Advice is not the shortage. Execution is.
Most foreign companies in Türkiye are not short of advisers. They are short of somebody who holds the operation together — and who can be held to account when it does not hold.
We run a Türkiye operation end to end and are answerable for the result under one contract — including the parts that involve goods physically moving, which most providers do not touch.
We also tell you when you do not need us. That is the part that is hard to fake, and the reason the rest is worth believing.
The failures live between the specialists.
An accountant files on the figures given. A broker declares what the invoice says. A payroll provider processes what arrived. Each is correct within their scope, and the operation still goes wrong — because the errors are in the handovers, and no one's scope includes a handover.
Adding a better specialist does not close that gap. Somebody has to own it, with the authority to act and the accountability when it slips.
Advisory firms
Real depth in tax, structuring and disputes. What they do not generally do is carry out the operation — their people tell you what should happen and somebody else has to make it happen.
Depth, not executionBack-office providers
Bookkeeping, payroll or clearance, performed well and priced accordingly. They stay inside their function, which is exactly where the failures are not.
Function, not coordinationyobiT
One contract, one accountable team, and the chain from market data through customs, storage and distribution to the day it is handed over or closed.
Coordination with accountabilityAdding a better specialist does not close a gap that exists between specialists.
Why the missing role is not another expertThings we will put in writing.
Not values. Commitments, each of which has a cost to us if we break it.
- 01
We will tell you when you do not need us
Including when the honest answer is that a distributor already serves this market well, or that a specialist provider will do the one thing you need for less.
- 02
We will not claim licences we do not hold
Customs declarations, sworn financial certification and reserved legal acts are performed by the licence holders. Set out in full on the governance page rather than in small print.
- 03
We will not publish numbers we cannot stand behind
No clearance timelines that ignore your product, no employer-cost multipliers that go stale, no proprietary-database claims. Where we do not know, the page says so.
- 04
We will make leaving straightforward
Your data is exported in usable formats and the operation is handed over as a planned project. An arrangement that is hard to exit is a retention tactic.
The part most providers
do not touch.
Corporate services firms are built around entities, filings and payroll. Those are valuable and they are not where a trading company's Türkiye operation usually fails.
It fails when goods are classified wrong, when the importer of record was never properly decided, when stock sits in the wrong customs status and ties up cash, or when nobody connected the declaration to the ledger.
That chain — trade data, classification, landed cost, customs, storage, distribution — is where we are deliberately different. It requires partners with licences and facilities, which is why it is rare, and why we are explicit about who operates what.
When we are the wrong choice.
A page like this usually lists strengths and stops. The useful version keeps going.
- 01
You need a brand your board already knows
Sometimes the internal politics of an engagement matter more than the work. We are not a household name and will not pretend the consideration is irrational.
- 02
You need one function, cheaply
Payroll only, bookkeeping only. A specialist will do it for less, and paying for coordination you do not need is bad value.
- 03
You want documents that do not match reality
An arrangement built to present employment as a service, or a structure designed to obscure who performs the work. We decline these, and the reasons are on the governance page.
- 04
Entering is not the right move at all
If the trade data says a distributor already serves this market well, a structure of your own may destroy margin rather than create it. We would rather tell you before you commit.
Questions worth asking us.
Including the comparison questions, which we answer without pretending the alternatives have no advantages.
How are you different from a Big Four firm?
They are larger, longer established and carry a brand your board already recognises. Where their depth is real — complex tax disputes, multi-country structuring, audit at scale — we would not claim to match it, and we will say so.
What they do not generally do is run the operation. Their people advise; somebody else has to act on it. If your problem is that nobody is actually doing the work, that is a different problem from needing better advice.
How are you different from a back-office or payroll provider?
They perform a defined function well and stay inside it. The failures we see in this market live between functions — between the customs declaration and the ledger, between the employment decision and its statutory consequence, between the deadline and whoever thought somebody else held it.
That gap is what we take on. It is not more capacity in a single function; it is ownership of the seams.
Do you actually operate, or is that a marketing word?
Goods move, people are employed, declarations are filed, deadlines are met and somebody physically goes to a facility when a facility needs visiting. Acts reserved to a licensed profession are performed by the licence holder — that division is set out in full on the governance page.
What we are answerable for, and what remains with the licensed professional or with you, is written down before work starts rather than after a problem.
When are you the wrong choice?
If you need a large brand on the engagement letter for internal reasons, we are not that. If your requirement is a single specialist function done cheaply — payroll only, bookkeeping only — a specialist provider will do it for less. If you want someone to structure an arrangement whose paperwork does not match what will actually happen, we will decline.
And if the honest answer is that your product already reaches Türkiye through a distributor who serves it well, entering at all may destroy margin rather than create it. We would rather say that before you commit.
Why does the exit keep coming up on your pages?
Because it is the most expensive thing nobody plans. A company entered for a defined project will reach its ending, and how that goes was decided years earlier — in the structure chosen, in whether the accounts were certified, and in whether anybody could actually run the liquidation.
Raising it at entry costs a conversation. Raising it at the end costs months.
Are you a Turkish company?
Yes. yobiT is the trading brand of Savan Dış Ticaret A.Ş., registered in Istanbul. We deliver in one country and we intend to keep it that way — depth in a single jurisdiction is the thing breadth cannot beat.
Governance
Who is allowed to do what, what we answer for, and the work we decline.
Twelve capabilities
From the decision to enter through to handover or closure.
Opportunity Scan
Free, and the fastest way to find out whether we are useful to you.