Berk Mumyakmaz is a global IT and digital transformation leader with extensive experience in FMCG and consulting. Currently, he is the CIO of the Netherlands and AI lead of Northwestern Europe at Coca-Cola Europacific Partners. Previously, he led large‑scale digital transformations at companies such as The Kraft Heinz Company and Royal Friesland Campina, spanning factories, supply chains, and commercial organizations across multiple continents. He has lived in 6 countries and led transformation projects in 30+ countries. Berk holds a degree in Electronics Engineering and an MBA, combining deep technical foundations with business leadership. He lives in Amsterdam with his wife and 2 kids.
Recently, in an exclusive interview with CIO Magazine, Berk shared insights from a global journey spanning FMCG and consulting, with transformations across 30+ countries and leadership roles at Kraft Heinz, Friesland Campina, and now as CIO Netherlands and AI Lead for Northwestern Europe at Coca-Cola Europacific Partners. Looking ahead, his goal is to keep building impact at the intersection of business, technology and people, and to be remembered for delivering change that lasts. His advice to the next generation is to stay curious, stay humble, build across borders and functions, and lead with clarity and purpose because the best builders create momentum and opportunities for others. The following excerpts are taken from the interview.
Hi Berk. What was the moment you realized you wanted to build a career across borders, industries, and cultures?
I do not think there was one single moment. It was more a gradual realization that the most interesting problems rarely sit neatly within one country, one function, or one industry. Early in my career, I found myself drawn to situations where different perspectives had to come together: commercial teams, technology teams, local markets, regional leadership, and external partners. That is where I felt I could add the most value. Working across borders and cultures teaches you to listen before you act, to adapt your style, and to find common ground without losing momentum. Over time, I realized that this combination of business, technology, and international collaboration was not just something I enjoyed, but the environment where I could make the biggest impact.
You’ve said you’re a builder at heart. What excites you most about starting something new from zero today?
What excites me most is the blank page. Starting from zero forces you to be very clear about the problem you are solving, the value you want to create, and the people you need to bring with you. There is no legacy mindset to hide behind. You have to shape the vision, build trust, make decisions with incomplete information, and create momentum step by step. I enjoy that phase because it combines creativity with discipline. Whether it is a new digital capability, a transformation initiative, or a new way of working, the real satisfaction comes when an idea becomes something tangible that people use, believe in, and improve over time.
FMCG and Telco are both being reshaped by technology and consumer behavior. What do you see as the single biggest shift coming for these industries in the next 5 years?
The biggest shift will be the move from digital enablement to intelligent, real-time decision-making. In both FMCG and Telco, companies have already invested heavily in digital channels, data platforms, automation, and customer engagement tools. The next wave will be about connecting those capabilities so that decisions become faster, more predictive, and more personalized. In FMCG, that means better execution in stores, smarter demand sensing, more responsive supply chains, and more relevant customer experiences. In Telco, it means more intelligent networks, proactive service, and highly personalized offerings. The winners will be the companies that can turn data into action quickly while keeping the human customer experience simple and trusted.
Talent is becoming the true competitive advantage. How should multinational companies rethink how they develop and retain global leaders?
Multinational companies need to move beyond traditional career paths and think more in terms of experiences, exposure, and adaptability. Global leaders are not developed only through classroom programs or title progression. They are developed by giving people real business challenges, cross-functional assignments, international exposure, and the opportunity to lead through ambiguity. Retention also depends on whether people feel they are growing, trusted, and connected to a meaningful purpose. The best global leaders are comfortable with complexity, but they are also humble enough to keep learning. Companies should create environments where talent can move across markets, functions, and industries of expertise, while still feeling anchored in a strong culture.
Many employees fear AI will replace human judgment. How can leaders build a culture where AI augments people instead of replacing them?
Leaders need to start by being honest about both the opportunities and the concerns. If AI is introduced only as a productivity tool, people may naturally fear that it is mainly about cost reduction. But if leaders position AI as a way to remove friction, improve decision quality, and free people to focus on higher-value work, the conversation changes. The key is to involve employees early, show practical use cases, and build confidence through experimentation. AI should be seen as a colleague that helps with analysis, summarization, pattern recognition, and automation, while humans remain accountable for judgment, empathy, ethics, and context. A strong AI culture is not built by technology alone. It is built through trust, transparency, and responsible leadership.
Leaders are often shaped by what they read and who they learn from. What is one book, mentor, or idea that has stayed with you throughout your career?
One idea that has stayed with me is that leadership is ultimately about creating clarity in complexity. I have learned from different mentors and leaders that people do not expect you to have every answer, but they do expect direction, honesty, and consistency. In complex environments, especially across markets and cultures, clarity becomes a form of leadership. It helps teams understand what matters, why it matters, and how their work contributes to the bigger picture. That idea has influenced how I approach transformation, stakeholder management, and team development. Technology changes quickly, but the need for clear, human leadership remains constant.
With so much travel and work, balance becomes essential. What is your favorite way to reset and recharge when you’re not building or negotiating?
For me, resetting is about creating distance from the noise. Travel and work can be energizing, but they also require a lot of mental switching. I recharge by spending quality time with family and friends, enjoying good food, discovering new places, and sometimes simply slowing down without a packed agenda. I also value moments where I can reflect, whether that is during a walk, while travelling, or over a quiet coffee. Those pauses help me reconnect with what matters, regain perspective, and come back with better energy. Balance is not always about doing less. Often, it is about being present in whatever you are doing.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to continue building impact at the intersection of business, technology, and people. I want to help organizations use technology not as a separate function, but as a true driver of growth, simplicity, and competitive advantage. In five years, I see myself continuing to lead transformation at a broader scale, working with diverse teams across markets, and helping shape how digital, data, and AI create value for customers, employees, and the business. Titles are important, but impact matters more. I want to be known as someone who builds strong teams, delivers meaningful change, and leaves behind capabilities that continue to grow after the initial vision is delivered.
If you could leave one message for the next generation of global builders, what would it be?
Stay curious, stay humble, and do not wait for perfect conditions to start building. The world is moving too quickly for leaders who only operate within their comfort zone. Global builders need to understand technology, but they also need to understand people, culture, business, and trust. Be willing to cross borders, industries, and functions. Learn the language of the people you work with, not only literally, but commercially and culturally. Most importantly, build with purpose. The best builders do not just create systems, products, or organizations. They create momentum, confidence, and opportunities for others to go further.