We do our best work when the people in the room bring genuinely different perspectives.
Preascent operates across Turkey, the UAE, and Europe. Our work takes us into organizations with different cultures, different regulatory environments, and different ways of making decisions. That context is not incidental to how we think about diversity — it is central to it.
We hire on the basis of capability and character. We do not apply quotas, but we are deliberate about building a team that is not a mirror image of the technology industry's historical defaults. The problems our clients bring us are complex. Homogeneous thinking produces brittle solutions.
We hold ourselves to the same standard we apply to our clients: honest assessment over comfortable consensus. That applies to how we evaluate candidates, how we build teams, and how we behave in engagements. When we see a gap between our stated values and our actual practice, we say so — and we close it.
Inclusion is not a programme. It is a standard of behaviour.
DEI principles applied to how Preascent operates day to day.
We evaluate candidates on demonstrated capability and judgment. We actively seek candidates from backgrounds underrepresented in technology leadership, and we hold our hiring process to the same rigour we apply to client work.
We push back on client team compositions or working practices that we believe will produce worse outcomes. Diversity of perspective is a quality criterion, not a compliance checkbox.
We choose to work with partners who share our values. We do not partner with organizations whose practices we would not defend publicly.
We review our own practice annually. If the data shows a gap between our stated commitments and our actual record, we treat it as a problem to be fixed — not managed.
We welcome honest challenge on this as much as on anything else.