Archipelago, Instinet, Island, BRUT and Redibook. Thanks to the system and software developed by STS, Nasdaq and all other ECNs were able to be connected with direct data feeds. When the system displayed the same share on the trader’s screen, the trader could see the price differences between the ECNs and quickly buy the share from one ECN and sell it on the other. With Mach I and later called Mach II, Broadway Trading (brokerage firm), the system's licensor, was able to offer its customers the fastest trading and arbitrage opportunities. Mach II became the most preferred system for stock exchange processors and the daily average volume of transactions through this system was between 1 and 2 Billion Dollars.
"During those years, there were about 5,000 daytraders in America who earned money by buying and selling shares in the stock market during the day and that is why it is called daytrading. These daytraders were making profits by investing in the $20 range of ups and downs of the then popular .com shares. 20% of these 5,000 daytraders were trading at Broadway Trading. Broadway Trading had 11 offices in cities like New York, Miami, Los Angeles and Atlanta. These traders were trading their own money, but Broadway Trading was providing them six times the buying power. Traders paid $20 for each buy and $20 to sell as a usage fee of the system. Buy/sell profits or losses belonged to the Trader. Broadway Trading used to pay $6 of every $20 to a company called Datek, as the software license fee. Such costs accumulated to $3 Million levels per month as there was a lot of trading. I was very surprised to learn that, because I could not believe that just a system license fees could cause such exorbitant monthly costs. Jeff Wilson, owner of Broadway Trading, was a very good and close friend of mine. He was very generous and had very strong social skills. His personal relationships with the best daytraders in the US ensured that they traded at Broadway Trading offices. He did not have much care about money and if anybody needed financial help, he would always be there for them. He used to earn $30 million a year and used to spend it all. One day I mentioned to him that I liked a Ford Lightning 4x4 truck model and he gave the same car to me as a gift on my birthday two weeks later and sent it to my house. Anybody who would need funds for investment or for anything else would knock on his door and I know for a fact that he would have forgotten some of those personal loans ranging from $300,000 to $500,000. In one word, Jeff was a complete stockbroker. He knew the stock markets and the stockbroker mentality very well, but he had no technical knowledge. He did not have the right people around him with sufficient technical knowledge. When I learned that Broadway Trading paid $ 3 million per month for the system usage license fee to Datek, I tried to talk to him trying to convince him that I could write a better software from scratch. Jeff made fun of me and told me I could not do it.
One day I took Jeff to my own telecom company. I gave him a tour of our 6 building complex where 400 people were employed. One of these buildings was a 2,700 sqm Data Center building, full of computerized systems and I told him that there were only 2 other data centers like that in total, in New York and Los Angeles. I also explained to him that we did not pay any license fees to anyone as we wrote our own switching codes. Then I also took him to the building where the software developers were located and of course, seeing these things, he finally believed that I could easily develop the trading software. I made an offer to him whereby we will set up a company as 50/50 partners and we would each invest $500 Thousand into the company for a total of $1 Million and a software team of 14 people would complete the software in 1 year. Thereafter, we would have to buy computer servers by investing an additional $ 3 million. More than 900 traders of Broadway Trading would be transferred to this system and Broadway Trading would continue to pay $3 million dollars per month to our company, where we are our 50/50 partners, instead of the third party. In a way, $1.5 million would go back to Jeff's pocket and I would have earned $ 1.5 million a month myself. Jeff accepted the offer and I transferred 3 people from the telecom company’s software team to STS. We recruited 11 new software developers and we successfully completed Mach I in a year and Broadway Trading began paying STS $3 Million per month. This lasted for 2 years. Very unexpectedly, unfortunately Jeff Wilson died in a traffic accident in 2002. After that, the best traders soon started to transfer to other competing trading companies, and the offices started to close. Jeff's wife was not well equipped to handle the business. Additionally, the SEC (Securities Exchange Commission) had introduced some new regulations, 2 of which were major ones. 1. The price level of the stocks have gone down from $ 1/8 to 1 cent. 2. The price arbitrage between ECNs was lifted. These changes made it very difficult for the daytraders to profit. At the end of the day Brodway Trading closed its doors and STS lost its license agreement.
After that I decided to make the STS system a Block Box solution that can trade on its own (artificial intelligence) and I started to develop the system on this level. In the first year, the system made a profit of 800 thousand dollars. However in the market conditions of the time, the risk was so great that I did not see it to be worth the $800 thousand and decided not to continue ".
In the meantime, after many years, I found out that Mark Zuckerberg, the founder of Facebook, was a daytrader at Broadway Trading before he founded Facebook and had a lot of admiration for Jeff Wilson, which he expressed in his own words in a newspaper report in January 2014.
