Everyone publishes promises. This page publishes what happens when we break one.
A deadline will slip, a filing will come back, or a specialist will get something wrong. The question worth asking a provider is not whether that happens — it is who tells you, how fast, and what they do about it.
When something goes wrong you hear it from us rather than from an authority, in writing, with what we propose to do. There is a named escalation route that ends at a founder, and where the error was in work we controlled, correcting it is at our cost.
What we do not publish is a penalty schedule. A capped service credit reads like a guarantee and compensates for almost nothing — the remedy that matters is the error being caught early and fixed.
The promises are easy. The failure path is the test.
Our commitments on fees, response and scope are already published on the pages where a buyer meets them. Repeating them here would add nothing. What is missing from this site — and from almost every site in this market — is the part below.
- 01
Every provider promises responsiveness
So the promise carries no information. What distinguishes providers is what happens on the day the promise is not kept, and that is the part normally left to the engagement letter nobody reads until there is a dispute.
- 02
You are buying coordination, so the failure mode is coordination
In a model where licensed work sits with licence holders, the risk is not usually a wrong calculation. It is a handover that did not happen, a deadline held by nobody, or a specialist briefed on stale facts. Those are our failures by definition.
- 03
Being told late is worse than the error
Most problems in a Türkiye operation are cheap to fix in the first week and expensive in the second month. A provider whose instinct is to manage the news rather than deliver it converts a small error into a large one.
- 04
A commitment you cannot enforce is marketing
So everything on this page goes into the engagement terms. If it is not in the contract you are offered, it does not count — and you should say so.
How fast, for what.
Türkiye time, working days. The distinction that matters is between a reply and an answer: a hard question gets an acknowledgement with a date, not silence followed by a long email next week.
| Situation | What you get | Within |
|---|---|---|
| First enquiry | A reply from a person who would do the work, or an honest answer that we are not the right fit | 1 working day |
| Routine question during an engagement | An answer, or an acknowledgement naming the date you will have one | 1 working day |
| We discover a deadline is at risk | Notification in writing with the exposure and the options — before the deadline, not afterThe one that matters | Same working day |
| Something has gone wrong | Written account of what happened, what it exposes you to, and what we propose | Same working day |
| You escalate | Someone with authority to decide and to spend money fixing it, in the conversation | 1 working day |
Response commitments are repeated in the engagement terms so they are enforceable. Fee structure and the absence of success fees on regulatory outcomes: how it works. What we answer for and what remains with the licence holder: governance.
Three steps, and the third is a founder.
You never have to find out who to call while a problem is live. The route is agreed at the start of the engagement, with names, and it is short on purpose.
- 01
The person doing the work
Your first call is to whoever is actually handling the matter, not to an account manager who relays it. This is the same person you met in the first conversation — that is the point of the model, and it is where most problems are resolved.
- 02
The engagement owner
One named person holds your engagement across every unit involved — tax, legal, people, operations. When a problem sits between two specialists, this is the step that owns it. Nobody at this step will tell you the other unit is looking into it.
- 03
A founder
Reachable within one working day, with the authority to commit money and to override a specialist's position. A three-step route ending in the people who own the firm is an advantage of being small, and we would rather name it than imply a larger structure exists.
This page is written for a firm of our present size. When growth makes a three-step route dishonest, this page changes before the structure does — see the about page for what we do and do not yet have.
What actually happens.
Not a credit note.
You hear it from us. In writing, the same working day we know, with what it exposes you to and what we propose to do. Including when the fault is ours and especially when it is awkward to say.
Correction is at our cost where we controlled it. A deadline we were holding, a document we were tracking, a specialist we chose and briefed. Re-filing, re-drafting and the coordination to unwind it are not re-invoiced to you.
We deal with the specialist, not you. Where a licensed partner erred, chasing them is our work. You engaged us so that a dispute between a provider and its specialist is not your problem to manage.
The reasoning is written down, including when we think it is not ours. If we conclude the error turned on facts we were given rather than on work we controlled, you get that reasoning in writing and you can disagree with it in front of the same people. What you will not get is a quiet reclassification.
