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Ahmet Rasim Çağın
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Ahmet Rasim Çağın

Faculty Member · AI and Digital Transformation Advisor

With more than 25 years of Silicon Valley operating experience and teaching at Boğaziçi and U.C. Berkeley Haas, I help organizations clarify their AI agenda around the right problem, priorities, ownership, and a measurable first pilot.

Let's discuss an Executive AI BriefingSee the working model
  • Teaching at U.C. Berkeley Haas
  • Boğaziçi University
  • 25+ years in Silicon Valley
Portrait of Ahmet Rasim Çağın

Organizations I have worked with

Through education, advisory, and executive programs, I have worked with institutions and teams across sectors.

Corporate leadership experience · Academic institutions · Program and advisory collaborations

Organizations I have worked with

  • JPMorgan Chase — Corporate leadership experience
  • PayPal — Corporate leadership experience
  • Walmart eCommerce — Corporate leadership experience
  • Türkiye Wealth Fund — Program and advisory collaborations
  • Yenibirlider Association — Program and advisory collaborations
  • Türkiye Sigorta — Program and advisory collaborations
  • SOCAR — Program and advisory collaborations
  • Turkcell — Program and advisory collaborations
  • Halkbank — Program and advisory collaborations
  • Corporate Governance Association of Türkiye (TKYD) — Program and advisory collaborations
  • Bursa Chamber of Commerce and Industry — Program and advisory collaborations
  • Bursa Business School — Program and advisory collaborations
  • U.C. Berkeley — Academic institutions
  • Boğaziçi University — Academic institutions
  • Boğaziçi University Technopark — Program and advisory collaborations
  • ITU Çekirdek Incubation Center — Program and advisory collaborations

I built this perspective inside transformation, not outside it.

I treat AI not as a tool list, but as a change in decisions, processes, and business outcomes.

  1. 1992Istanbul

    B.S. Double Major — Mechanical & Industrial Engineering

    Boğaziçi University

    I completed a double major in Mechanical Engineering and Industrial Engineering at Boğaziçi University.

  2. 1996Istanbul

    Project Manager

    Koç Holding

    I analyzed production and sales performance across automotive companies and prepared input-price analysis for central purchasing decisions.

  3. 1998Berkeley

    MBA — Haas School of Business

    University of California, Berkeley

    I earned my MBA at Haas with the International Students Award and Haas Scholarship.

  4. 2000San Francisco

    Head of Business Analytics

    JPMorgan Chase

    I led customer acquisition, retention, fraud, product-development, and profitability analytics.

  5. 2008Berkeley

    Adjunct Professor — Haas School of Business

    U.C. Berkeley

    I teach quantitative methods connected to real business decisions, with a strong bias for practical industry application.

  6. 2009San Francisco

    Founder

    SPrimeData

    I founded a data company serving unbanked and underbanked populations and sold it to Infogroup, now Data Axle.

  7. 2012San Jose

    Head of North America Small Business Segment

    PayPal

    I used machine learning and scenario analysis to guide acquisition, retention, investment, and growth decisions.

  8. 2016San Bruno

    Head of Business Strategy and Analytics

    Walmart eCommerce

    I led business intelligence, performance measurement, and AI-enabled insight across Walmart eCommerce business lines.

  9. 2024Istanbul

    Adjunct Professor — Faculty of Economics and Administrative Sciences

    Boğaziçi University

    I teach artificial intelligence, data, and decision-making as practice-led programs for students and executives.

I combine 25+ years of Silicon Valley operating experience in technology, finance, and e-commerce with academic teaching.

About

If one of these situations sounds familiar, let’s define the right starting point.

Move the AI agenda beyond a tool list and into decisions, processes, teams, and measurable outcomes.

  • There are ideas, but no priority

    You need to weigh use cases and pilot candidates by impact, feasibility, and risk.

  • Teams do not share a language

    Leadership, business units, and technical teams need a common decision agenda.

  • Pilots do not become outcomes

    You want experiments to become working solutions with ownership, measures, and a real workflow.

The first conversation clarifies the decision or process that needs to change, the first opportunity areas, and the scope of the next step.

Let's discuss your starting point

Three entry points for organizations

Every engagement is shaped around the current state; these offers are designed to start the first conversation in the right place.

See the full working model

Let's discuss your starting point

The first conversation clarifies the decision or process that needs to change, the first opportunity areas, and the scope of the next step.

Let's discuss an Executive AI Briefing