In 2003, the year Mark Zuckerberg launched Facebook, Jeff was no longer alive. If Jeff had been alive, I'm sure Jeff would be the first person for Mark to come for the financing he was seeking for the Facebook start-up. Jeff would probably have asked me to join in to invest a few million dollars myself and we would have been the first investor partners of Facebook today.
The Company was created by Engin Yeşil to profit from the buy/sell of shares traded on the Nasdaq and NY Stock Exchange. We trained the hired staff to make profits by trading over the STS system and the profits were split between the trader and the company.
"As STS / Brodway Trading businesses continued, I developed a business model whereby I could benefit from the profits of trading as well, in addition to the per trade transaction fees being earned. I basically provided the required capital and the trader was keeping 25% of the profits he earned and 75% belonged to me and of course if there were any losses, I was responsible for 100% of it.
We needed smart young traders and unfortunately, I was not happy with the responses being received to the job advertisements we gave in the US. I was not able to find the right people I was looking for as the good candidates preferred companies like Goldman Sachs and Merrill Lynch for their careers. I decided to hire these traders I was looking for from Turkey and contracted Arthur Andersen Istanbul office to find me these candidates. I wrote a newspaper ad saying: “American Trading firm is looking for employees to trade on Nasdaq and NY stock exchanges; all training will be given, H1 visa will be applied for, etc. At the end of the same week, 3 thousand applications arrived. Almost everyone in the financial sector in Istanbul applied. People did not tell each other that they were applying for such a job and were keeping it a secret. Arthur Andersen subjected these applicants to 6 different tests and reduced them to a thousand during the initial screening and found the right candidates. After a 4-month period, we chose 30 people among them and flew them to Miami. I trained them on our Mach II system, and they traded for about 2 years. Almost all succeeded, however due to the changes in the Nasdaq rules, bankruptcies of the .com companies and collapse of the stock markets after the 9/11 attacks, neither they nor I was able to make expected profits. Half of the 30 people returned to Turkey while others started working for my telecom companies at the time and remained in the US.
From 2000 to Presentwww.1800petmeds.com
$3 million was invested in the shares of this publicly trading company on the brink of bankruptcy, at 20 cents by capital increase and ended up about 70% ownership of the Company. Within 5 years, the company's shares increased by 100 times, from 20 cents a share to $20.
Today 1800PetMeds.com is the largest e-pharmacy company in the world that caters pharmaceuticals and other needs of pets such as dogs and cats via an online system. The company, which is currently one of the top 500 brands in the US, has exceeded the market value of $1 billion in 2017. 1800PetMeds current share price is $36.
"This company is built by copying the business model of Lens Express. Instead of sending contact lenses via mail to the customer, we are sending pet medications to the customers at a discount. Even the name of the company was PetMed Express. Copying a business model does not always yield the same results, or is not sufficient, and Lens Express was a company that had been founded 10 years earlier, accordingly there was a time lag between both. After investment was made in the company, I revised all of the company's sales policies and operational processes and changed the company's name to 1800PETMEDS. We started spending a large portion of $3 Million capital contributed on TV advertisements. With the changes made, the responses to the ads were substantially positive and the advertising budget became sustainable. I kept on advertising for years without any breaks, and the company's profits and profitability continued to increase. In the 6th year of our investment, the shares of the Company increased to the level of $20. Over time, the majority of the shares were sold and earned $125 million in profits.
It was founded by Engin Yesil. The Company constructed a 15,000 housing project named Innovia, Turkey's largest private sector project. Innovia is also the first project in Turkey which provides unprecedented social facilities with hotel comfort. The Company obtained a REIT status by purchasing Ihlas GYO. In 2007 I signed an agreement with Donald Trump obtaining exclusive rights to develop Trump-branded projects in Turkey and started the work for the Trump Towers project. In 2008, we gave the Dogan Group the sublicensed usage rights of the Trump brand for the Trump Towers Mecidiyeköy project. In 2009 we achieved a first in Turkey by starting a sales campaign named "60 Months 0 Interest" terms with a "Securities System" to start our housing sales. This sales model was copied by many others in the industry and customized to fit their needs. In 2010, we purchased Borova Insaat, the first construction company traded in the Turkish stock market, which had started its operations in 1993. Borova Insaat is also the first Turkish construction company that signed an international agreement and did construction commitment work in Western Europe. In 2013, Borova Yapı and Yeşil İnşaat merged with the acquisition method and became a much bigger and stronger consolidated structure. The name of the new company was changed to Yeşil Yapi (YYAPI). In 2010, Yeşil Y&Y GYO was established by merging Yeşil Gayrimenkul Yatırım Ortaklığı A.Ş. (YGYO) and Yeşil Insaat Yapi Duzenleme ve Pazarlama A.S, which developed the Innovia project. Yesil GYO is among the leading REITs in the sector. In 2010, Yeşil ve Metal Yapi Konut Ortaklığı started the construction of 61 storey Istanbul Tower 205 project in Istanbul Büyükdere Caddesi, which will be among the world’s and Europe’s most renowned and prestigious business towers.
