YMA Growth Engineer
L'Oréal and Eczacıbaşı 2018-2023

Enterprise Digital Operations

Website quality and shared measurement across four L'Oréal divisions, followed by centralized marketing enablement at Eczacıbaşı.

Role
Senior precision advertising, website operations, and digital transformation
Evidence
Sanitized internal evidence
Disciplines
Website operations · Digital experience quality · Measurement standards · Team enablement
Two enterprise chapters Operate · standardize · enable
01 L’Oréal
Luxe Professional Consumer Active Cosmetics

Website quality · digital marketing · shared measurement

02 Eczacıbaşı
Sector teams Central hub Workshops Feedback

Central capability · workshops · feedback

Separate roles connected by one operating pattern: understand the work, set the standard, and keep feedback moving.

Large organizations rarely lack marketing expertise. The harder problem is keeping the website, daily execution, measurement, and teams moving in the same direction.

This case study joins two career chapters because they exposed the same operating problem. L’Oréal and Eczacıbaşı did not share one product or implementation.

Website quality across four L’Oréal divisions

As Senior Precision Advertiser at L’Oréal, I worked across Luxe, Professional Products, Consumer Products, and Active Cosmetics. My remit combined precision advertising with digital marketing, website management, and quality control for division-owned DTC properties.

Each division had different brands, audiences, buying paths, and priorities. The work stayed close to the operation: understand the context, review website and marketing quality, make issues visible, and help the relevant teams carry improvements through.

I worked with brand teams and agency partners to review website issues, decide who owned the next action, and carry the work through the relevant division. Campaign delivery and measurement reviews used the same operating loop.

Connecting experience to measurement

Website quality and performance measurement were not separate concerns. A polished experience could still produce unreliable data, while a complete dashboard could still hide practical website problems.

I created a shared KPI architecture across the divisions so teams could discuss performance consistently without flattening the differences between their businesses. The standard gave the work a common language; division context determined how it was applied.

Turning practice into shared capability at Eczacıbaşı

At Eczacıbaşı, the same problem appeared in a different form. Knowledge and capability were spread across sectors, so I built a centralized digital marketing hub and ran workshops on data-led marketing.

The hub created a place for reusable guidance. The workshops and feedback process kept it connected to the questions sector teams were actually facing.

The operating pattern

Both roles moved between a central view and local reality. The work began with the operation, then made repeated decisions easier to see and reuse.

That pattern now informs my systems work:

  1. understand the work before changing the process;
  2. turn repeated checks into clear standards;
  3. use performance evidence to set priorities;
  4. automate only after the judgment is visible;
  5. return the result to the people doing the work.

Evidence boundary

This page uses reconstructed diagrams and career records. It does not publish internal materials or claim a site count, direct website P&L ownership, or performance lift. The two roles are presented together as an editorial throughline, not as one cross-company system.