{"id":9756,"date":"2026-03-31T08:07:00","date_gmt":"2026-03-31T08:07:00","guid":{"rendered":"https:\/\/virconlegal.com\/citayi-yukseltenler-86-ata-uzunhasan-galata-business-angels\/"},"modified":"2026-05-14T08:24:21","modified_gmt":"2026-05-14T08:24:21","slug":"citayi-yukseltenler-86-ata-uzunhasan-galata-business-angels","status":"publish","type":"post","link":"https:\/\/virconlegal.com\/tr\/citayi-yukseltenler-86-ata-uzunhasan-galata-business-angels\/","title":{"rendered":"\u00c7\u0131tay\u0131 Y\u00fckseltenler 86: Ata Uzunhasan – Galata Business Angels"},"content":{"rendered":"

\u00c7\u0131tay\u0131 Y\u00fckseltenler’in 86. b\u00f6l\u00fcm\u00fcnde, Y\u00f6netici Orta\u011f\u0131m\u0131z Erdem M\u00fcmtaz Hac\u0131pa\u015fao\u011flu<\/a> ve e\u015f-sunucu, Opus Partners<\/a> kurucusu H\u00fcseyin O\u011fuz<\/a>, T\u00fcrkiye giri\u015fimcilik ekosisteminin en k\u00f6kl\u00fc melek yat\u0131r\u0131m a\u011flar\u0131ndan Galata Business Angels (GBA)<\/strong><\/a> Y\u00f6netici Direkt\u00f6r\u00fc Ata Uzunhasan<\/a><\/strong>‘\u0131 a\u011f\u0131rlad\u0131.<\/p>\n

PwC ve bankac\u0131l\u0131k y\u0131llar\u0131ndan s\u0131yr\u0131l\u0131p 2016’n\u0131n hareketli d\u00f6nemlerinde ekosisteme ad\u0131m atan Ata ile sohbetin merkezindeki tez netti: hisse senedi en pahal\u0131 finansman y\u00f6ntemidir; yat\u0131r\u0131mc\u0131ya gitmek “PR” i\u015fi de\u011fil, ekosisteme kat\u0131lmakt\u0131r.<\/strong> Bu \u00e7er\u00e7evede, Yemeksepeti, Mynet ve GittiGidiyor gibi devlerin kurucular\u0131n\u0131n bir araya gelerek GBA’y\u0131 nas\u0131l ekosistemin kalbi ve okulu haline getirdiklerini, “give back” k\u00fclt\u00fcr\u00fcn\u00fcn T\u00fcrkiye’deki eksikli\u011fini ve M&A k\u00fclt\u00fcr\u00fcn\u00fcn kurumsal \u015firketlerde neden h\u00e2l\u00e2 oturmad\u0131\u011f\u0131n\u0131 derinlemesine masaya yat\u0131rd\u0131k.<\/p>\n

Hisse senedinin de\u011ferlemesinden tarihten al\u0131nan strateji derslerine, Atat\u00fcrk’\u00fcn \u00c7anakkale Krizi’ndeki politik dehas\u0131ndan kurumsal \u015firketlerin “biz bunu IT departman\u0131na yazd\u0131r\u0131r\u0131z” kibriyle yaratt\u0131\u011f\u0131 zaman kayb\u0131na kadar, melek yat\u0131r\u0131m d\u00fcnyas\u0131n\u0131n arka plan\u0131 t\u00fcm \u015feffafl\u0131\u011f\u0131yla aktar\u0131ld\u0131.<\/p>\n

GBA ve melek yat\u0131r\u0131mc\u0131l\u0131\u011f\u0131n T\u00fcrkiye’deki misyonu<\/h3>\n

\u0130nternetten para kazanan ilk jenerasyonun kazand\u0131klar\u0131n\u0131 ekosisteme “network, para ve know-how”<\/strong> olarak geri verme vizyonu, GBA’n\u0131n temel ta\u015f\u0131. Yemeksepeti, Mynet ve GittiGidiyor kurucular\u0131n\u0131n bir araya gelerek olu\u015fturdu\u011fu bu yap\u0131, Insider gibi devlerin do\u011fu\u015f s\u00fcrecini de besledi. Ata, melek yat\u0131r\u0131mc\u0131l\u0131\u011f\u0131n sadece \u00e7ek yazmak de\u011fil, ekosistemin bilgi havuzunu kal\u0131n tutmak demek oldu\u011funu \u0131srarla vurgulad\u0131.<\/p>\n

