Is the "Mind" that will carry your brand into the future on your desk? On Strategic Management and Technology with Kenan Altun.

Mr. Kenan, first of all, could you introduce yourself and the concept of “Fractional Strategic Board Advisor” that you have brought to the business world? What does this model mean for the franchise sector?

Kenan Altun: Gladly. “Fractional Strategic Board Advisor,” or External Strategic Board Advisory, is a model where someone is not a full-time employee on a company's staff but has a seat at the management table, providing strategic insight and an objective outside perspective.

The franchise sector is highly dynamic; as brands grow rapidly, they often experience “operational blindness” or decision-making isolation. A CEO or founder can lose strategic clarity while being bogged down in operational processes. This is where I come in. I am not a traditional consultant who simply tells them “what to do”; I am a partner who can think “cross-functionally,” from software to operations, marketing to strategy, and who knows both the kitchen and the table. This model allows brands to access strategic thinking at the board level without incurring the cost of a full-time senior executive.

One of the biggest risks for franchisors is maintaining standardization. How important are technology and ERP infrastructures here? How does your “Technology Integration” approach improve this process?

Kenan Altun: In today's business world, success is measured not by what you produce, but by the robustness of the systems you build. When a franchise brand expands from 5 branches to 50 branches, chaos is inevitable if there is no proper ERP (Enterprise Resource Planning) and data infrastructure. As scale increases, the lack of appropriate ERP/infrastructure significantly increases process difficulties and error costs.

My area of expertise, technology integration, covers ERP, Cloud systems, Cyber Security, and even the application of Artificial Intelligence to business processes. A franchisor brand must be able to manage its entire network from a single center, based on data. The right software choices affect everything from inventory management to customer satisfaction. I guide brands not only to save today but also to build a scalable technological backbone. Because managing today is possible not through production but through the depth of decisions.

You address the concept of “sustainability,” which we hear a lot about these days, as the “Twin Transition.” What should this mean for a franchisee or brand owner?

Kenan Altun: Twin Transformation architecture is about blending the power of technology (digital transformation) with the ethics of sustainability (green transformation). In the franchise world, this means more than just “appearing eco-friendly”; it's about efficiency and cost management.

Entrepreneurs now prefer brands that have a future and use resources wisely. When a brand optimizes its energy costs with artificial intelligence or uses software that reduces its carbon footprint in the supply chain, it increases its investment value. I ensure that brands conceptualize this transformation not as a “social responsibility project” but as the core of their business model. This increases the brand's long-term equity value.

Brand reputation and marketing are the most sensitive aspects of a franchise system. A mistake at one branch can affect the entire brand. What strategy should be followed in this regard?

Kenan Altun: Absolutely, reputation is your greatest asset. The “Strategic Brand and Reputation” management I offer covers protecting the brand during crises and managing it as a long-term value.

In the digital world, “online assets” and reputation management are of vital importance. The franchisor brand must have a central control mechanism and a communication strategy that can be activated in times of crisis. Leaders sometimes receive filtered feedback due to hierarchy or internal politics, which makes it difficult to see the truth. Here, in the role of a “Sounding Board” (Objective Evaluation Mechanism by a Strategy Consultant), I enable them to test the brand's perception and marketing strategies with a neutral perspective, free from internal politics.

The goal of many franchise brands is to eventually “exit” or attract investment (M&A). You also provide guidance on investment processes and M&A matters. How should brands prepare for this process?

Kenan Altun: Investors don't just look at revenue; they look at the corporate governance structure, how well technology is integrated, and growth potential. I support scale-up companies and investors in overcoming growing pains and scaling their operations.

If a brand wants to attract investment or enter a merger and acquisition (M&A) process, it is essential to have a well-established “Corporate Governance” structure. Decision-making processes that are overly dependent on a single person can negatively affect investor perception; therefore, delegation, internal control, and transparent reporting are crucial. At this point, I facilitate the development of the board of directors, transforming the company into a transparent and auditable structure that speaks the language of investors.

Finally, what advice would you give to entrepreneurs who follow the “Bayim Olur musun?” platform and want to become their own boss by acquiring a franchise?

Kenan Altun: Entrepreneurs should not only look at the brand they will franchise early, but also at its appearance, packaging, flavor, etc. or popularity. They should look at the technology in the kitchen of the brand.
•   Does the brand have a robust ERP and data infrastructure? Are financial and operational reports organized and maintained?
•   Are technology and operation responsibilities clear in franchise agreements?
•   Are there clear policies on KVKK and data security?
•   Do they have sustainability in their vision of the future and their preparations for tomorrow's world,  integration?
•   Are decision processes dependent on one person or are they systematic?
•    Does it düşününüt dünüt its entrepreneur, how düşününüt long term or short term?
A single question asked at the right time can change not only the company's future, but also that of the entrepreneur who takes on the franchise. They must be sure that the brand they are investing in has the corporate maturity to manage the growing pains.

This conversation with Kenan Altun shows that success in the franchise sector is not just about opening branches, but about the quality of the “mind” and ‘infrastructure’ that manages those branches. Brands and investors looking to delve deeper into technology, sustainability, and strategic management should take a close look at Kenan Altun's “Fractional Advisor” model.

For more information and contact: www.kenanaltun.com  / LinkedIn : https://www.linkedin.com/in/kenanaltun/