Conversation with… Ozan Deniz Hintbahar of Adidas Turkey
A finalist in this year’s People in Retail Awards, Ozan Deniz Hintbahar brings a people-first mindset to his role as senior operations manager at Adidas Turkey.
In this latest Conversations interview, he shares how fostering inclusion, a coaching culture, and operational excellence has helped shape a thriving, values-driven retail environment.
Can you start by telling us a bit about your background and what you do at Adidas Turkey?
In addition to having completed an MBA at BAU, I have two bachelor’s degrees in International Retail Relations and International Relations. I began my retail career in Germany where I started working with MediaMarkt in Munich after graduating. That experience helped me realise something important about myself: I’m a retailer at heart. I love the energy of the store, the connection with people, and the challenge of managing both sales and operations.
When I returned to Turkey, I worked in the fashion industry, focusing on women’s apparel. I was fortunate to open around 20 stores across various countries, including the UAE and EU. That international exposure prepared me well for joining Adidas in 2019.
I’m now the senior operations manager for Adidas Turkey. I oversee everything from operational excellence to sales performance. We have a team of sales professionals, and I also manage our district managers and operations leads. It’s a large, diverse team, and I’m very proud of the work we do. We believe in the power of sport to change lives, and that mission drives everything we do, from the shop floor to strategic decisions.
How would you describe your leadership style and how has it evolved since you joined the business?
I would describe my leadership style as people-centric, performance-driven, and adaptive.
Earlier in my career, I was very focused on systems and operational mechanics. But over time, I realised that systems only work if you have motivated, engaged people behind them. That was a turning point for me. I shifted my focus to the human side of leadership, on things like building trust, empowering teams, and creating a culture where people can grow and perform at their best.
If I can motivate my team and give them confidence, success follows naturally. I’ve seen it firsthand. So, I prioritise collaboration, clear communication, and accountability. Operational excellence is still a cornerstone of what we do, but it’s powered by our people. A great leader, even in a flawed system, can make a real impact, and that’s something I believe in deeply.
We’re hearing this more and more – companies thriving because of their people-first mindset.
I think leaders today recognise the importance of emotional intelligence and empathy. We’ve seen how organisations thrive when people feel seen, heard, and valued. Of course, processes and systems are still critical, but they can only take you so far without the right people to bring them to life.
You’ve built a strong people-focused culture at Adidas Turkey. Can you share how you foster inclusivity and connection?
This is one of the most important topics for me. I’ve worked in different countries, including Germany, and I’ve seen how unconscious bias can impact teams. At Adidas, we created a Diversity, Equity & Inclusion Committee three years ago. It’s grown into a huge internal community focused on individual growth plans, recognition of high-potential talent, unlocking development, and cross-functional collaboration.
I strongly believe inclusion starts with listening. We conduct feedback sessions monthly, quarterly, and annually to really understand how our people are doing. And one of our proudest achievements was introducing a coaching culture which helps store leaders evolve from directing to mentoring. It’s built trust and a true sense of belonging.
Can you tell us more about the team you lead?
Currently, we have 625 team members in our stores, and 20 managers based at HQ. What makes it even more dynamic is that we span multiple generations, from fresh graduates to very experienced managers. I see my role as bridging these generations, ensuring there’s a common culture and mutual respect across the board.
What drives me most is impacting people’s lives positively, especially young people.
Every leader faces challenges. What has been your biggest one, and what have you learned from it?
Working in Germany, I faced unconscious bias due to my age and background. Some people doubted my ability to lead. But I proved myself and was honoured as Most Valuable Player in Emerging Markets, which was a turning point.
Also, in retail, the pressure is relentless, tight deadlines, difficult feedback, and constant change. I’ve learned the importance of internal motivation. I remind myself of this daily. It’s my way of staying focused and motivated, so I can bring my best to the people around me, even during hard times, especially now, when many people in Turkey are facing serious challenges.
You’ve been selected as a finalist for the People in Retail Awards. What does that recognition mean to you?
It’s a great honour. Not only for me, but for my entire team. This recognition reflects the collective effort and dedication of everyone I work with.
If I’m lucky enough to win, I’ll be sharing that success with all of them. It will really boost my confidence, but more than that, it will be something I can explain and pass on to every member of my team.
In Dubai, Germany, and Turkey, I’ll be spreading the word. I’ll also share it on our Yammer community, so for sure, it will serve as a best practice example for new team members joining us.
I started this journey right here, in this store, in this stockroom – so to be recognised like this is the perfect way to show others what’s possible. Because, once they see what this recognition is and what it represents, I’m sure they will want to be part of it too.
The People in Retail Awards will be held in London on 24 September. Find out more about the awards and how to book tickets here