What we will not offer is a penalty schedule. Capped service credits read as a guarantee and settle almost nothing. Where a specific engagement warrants a specific remedy, it is negotiated into that engagement — honestly, and in a number large enough to mean something.
Three things we cannot promise.
A provider who accepts responsibility for everything has accepted it for nothing, because the promise cannot be enforced. The full accountability split is on the governance page; these are the three that come up while an engagement is live.
- 01
An authority's discretion, or its calendar
We can make an application complete, correct and well argued. Whether a ministry grants it, and when, is not ours to commit to. What we do commit to is telling you when it has stalled rather than letting the silence do it.
- 02
Another profession's statutory liability
The sworn-in fiscal adviser who certifies your return and the broker who files in their own name each carry professional liability for that act. It cannot be contracted across to us, by us or by anyone claiming otherwise.
- 03
The consequences of a decision taken against written advice
You are free to overrule us and sometimes you should. The advice and the departure from it both go in writing, so that neither side reconstructs the conversation afterwards from memory.
The second boundary is statutory rather than contractual. A sworn-in fiscal adviser carries professional liability for what they certify under Law No. 3568; legal representation is reserved under the Advocacy Law No. 1136; and a customs declaration is filed under a permit held in the broker's own name under Customs Law No. 4458 (Official Gazette 4 November 1999, No. 23866), Article 227. None of these can be moved to a coordinating provider by contract — the full split is on the governance page.
About commitments.
Including why there is no penalty schedule, and what counts as our error rather than yours.
Why does this page talk about failure instead of listing your promises?
Our promises are already published where they belong — the response time on the contact page, the fee structure on how it works, what we answer for on the governance page. Collecting them here would be a restatement, and a page of restated promises tells a buyer nothing they cannot read on any competitor's site.
What almost nobody publishes is the failure path: who you call, how fast someone senior arrives, and what gets done about it. That is the part worth committing to in public, because it is the part that is tested.
Do you publish a penalty schedule or service credits?
No, and the reason is worth stating plainly. Published service credits are usually capped at a fraction of one period's fee, which means they compensate for almost nothing while reading as a guarantee. A credit worth a few thousand lira does not help a company whose customs clearance is held up.
What we commit to instead is the part that actually reduces the damage: that you hear about it immediately, that the work is corrected at our cost where the error is ours, and that someone with authority to spend money on fixing it is in the conversation the same day. Where a specific remedy is agreed for a specific engagement, it goes in the engagement terms rather than on a web page.
What counts as your error rather than ours?
The test we use is whether the outcome turned on something we controlled. A deadline we were holding, a document we were tracking, a specialist we selected and briefed — those are ours. A filing that is correct on the facts we were given, where the facts turn out to be different, is not.
The distinction is easy to state and occasionally hard to apply, so it is applied in writing. You get our reasoning, and you are free to disagree with it in front of the same people.
How fast can you actually get someone senior involved?
Today, very fast, because the firm is small enough that the escalation route ends at a founder. That is a genuine advantage and also a temporary one.
We would rather say so than imply a 24-hour global escalation desk exists. When the firm grows to the point where this changes, this page changes with it.
A licensed partner made the mistake. Who deals with it?
We do, as far as you are concerned. You should not have to manage a dispute between your provider and your provider's specialist — that is the coordination you engaged us for.
What we cannot do is absorb that profession's statutory liability, which stays with the professional who signed. Both halves of that are set out on the governance page, and the reason they cannot be merged is a matter of law rather than preference.
What if the delay is the authority's, and nobody is at fault?
Then there is nothing to remedy, and pretending otherwise would be dishonest. Ministries and registries take the time they take, and a provider who promises to control that is promising something they cannot deliver.
The commitment that still applies is notification. You should learn that an application has stalled from us, with what we propose to do about it, rather than from the silence.
Can we see these commitments in the contract?
Yes. Response times, the escalation route and the remedy approach go into the engagement terms, so they are enforceable rather than aspirational.
If a term on this page does not appear in the contract you are offered, that is a discrepancy worth raising before you sign — and it is one we would want to know about.
Governance
Which acts are reserved to licensed professions, what we answer for, and the work we decline.
How it works
The seven stages, what each one produces, and the fee shapes behind them.
Contact
A reply within one working day, from someone who would do the work.