It’s Not About the Money — It’s About What You Create: Interview with Ali Tüfekci
His career path has been anything but ordinary — from a junior engineer to the co-founder of an international holding. Having begun designing ventilation systems, he quickly proved himself capable of orchestrating major construction projects across Turkey, Uzbekistan, and Turkmenistan. Today, Ali Tüfekci is one of the key figures at Çeliker Holding, a company that builds residential complexes, hospitals, roads, and industrial facilities, setting new standards for quality and ambition. This autumn, the holding will debut two landmark projects: the premium residential complex Golden Lake and a state-of-the-art hospital focused on innovative treatment methods. In this interview, Ali Tüfekci reflects on his journey, shares the principles that guide his business, and explains how finance shapes not only decisions, but also lifestyles.
You began your career as an engineer and today you are the co-founder of a major holding. What lessons stand out most from this journey?
One of the most important lessons I’ve learned is that success depends not only on technical expertise, but also on relationships and leadership. Early on, I understood the value of building a strong team, making clear-headed decisions, and managing risks with precision.
How did your education at Istanbul Technical University influence your career?
It gave me a solid engineering foundation. But the most valuable takeaway was cultivating analytical thinking and the confidence to solve problems that at first seemed insurmountable. And of course, one should not underestimate the prestige of a diploma from one of the world’s leading universities — it is a powerful credential for a young professional.
You’ve worked with international companies and taken part in large projects such as Hyatt Regency Tashkent and Unilever. What was the most valuable part of that experience?
I’m grateful for the opportunity to learn from professionals of different cultures. I was involved in many international projects, and I came to understand that engineering skills alone are not enough — you must absorb diverse business models and global ways of thinking. These projects gave me invaluable experience in managing large-scale and multifaceted operations.
How do you balance a demanding professional life with your personal life? Do you follow certain rules?
It is never easy. But by setting clear priorities and planning my time, I can strike a balance. For me, health, family, and work come in that order. Time with my family is the most precious, so at home I try to leave work behind — though that is sometimes easier said than done.
What key trends do you see shaping the construction industry in the coming years?
With the rapid development of technology, energy efficiency is taking center stage. This trend will be reinforced by green building standards and the rise of “smart cities”. We are entering an era in which digitalization and automation will increasingly define construction processes — driving them toward sustainability and resilience.
Golden Lake is positioned as a premium residential complex. What ideas and values underlie this project?
Golden Lake is about creating a lifestyle. Our goal is to provide residents with the highest level of comfort and quality of life. We placed great emphasis on designing social spaces that encourage people to interact and build community.
You are also opening a hospital this autumn. What will set it apart from existing medical centers in the region?
It is designed not only to deliver medical care, but also to improve patients’ quality of life. We will offer modern wards equipped with cutting-edge technology, broader treatment options, and a highly skilled team. We are also focusing on digital services to simplify the patient journey. For us, presenting Uzbekistan with such a facility is both a professional milestone and a personal point of pride.
How do you select projects for investment — residential, commercial, or infrastructure?
I always start with market needs. Between residential, commercial, and infrastructure projects, we choose those that are both reliable and have high potential. I carefully consider sustainability, location, and long-term value growth.
Your holding operates not only in housing, but also in roads, hospitals, and industrial facilities. Which of these areas do you consider the most strategic?
Each has its strategic significance. But today, infrastructure and healthcare projects seem the most promising. They not only drive company growth, but also contribute to the development of society as a whole. Healthcare projects in particular carry deep importance for the region’s future.
You have worked in Uzbekistan, Turkmenistan, and Turkey. What differences in construction approaches have you observed?
For a long time, Uzbekistan and Turkmenistan relied mainly on traditional construction methods, while in Turkey there has been more focus on innovation and technology. Recently, however, Uzbekistan — thanks to the progressive outlook of its leadership — has been implementing more modern and socially oriented projects. It is also essential to take into account local regulations and standards, which differ not only legally, but also culturally.
Do you have a personal philosophy when it comes to managing construction projects?
Transparency is the key principle. Maintaining open and honest communication with all stakeholders is crucial, as it allows us to identify and resolve problems early. And, of course, quality always comes first.
When it comes to real estate investment, what matters more to you — security or lifestyle?
It’s impossible to give a single answer. Real estate matters both as a safe investment and as a lifestyle choice. In the long term, however, I would prioritize security. A reliable investment provides financial stability, while lifestyle depends more on individual preferences. Ultimately, high-quality, sustainable projects are valuable from both perspectives.
You operate in the premium segment. How do you personally define “premium lifestyle”?
For me, it’s not about ostentatious luxury but about aesthetics and comfort. It would be outdated in the 21st century to equate luxury with extravagance. Our projects are meant to be practical, beautiful, and attuned to the needs of modern people. If someone steps out of the elevator onto their floor and feels, “This is exactly where I want to be”, then we’ve succeeded.
What goals do you set for yourself and your company over the next five to ten years?
We aim to continue building a company that is competitive on the international stage. Naturally, digitalization of construction processes will be a priority. We will also develop eco-friendly concepts and design people-centered residential environments. On a personal level, I want to focus on social initiatives and bring real benefits to as many people as possible. Finances are, of course, important — but in the end, we will be remembered for what we created, not merely for what we earned.
