Emrah Ercan, general manager of Ingersoll Rand’s PST Ventures division, said that people, problems and impact make up the best parts of his job. Now entering his second decade in the industry, Ercan is settling into his leadership role after joining Ingersoll Rand in 2021.
“No matter what we do, we are in the people business,” Ercan said. “I love being around my team and our customers. I especially love watching others succeed. In the military, we were taught to ‘put the ladder down’ and reach back and help others rise as we succeeded. I see it as my job as a leader to empower my employees to execute and win. Their success is my success.”
Ercan has spent the last 19 years in various manufacturing and service companies in water and wastewater treatment, power generation, oil and gas, chemical processing and steel manufacturing industries. He completed his studies in chemical engineering and industrial engineering before moving to California’s Silicon Valley in the early 2000s to work in the water-energy-food nexus.
“I was always fascinated by creative destruction in the marketplace, the incessant product and process innovation mechanism by which new production units replace outdated ones and how to build teams and businesses around new technologies to create efficiencies and commercially viable solutions to serve sustainability while creating economic value,” Ercan said.
Before joining Ingersoll Rand, Ercan led the global digital solutions business at SUEZ. He also spent 14 years at General Electric and Ashland, where his focus was growth through strategy deployment, business development and commercial performance transformation. Now, Ercan leads Ingersoll Rand’s PST Ventures to discover, develop and commercialize early-stage innovations serving high-growth sustainable end markets. He said his focus is on leading performance transformation programs and delivering above industry profitable growth through superior commercial execution, expansion into new markets, instilling continuous improvement culture and building high performing engaged teams.
Ercan provided some more answers to key industry questions.
Could you share your favorite work story?
There are many, but I remember staying in a refinery for three months as a young field application engineer to solve a problem. One of our key accounts encountered a huge performance issue related to a sudden change in their operations. Nearly their entire operations needed to be realigned. At the time, I was not familiar with the many complex operations involved in the process, and I wanted to learn. I shadowed the customer for 18 hours per day and finally optimized the plant, making lifelong friends and learning a lot along the way. I spent a whole summer camping at their plant in central California to work with the plant engineers. It was a valuable lesson to think and act like an owner.
What is the most challenging part of your job?
I work hard to understand and focus on challenges within my control. Although managing changing customer relationships and expectations is a daily challenge, having the right team in place is the most critical decision a leader can make. That’s why hiring, retaining and developing my team is one of the challenges I love the most—staying competitive and creating growth.
The business world is very dynamic, especially with increasing competition and market oversaturation. With many similar products on the market, I have to think more about what is going to set us apart and how to secure brand loyalty by anticipating trends and staying ahead of the curve. The key is to think outside the box while continuing to give customers what they need.
All these pressures finally come down to maintaining a work-life balance. With the pressure to manage many moving parts at once, maintaining balance in life and work is a continuous struggle. I have to be present for my team and customers. Ultimately, I must prioritize and manage time efficiently with clear boundaries.
What is your advice to students or young professionals new to the industry?
My advice is to remain students for the rest of their careers. Good leaders are good learners. I advise young professionals to make continuous learning a lifelong strategy. Although technical skills in an ever-changing digital world are crucial, it’s also important to continue learning how to better respond to today’s challenges and create a ripple effect throughout your organization. Change your approach to tap into trust and build inclusion. Form closer, more rewarding relationships built on trust and respect. Project an upbeat and contagious attitude, discover ways to manage stress and minimize worry, encourage positive thinking, and commit to continuous improvement. Finally, have a personal board of directors. Think of yourself as a business of one. A personal board of directors is the small group of people from whom you seek support and advice on advancing your career. Ideally, the “board” consists of individuals who have a strong personal and professional interest in seeing you flourish and succeed.
Compiled by Drew Champlin, Pumps & Systems