WGS GROUP · 1.0 · OCTOBER 2026
The complete original introductory PDF, free to read and download without an account, contact details or a request. It contains no financial figures. This document is in Arabic; the structured website content is available in Arabic, English and Turkish. Earlier editions are preserved at their historical links.
Read all 23 source topics as searchable website content ↓WGS · INVESTOR PROFILE · PDF
The complete original introductory PDF, free to read and download without an account, contact details or a request. It contains no financial figures. This document is in Arabic; the structured website content is available in Arabic, English and Turkish. Earlier editions are preserved at their historical links.
Website translations follow the original Arabic reference. Open a source topic below or continue to its dedicated page. Reading never requires sharing your contact details.
This is the consolidated reference, not another project catalogue. Open a chapter or use the contents to read only what you need.
A multi-sector group headquartered in Istanbul with operations and experience in Türkiye and Palestine: gold and jewelry, automotive, education and student services, maintenance and interiors, and Technology & AI. This October 2026 introductory edition has 23 pages and contains no financial figures.
WGS İÇ VE DIŞ TİCARET LTD. ŞTİ. currently operates as a Turkish limited-liability company. The proposed transition to a joint-stock company (A.Ş.) with a holding structure begins after investor entry, subject to valuation, approvals, registration and ownership documentation under Turkish law. It does not wait for the end of stage one and is not presented as completed.
Read and download the complete 23-page original immediately, without an account, contact details, request or manual approval. It introduces the group, leadership, current activities and development, without financial figures.
After serious interest, management discusses preliminary financial information and the structure of the selected opportunity. Submitting an email does not automatically unlock this study.
Following preliminary understanding and the management meeting, the appropriate operational, financial and legal details, implementation and documentation are shared under the agreed procedures and confidentiality where needed.
An investor can discuss one sector, several sectors or the complete group, according to the opportunity and final partnership structure. An expression of interest is not ownership, a subscription or acceptance of funds.
Develop a multi-sector holding group from Türkiye, expanding regionally and internationally according to readiness and feasibility. The holding structure is a future legal objective, not the present registered form.
Provide reliable products and services, improve operating efficiency and build long-term partnerships on professional foundations.
Istanbul-based WGS coordinates automotive, Durra gold and jewelry, Turvex education, EVİZO maintenance and interiors, and Information Technology & AI. Its activities combine specialist management, shared oversight and staged development. Sector names do not imply five separate registered companies.
A specialist director and operating responsibility for every sector.
Study each opportunity and its feasibility before commitment.
Clear written policies, authorities and delegation.
Indicators and periodic reports for each activity.
Partner access follows agreements and permissions.
Current assets and operations are labelled current. New factories, specialist workshops, dedicated student housing and new technology platforms are development plans subject to feasibility and readiness. Experience and relationships are developed into measurable, scalable working systems.
The commercial journey draws on gold, currency exchange, international trade and project-management experience, and relationships developed across Palestine, Dubai and Türkiye. The year 1987 refers to family roots, not the Turkish company’s incorporation date.
Family commercial roots in gold and jewelry. This is the start of the family activity, not the incorporation date of the current Turkish company.
A subsequent regional extension of commercial experience, including Dubai. No unconfirmed calendar dates are assigned.
Türkiye became the main operating centre, with Istanbul coordinating management and sector development. Duration refers to the October 2026 profile.
Regional and international development after the Turkish operating base stabilises, subject to opportunity, feasibility and readiness.
WGS İÇ VE DIŞ TİCARET LTD. ŞTİ. currently operates as a Turkish limited-liability company. The proposed transition to a joint-stock company (A.Ş.) with a holding structure begins after investor entry, subject to valuation, approvals, registration and ownership documentation under Turkish law. It does not wait for the end of stage one and is not presented as completed.
Strategic direction, principal partnerships and contracts, and upper oversight.
Operating management, coordination between sectors and execution follow-up.
Prepare plans, execute and follow up within defined authority, and report performance. Delegation and management incentives require approved rules and agreements.
Founder and general manager. 39 years of experience. Gold, exchange, international trade, establishing and managing projects and business development. Leads strategy, financing and partnerships, with auction, raw-material supplier and institutional relationships in the Middle East and Türkiye.
Deputy general manager. 19 years of experience. Gold, exchange, project management and operating follow-up. Directly oversees daily operations, service quality, financial follow-up and implementation of operating plans.
Durra founder and gold sector director. 11 years of experience. Direct sector experience supported by family commercial activity since 1987.
