The multifaceted negotiator — combining the precision of an engineer with the creativity of a designer.

The precision of logical reasoning and the creativity required to solve complex, unpredictable challenges form a truly unique combination.

I know someone who embodies these qualities—and many more: Cihan Yasa, whom I met during my course “Mastering Difficult Negotiations” which I teach for the Executive MBA Programs at the TU Wien – Academy of Continuing Education.

Cihan is an entrepreneur and engineer with an international experience: he has studied in four different countries and speaks four languages. Throughout his career, he has taken on leadership roles and always enjoyed working with people, building teams, and driving ideas forward. He describes himself as “passionate about learning and personal development and truly enjoying leaving my comfort zone to grow through new challenges. Reflection and growth are a big part of how he works and lives — always looking for ways to improve and create value.”

I had the pleasure of getting to know him well during our intensive course, and I can attest to his remarkable qualities. He is a sharp and agile thinker, an effective problem-solver, a skilled bridge builder and a culturally savvy professional. His many talents and drive set him apart, making him someone from whom we can all learn.

It is for this reason that I invited him to share his valuable insights with us in an interview.

 

Here is our interview

You possess a rare fusion of qualities—the precision of an engineer and the creativity of a designer. How do these attributes shape your approach to negotiation? 

My background in process engineering helps me to plan and prepare negotiations with a clear structure. I always think in steps — from setting goals to mapping possible outcomes. After each negotiation, I take time to analyze how it went, what worked well, and what I can improve next time. This ongoing reflection helps me grow with every experience.

On the creative side, my designer mindset helps me come up with flexible, out-of-the-box solutions. I often bring multiple options to the table and try to build something that works well for both sides. For me, negotiation is not just about price or terms. It is about creating a strong, balanced bridge between two parties. It should be practical, but also thoughtful and original.

In negotiations, how does the mindset of an entrepreneur differ from that of an employed professional, including those in management roles?

I have worked in management roles in both furniture and aircraft production, leading teams and handling responsibility. I also worked as a trainer and coach in a Lean Six Sigma company.

Managers in companies, even at a high level, usually work within a structure. We often had budgets set by others, rules to follow, and always someone above to report to. If things do not go well or as planned, there is always somebody to whom you can escalate the situation.

However, as an entrepreneur, you create the rules, you create the structure — there is nobody beyond, you are alone on the stage. And you must always think beyond the deal itself: What does this partnership mean in 6 months or 2 years? Is this client the right fit for our values? Does this move us closer to our long-term vision?

Also, as an entrepreneur, you have to protect your brand and identity much more carefully. There is no backup plan — you are the backup plan. That urges you to be more creative, and sometimes more cautious, too. But above all, it gives you a deeper connection to every negotiation, because you are negotiating for something you have built from the ground up.

How do you navigate setbacks in negotiations?  

At first, I took losses personally. I saw them as a failure. But with experience, I started to see them differently. I understood that it is part of the game. Not every negotiation will end the way you want, and that is normal.

Now, when a deal does not go through, I take a moment to reflect. I ask myself what I can learn and how I can do better next time. Sometimes, walking away is the best decision to protect your values and long-term vision. It still feels disappointing, but it no longer feels like a defeat. It is just part of the journey.

As an entrepreneur, I have learned to protect my energy and resources. Not every opportunity is the right one — and that is okay.

What are the most significant challenges you face in business negotiations?

One common challenge is when customers focus only on price and ignore the value behind the product. My furniture pieces are not mass-produced — each one is designed individually, often taking weeks or even months. We use only original raw materials and work with skilled local craftsmen. This level of quality cannot be compared with products from fast-furniture brands like IKEA. Still, some customers expect premium design and materials at low prices, which is simply not realistic.

Another challenge is logistics. Shipping companies prefer large volumes to offer better rates, but as a startup with high-end products, we do not ship in huge quantities. This makes it very hard to find a cost balance, and it affects the final price.

Some partners or clients are too focused on short-term savings and are not open to long-term thinking or the bigger picture. That mindset limits real collaboration.

In your opinion, what makes a negotiation particularly difficult? 