"The construction industry has experienced many turmoils over the last decade. During the month of August 2008, the collapse of Lehman Brothers and the effects on the construction industry worldwide was also felt extensively in Turkey. At that time, I was building and selling Innovia 1, the first phase of the Innovia project. The markets collapsed suddenly and all the construction companies were trying to predict how long this crisis would last. There were even no ads for construction projects in the newspapers or TV. Construction cranes of many companies stopped. We were not in a different situation. We were able to sell 500 of the 1,200 units only and could not sell the rest. This was the period between August 2008 and December 2008. Decreasing the prices of the apartments was not an option as we did not wants to experience any negative reaction from the customers, who already made a purchase from us. I remember those days not being able to sleep and constantly trying to find a solution. Then I woke up one morning and I knew what to do. I gathered the sales and finance teams and announced that we would be selling Innovia II, the second phase of Innovia, with a big sales campaign. Everyone was staring at me to as if I had lost my mind as there were 700 unsold apartments in the first stage already and the 2nd stage consisted of 3800 apartments. My theory was as follows:
1. First, because it was a new phase of units, I would be able to sell the apartments for cheap at any price I wanted.
2. Since no other competitor was advertising, I will be able to attract all the attention.
3. I would create a sensation by doing something no one had done before. I would sell an apartment with “60” months instalments "0" interest rate system to everyone. I changed the name of the studio apartment and called 1 + 0 zero, the 1 + 0 name now you hear everywhere comes from this plan (1 + 0 is a registered Yesil trademark). I have entered into a huge sales campaign that offered 1 + 0 apartments for TL 49 thousand, 1 + 1 apartments for TL 79 thousand and “60” months installments and "0" interest. More than 5 Thousand people stormed into the sales office that weekend. In just 4 weeks, 80% of the 3800 stores were sold. This method served as an example to the competitor companies and soon enough, they also started doing similar ads and campaigns. Today, the situation is not so different, things have been halted as a result of the slowdown in the construction sector since the events of the Gezi Park in 2013. When there is so much terror, coups, war risks etc. in one country. consumer confidence and investment appetite would be unfortunately non-existent, so I would like to wish patience and strength to my colleagues in the sector. Turkey will overcome all these obstacles. The important thing is not to yield and continue developing solutions that will survive. “
From 2007 to Presentwww.ortadoguenerji.com.tr
Yesil Group took the first step into the energy sector by investing into Ortadogu Enerji A.S. The Company won the bidding process of Istac A.S, a subsidiary of the Istanbul Metropolitan Municipality to turn the municipal garbage gas into electrical energy. Ortadogu Enerji Waste to Energy Facility has become one of the world's 5 largest and most modern facilities.
Additionally, we founded new entities named Ufuk Enerji, Orsa Enerji and Ortadogu Yenilenebilir Enerji that continue their operations to invest into wind and geothermal energy resources.
"Turkey's energy demand is constantly growing, and companies engaged in the production of renewable green energy sources are considered good investments due to low energy production costs in the long term. Ortadogu Enerji and all of our other companies in the Energy Group produce energy, however, they are weak in terms of production capacity.”
It is almost impossible to produce thousands of megawatts with renewable green energy resources and when I consider our renewable energy investments from this perspective, I sometimes think I may not have made the correct decision to invest. If I had invested in coal power plants instead, I could have been the owner of facilities that produce thousands of megawatts rather than of hundreds. Unfortunately, we have failed to make such timely investments since we have had disagreement within our Energy Group partners. In situations like these, I believe in fate. "
From 2010 to Presentwww.renco.com.tr
It was founded by Engin Yesil in Turkey. The company has developed a new building system using glass fiber reinforced composite material. By using the system, buildings can be constructed by using 100% composite material without using iron, concrete or steel. The building system has a life span of 100 years, much faster construction time and it does not contain carcinogenic materials and is recyclable and earthquake safe. The system has approved and pending worldwide patents for its utility and design.
In 2012, for the first time in the world, we built a 5-storey, 4,000-square-meter building in just 20 days with our modular system consisting entirely of fiber composite construction ingredients, without using iron and concrete.
In 2012,the Renco system passed the seismic loads of earthquake tests made by Istanbul Technical University and Bogazici Kandilli Observatory and certificates were obtained.
In 2012, a 50/50 Joint Venture agreement was signed with Coastal Construction, one of America's leading construction companies, and Renco USA was established.