“Give back” k\u00fclt\u00fcr\u00fcn\u00fcn eksikli\u011fi ve post-exit sendromu<\/h3>\n

B\u00fcy\u00fck exit yapan kurucular\u0131n k\u00f6\u015felerine \u00e7ekilip yeni nesilden uzakla\u015fmas\u0131n\u0131n ekosisteme maliyetinin alt\u0131 \u00e7izildi. Silikon Vadisi’nin as\u0131l s\u0131rr\u0131n\u0131n yeni teknolojiler de\u011fil, bilgiyi “ka\u015far peyniri gibi \u00fcst \u00fcste koymak” yani jenerasyonlar aras\u0131 kompound \u00f6\u011frenme oldu\u011fu fikri, b\u00f6l\u00fcm\u00fcn en provoke edici tezlerinden.<\/p>\n

En pahal\u0131 finansman: hisse senedinin ger\u00e7ek maliyeti<\/h3>\n

Jeff Bezos’un Amazon \u00f6rne\u011fi \u00fczerinden, hisse senedini vermenin neden en pahal\u0131 fonlama y\u00f6ntemi oldu\u011funu, “PR” amac\u0131yla VC kap\u0131s\u0131 \u00e7alman\u0131n neden kurucuya zarar verdi\u011fini ve do\u011fru zamanda do\u011fru sermayeyi se\u00e7menin uzun vadeli getirisini Ata net\u00e7e a\u00e7\u0131klad\u0131.<\/p>\n

Tarihten strateji dersleri<\/h3>\n

Emre Kurttepeli’nin bitmek bilmeyen \u00f6\u011frenme a\u00e7l\u0131\u011f\u0131 ve Atat\u00fcrk’\u00fcn tarih kitaplar\u0131nda az bilinen \u00c7anakkale Krizi’ndeki politik\u2013stratejik dehas\u0131 (\u0130ngiliz s\u00f6m\u00fcrgelerini geri \u00e7ektiren manevralar) \u2014 Ata’n\u0131n liderlik bak\u0131\u015f\u0131nda tarih ve felsefenin nas\u0131l pratik karar mekanizmas\u0131na d\u00f6n\u00fc\u015ft\u00fc\u011f\u00fcn\u00fc g\u00f6sterdi.<\/p>\n

M&A k\u00fclt\u00fcr\u00fcn\u00fcn eksikli\u011fi ve kurumsal zaman alg\u0131s\u0131<\/h3>\n

Kurumsal \u015firketlerin “biz bunu IT departman\u0131na i\u00e7eride yazd\u0131r\u0131r\u0131z” kibrinin yaratt\u0131\u011f\u0131 zaman kayb\u0131, T\u00fcrkiye’de acilen oturmas\u0131 gereken \u015firket sat\u0131n alma k\u00fclt\u00fcr\u00fc ve startuplara M&A \u00e7\u0131k\u0131\u015f kap\u0131s\u0131n\u0131n a\u00e7\u0131lmas\u0131n\u0131n ekosistem likiditesi i\u00e7in neden hayati oldu\u011fu konu\u015fulan ana eksenlerden.<\/p>\n

Sahnede bir rock y\u0131ld\u0131z\u0131 gibi: kusursuz pitch beklentisi<\/h3>\n

Giri\u015fimcilerin yat\u0131r\u0131mc\u0131 kar\u015f\u0131s\u0131na \u00e7\u0131karken bir rock y\u0131ld\u0131z\u0131 gibi “izleyiciyi mutsuz etme hakk\u0131n\u0131n olmad\u0131\u011f\u0131”<\/em> kusursuz pitch beklentisi, ve kurucunun sahnedeki enerjisinin yat\u0131r\u0131m karar\u0131ndaki a\u011f\u0131rl\u0131\u011f\u0131 \u2014 kurucu adaylar\u0131na d\u00f6n\u00fck en pratik tavsiyelerden biri.<\/p>\n

Bu b\u00f6l\u00fcmde dinleyeceklerinizden bir bak\u0131\u015f<\/h3>\n