It becomes difficult when someone is too fixed on their own position and does not show any flexibility. For example, if a client comes to a negotiation only prepared to talk about their own needs, without asking or caring about what matters to the other side, it is very hard to find a balanced agreement. They often repeat the same points, without really listening or trying to understand the full situation.

Another big challenge is when there is a lack of trust. If the other party doubts your intentions or feels they always need to protect themselves, it creates tension. People become defensive, and it slows everything down. Instead of working together, it turns into a power struggle — and that usually leads to weak results or no deal at all.

How quickly can you assess whether a negotiator will be difficult to work with? 

I can usually tell when someone will be difficult early in the conversation. They do not really listen — they just wait for their turn to speak. Their focus is not on finding a solution together but on pushing their own agenda. They often try to control the conversation or interrupt, and they show little interest in understanding what we actually need.

Another clear sign is when they use pressure tactics, like trying to create urgency or deadlines that are not real. It is a way to push you into quick decisions without proper discussion. In these cases, I have learned to slow things down, stay calm, and not react emotionally. It is important to bring the conversation back to a more balanced and respectful space — otherwise, it is not a real negotiation.

How would you approach a difficult situation differently now?

Before the course, I sometimes felt that long discussions were a waste of time. I wanted to come to the point quickly and move on. But now my approach has totally changed. I have learned that creating the right atmosphere is just as important as reaching a result. I now let the other party talk as much as they need — it helps build trust and understanding.

I also listen more than I speak, which helps me ask better questions and see what is really important to them. Another big change is in my preparation. I now reach out to the other side before the negotiation to build some common ground and even agree on a shared agenda. These changes have made a big difference for me, and I already see the benefits in real-life situations.

How did our course help you improve your negotiation skills and attitude?

The course was a very good opportunity for me to learn and develop myself. It helped me understand what I was already doing well, and where I still had room to improve. One of the most valuable things I took from it was learning how to create a real bridge between two sides — not just talk about numbers.

I saw in the course that negotiation is not a war; it is more like a dance. You need to move with the other person, not against them. I learned how important it is to stay aware of both my own emotions and those of the person across the table. Always observe and listen to the other parts very carefully and be aware of emotions.

And since I work internationally, the course also reminded me how much cultural differences matter. If you ignore that, you risk misunderstanding or even losing trust. For me, those lessons were very practical and very real.

As far as my attitude is concerned, one big change is that I am much calmer and more confident during negotiations. I do not try to dominate the conversation. I focus on creating a good flow and staying balanced. This helps me connect better with the other person.

Another important change is that I can now switch my style more easily. Thanks to the course, I learned how to adapt depending on who is in front of me. Some situations need a softer approach; others need more structure — and now I can adjust without losing focus. This flexibility has helped me a lot in real negotiations.

What are your key take-aways? 

What did you appreciate most about our course?  

What I appreciated most was that the course was not just theory — it was a great mix of theory and practice. The many role plays we did were extremely important for me. They helped me not only understand the concepts, but also apply them directly in real situations.

You are a great leader. I learned a lot from you — not just from the content you shared, but also from how you led the group: in a very professional, but also warm and open manner. You listen carefully and give feedback that really helps you improve. It is obvious that you care about helping each person grow in their own way.

To whom would you recommend it and why?

I would recommend this course to anyone — not only business professionals. Negotiation is part of everyday life. You negotiate with your partner, your family, your team, or even with yourself. It is not just about contracts or deals. It is about communication, understanding others, and finding good solutions together.

This course does not only teach you how to negotiate — it helps you become a better communicator. You learn how to listen, how to stay calm under pressure, and how to handle difficult situations in a smarter way. I believe everyone can benefit from that, both in their professional life and in their personal relationships.

 

Cihan Yasa, the founder of Vollwert Concept e.U.

I grew up in my father’s furniture workshop, where I first learned to see the meaning behind every piece. I founded Vollwert Concept to carry that spirit forward — combining Vienna’s design culture with the craftsmanship of Turkish artisans. Every piece is fully handcrafted, created in close collaboration with local producers. We do not just design furniture — we design meaning into it. For me, Vollwert Concept is about sustainability, unique design, and protecting the roots of real craftsmanship. It’s not only a brand, but a way to support local skills that deserve to live on.

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You can reach me at: office@growmind.at or +436602400135.



Your Raluca Ionescu