In 2012, in partnership with Nasa İnşaat, we started to develop projects in Iraq and entered into the POS system of the Ministry of Public Works of Iraq and our system started to be accepted in state tenders.
In 2014, Renco developed a bullet-proof, explosive resistant wall system from composite materials.
In 2015, – Renco Composite Construction System received 2 different patent registrations in the USA.
In 2016, – Renco's patented Composite Structure System is listed in the US as a new generation building system after completion of approval processes.
In 2016, – Renco has developed a vertical agriculture system from composite materials. Thanks to the system, organic farming can be done with 90% less land, water and fertilizer.
In 2016, Renco changed the existing block design to a new design called the "skeleton block". Thanks to this system, we are able to reduce the cost by 35% by using less raw material without loss of strength.
In 2017, multifamily residential and hotel projects in the US are planned to be developed initially in the State of Florida with the Renco system. Built in partnership with Coastal Construction, hundreds of hotels and thousands of rental homes are planned to be built in every corner of the US.
"Potentially most significant investment of the Yesil Group is Renco and the projects that are planned with the Renco system. We plan to build a 3-star hotel chain with the NU'ERA brand and more than 100 thousand rental multi-family residential projects all over the USA. As the construction costs with the Renco system are 40% less and the construction period is 60% shorter compared the standard construction, return on investment is at least twice as good compared to a regular construction investment. Projects with such performances are also easier to finance and repayment is faster. Yesil and Coastal Group are currently concentrated on identifying the locations of these projects and obtaining construction permits. The first two projects are expected to be launched in early 2018. “
From 2011 to Present
Engin Yesil initiated social responsibility projects. Every year Yesil Holding Group of Companies make donations of shoes for the needy children in village schools in every remote corner of Turkey in addition to building mosques, new schools and renovating old ones. We also donated houses to the needy and earthquake victims.
"Do good deed, Throw it into the sea." is a famous Turkish proverb and I am a true believer of its meaning. Both good and bad deeds find their way back to you in life. That is why I believe it is very important to think positive and help other people. Helping other people doesn’t need to be monetary as only, as it is also possible by sharing knowledge, motivating, encouraging and, of course, educating others. I think it is essential for everyone to do their part to help for a better future. “
From 2016 to Presentwww.wowwo.com
The Company was founded by Engin Yesil in Turkey. Wowwo is a rapidly growing automobile sales company, thanks to the business model developed after sound analysis of the demand of the preowned automobile market.
Firsts of Wowwo:
Risk Analysis System of the company approves 95% of customers with credit problems, while delivering thousands of options of vehicles to its customers, by effectively monitoring and maintaining optimum inventory levels, for better profitability and competitive edge, by also keeping inventory cost close to zero.
"As the slowdown in the construction sector started to give us a cash flow challenge, I started searching for solutions and decided to enter the automotive sector. I formed Wowwo's business model from scratch. Wowwo system is not a business system copied from practices in another country and applied in Turkey. It is an entirely original idea and it belongs to us. "
Everyone wins in Wowwo.
The preowned car galleries can supply vehicles via the Wowwo platform and benefit from advertising and marketing power of Wowwo free of charge. They can easily sell their vehicles quickly on our system. Car leasing companies can also sell their vehicles returned to them at the end of the lease term either at private party prices quickly via Wowwo or sell them to Wowwo's member gallery network at a wholesale price. Accordingly, Wowwo sales platform provides a viable solution to the biggest constantly growing problem in the car leasing industry.
Individual customers are offered thousands of options of different brands and models of cars to purchase, trade, sell immediately for cash in case of an urgent need. Customers with credit score problems can purchase a car without using a bank loan, or a third party guarantee. We also stand behind the cars we sell and offer a 100% guarantee.
Wowwo, with its multiple showroom locations throughout Turkey, has created a unique, integrated platform supporting its sales system.
I am convinced that we have established a system that is very difficult to copy. I have put to work years of sales, marketing, logistics and finance experience into this company and developed a very complex matrix. I also took a number of measures that would make it difficult to compete with Wowwo on the internet and social media marketing.
Wowwo's 50% stakeholder is Yeşil Yatırım Holding (ISE Symbol: YESIL), a company that is publicly traded. The remaining 50% is owned by privately held Yeşil Holding. I am proud that YESIL shares, that are traded in Istanbul Stock Exchange, have increased from 80 kurus to TL17 during only during the first year of Wowwo's business operations in just a 9 month short time period.
I have huge plans for Wowwo as I plan to replicate the same business model with the proprietary software in other countries in 2018. I chose the USA as the first country and started to work on detailed plans. The required investment for the expansion will be made by Tellza Investments under our public company Tellza, and therefore we will start our activities as a public structure on the first day. "
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