Few leaders capture the intersection of global influence and purposeful impact quite like Ebru Özdemir. With a degree in civil engineering from Boğaziçi University and an MBA in international business and finance from Fordham University, she has carved out a remarkable path as one of Türkiye’s most respected and visionary business figures. As Chairperson of Limak Holding, a rapidly growing international conglomerate with key investments in construction, energy, cement and tourism, Ebru also leads the Limak Foundation, which is dedicated to driving positive social transformation through education, entrepreneurship and cultural engagement.  

As a Member at the World Economic Forum (“WEF”) and a Member of the International Advisory Board of the Atlantic Council (“AC”), a leading global think tank, her voice has echoed on the international stage. Serving as a ‘Friend of Road Safety’ of the international group, the United Nations Secretary General’s Special Envoy for Road Safety, Ebru also presents Türkiye and Turkish construction and engineer sectors at the Working Party on Public-Private-Partnerships of the United Nations Economic Commission for Europe (“UNECE PPP”), where she helps shape policy at the intersection of public interest and private innovation.  

In a world where high-level women-to-women conversations remain far too rare, it was a true privilege to welcome Ebru for this interview. As a woman-owned firm, Deheza is deeply committed to spotlighting the women who aren’t just leading, but reimagining what leadership looks like. We spoke with Ebru about leveraging global platforms, advancing gender equity in STEM and the role of strategic advice in navigating complex, high-stakes decisions.  

1. As Chairperson of Limak, how are you positioning the company to capitalise on emerging opportunities in infrastructure, energy and construction, particularly in the face of intensifying regional competition and the ongoing shift in global capital flows?

At Limak, we’ve always grounded our work in resilience, flexibility and a forward looking mindset. As the global investment landscape increasingly favours sustainability and impact, we are shaping our infrastructure, energy and construction efforts to create enduring value. We’re especially focused on areas like public-private partnerships, digital transformation and renewable energy - sectors where we’ve built strong expertise. 

Operating across four continents with a workforce of more than 50,000 people, Limak is uniquely positioned as both a regional leader and a global player. Our ability to stay competitive comes from investing in local talent, building meaningful and durable partnerships and maintaining the highest standards in quality, governance and environmental responsibility. For us, infrastructure isn’t just about building, it’s about shaping a future that serves generations to come.  

2. What strategies are you pursuing to align Limak with emerging investment trends and attract long-term capital and how do these efforts support your broader commercial vision for Limak’s growth?

At Limak, we’re shaping our growth strategy around two core principles: sustainability and innovation. We recognise that today’s investors are not just looking for profitability, they’re looking for businesses that are prepared for the future. That means we’re deeply committed to ESG practices, digital transformation and creating opportunities through inclusive, long-term development. In our energy business, for example, we’re expanding into renewables and smart grid technologies. On the construction side, we’re integrating green building practices and advanced project management tools to drive efficiency and minimise environmental impact.  

To attract long-term investment, we’re also focused on strengthening transparency and governance across the board. We’ve been working closely with global financial institutions, improving our investor communications and staying disciplined in how we execute our projects. Our goal is clear: to position Limak as a trusted global partner in delivering responsible, forward-thinking infrastructure and energy solutions that create lasting value.  

3. Congratulations on your historic appointment as Chair of the Engineering and Construction Industry Group at the World Economic Forum (“WEF”). How do you intend to leverage this platform to shape industry priorities and position Limak at the forefront of innovation, workforce development and sustainable infrastructure delivery on an international scale?

I truly view this role not just as a privilege, but as a responsibility. The engineering and construction sector plays such a critical role in both economic development and quality of life, and I believe we have a duty to help shape its future in a meaningful way. Therefore, at the Forum, through Engineering and Construction Industry Group, we aim to collaboratively build a better agenda for the engineering and construction industry.  

Through the World Economic Forum, my focus will be on two things: Number one, enhancing impact through deepening collaboration across different actors of the built environment; number two, fostering stronger collaboration between the public and private sectors. One area that’s especially important to me is workforce development because that’s where inclusion, innovation and sustainability all come together. That’s the reason why we have set ‘industry attractiveness’ as one of the key priorities for the next two years and we will be working on it deeper at the Forum. We must become a magnet for top talent by inspiring them, supporting them and showing the real-world impact of what we do.  

At Limak, we’re already making investments in digital technologies, modular construction techniques and training programmes that focus on sustainability, with the aim of making these scalable across different markets. But beyond the tools and technologies we need more women, more young people and more diverse perspectives involved in making infrastructure decisions. That’s when innovation truly flourishes.  

4. Through initiatives like Limak Foundation’s Engineer Girls of Türkiye and Global Engineer Girls (“GEG”), you’re building a talent pipeline that addresses gender gaps in STEM. What challenges do women in engineering still face and how are your programmes equipping them to succeed?

One of the biggest challenges women face in engineering isn’t talent - it’s visibility and access. “You can’t be what you can’t see,” is something I often say as too many bright young women are held back by a lack of role models, networks and practical opportunities to grow. That’s exactly what we’re trying to change through our initiatives, first with Engineer Girls of Türkiye and now with GEG, which we’ve expanded to Kuwait, North Macedonia, Kosovo, the Kingdom of Saudi Arabia. This year, coinciding with GEG’s 10th year anniversary, we launched the programme in Spain and in two countries in Africa, Ivory Coast and Mozambique.  

We offer more than just financial support. Our students receive mentorship from experienced women in the field, soft skills training, internships and career guidance. In Türkiye, we also provide online English courses to our students. Just as important, they become part of a growing community of women who support and inspire one another; a ‘global sisterhood’.  

GEG isn’t just a programme - it’s a platform for confidence and opportunity, with 84% of our graduates securing full-time jobs, mostly in engineering, proving that with the right support, women don’t just enter STEM fields; they rise and lead within them.  

5. You’ve spoken before about the importance of surrounding yourself with strong advisors. Why do you believe adding a layer of strategic advice, especially from external experts, is critical to the success of complex deals and long-term ventures?

No matter how much experience you have, navigating complex decisions really does require a range of perspectives. That’s where external advisors play such an important role. They bring a level of objectivity, industry knowledge and fresh thinking that can challenge our internal assumptions. This is especially critical in sectors like energy and infrastructure, where the landscape is constantly shifting due to geopolitical, regulatory and financial pressure. 

For me, seeking strategic advice has never been about second-guessing leadership, it’s about strengthening it. Some of the most pivotal decisions I’ve made were shaped by the collective insight of board members, trusted advisors and peers who weren’t afraid to ask tough, necessary questions. That kind of honest, informed input makes all the difference when the stakes are high.  

6. In what ways has independent strategic advice shaped or even shifted your thinking when it comes to high-stakes decisions in infrastructure, energy or cross-border partnerships?

A great example of the value of strategic advice came during a cross-border infrastructure project where the local environment changed very suddenly. Instead of treating it purely as a risk, our advisors encouraged us to look at it differently; as an opportunity to engage with local stakeholders and find shared solutions. That shift in perspective made all the difference and helped us move forward in a much more collaborative and effective way. 

In the energy space, input from independent experts has helped us stay focused on long-term priorities - like environmental impact and emerging technologies - rather than getting caught up in short-term wins. Experienced advisors are key to global partnerships, helping bridge cultural, legal and commercial gaps to build trust and drive results.  

I believe leadership today isn’t about having every answer. It’s about knowing which questions to ask and surrounding yourself with people who bring the insight and perspective to help chart the smartest path forward.