Education and student services director · Turvex. 11 years of experience. Executive team · 14 years of cumulative experience. Management of counselling, admissions, registration and student follow-up.
Automotive sector director. 13 years of experience. Executive team · 15 years of cumulative experience. Management of the current automotive activity and its specialist execution team.
EVİZO sector director · maintenance, interiors and fit-out. 15 years of experience. Executive team · 17 years of cumulative experience. Specialist execution team with 17 years of cumulative experience in maintenance, interiors and fit-out.
Information Technology & AI sector director. 13 years of experience. Executive team · 14 years of cumulative experience. Business automation, connected systems and management decision support. Team experience is cumulative.
Current activity · vehicle purchase, preparation and sale within Türkiye Current purchasing priority: the Turkish market and local auctions, with technical and commercial assessment. Planned: Increase current purchasing, preparation and customer capacity gradually within Türkiye. Strengthen local sourcing, technical review, stock monitoring and timely remarketing. Establish a specialist maintenance, preparation and modification workshop after readiness review; internal preparation at cost is a planned capability. Develop accessory and equipment import and trade. Assess vehicle sourcing from the United States, China, the Gulf and Europe only where commercial feasibility and regulations permit.
Current activity · gold factory and retail shop in Palestine Existing manufacturing cooperation in Türkiye; not a claim of full factory ownership. Durra was founded by sector director Yousef Awad; family commercial roots date to 1987. Planned: Strengthen the existing Palestine factory and shop, Durra products and brand identity, and Turkish manufacturing cooperation. Develop sales channels, points of sale and digital sales in Türkiye and Europe according to demand and feasibility. Study a dedicated automated jewelry factory and specialist infrastructure after feasibility and readiness review. Study manufacture of supplies for gold factories, including clasps and chains; planned capacity is not an existing new factory.
Current activity · university admissions, registration and student services Existing university partnerships and support for the student’s needs; no claim of an owned operating residence. Planned: Grow the student base through university services and accommodation via rented and prepared apartments when needed, or reliable property offices and companies under clear service-fee or commission agreements. Open the Istanbul educational institute in parallel for languages, preparation and training; it is a stage-one plan, not a claim of a currently open institute. Use pre-booking and advance payments where appropriate, and assess recurring annual education-service subscriptions under documented terms. Establish or operate dedicated student housing after validating demand, operating readiness and feasibility. Expand specialist education and housing capacity gradually; each asset requires its own review.
Current activity · maintenance, renovation, interiors, fit-out and project execution An existing execution team; the sector is not limited to maintenance alone. Planned: Organise and expand current maintenance, renovation, contracting and ready-project services within Türkiye according to team and partner readiness. Improve request management, survey, transparent quotations, client approval, field follow-up and quality control. Develop international interior-design services using client photos, plans and measurements; overseas execution depends on suitable partners and readiness, not existing WGS foreign branches. Develop import and trade of fit-out, decoration, equipment and accessory materials to support supply quality and diversify activity.
Current group systems · an independent fifth sector with internal and B2B roles Group systems cover customers, sales, stock, operations, follow-up, reporting, KPIs and decision support, with access rights for managers and partners. Planned: Strengthen group systems, the core team and delivery methodology; carry out defined automation and AI projects according to readiness and assessed needs. Use internal systems to assess effectiveness and operation, then validate repeatable solutions with actual customer needs. Expand AI, automation, data, integration and project-management specialisms and delivery capacity. Develop own software, platforms and AI products for sale or licensing after validation. Target companies and institutions in multiple markets, including government bodies where regulations and feasibility permit; this is not a claim of existing global clients or launched products.
Durra builds on family experience in gold, jewelry and trade since 1987. An existing factory and retail shop operate in Palestine, alongside manufacturing cooperation with a gold factory in Türkiye. The Turkish cooperating factory is not presented as wholly owned by WGS. Value comes from manufacturing, craftsmanship, branding and distribution, rather than speculation on metal prices.
Yousef Awad
Durra founder and gold sector director
11 years of experience
Family commercial activity since 1987
Direct sector experience supported by family commercial activity since 1987.
Manufacturing, showroom and supply-chain expertise connects the gold sector with the group’s trade and oversight capabilities. Türkiye supports manufacturing cooperation and geographic alternatives; the existing Palestine base remains separately assessed.
WGS Automotive purchases primarily from the Turkish market and auctions within Türkiye. Market demand, technical condition, repair cost and resale feasibility are reviewed before purchase. Vehicles are then prepared, maintained or appropriately modified, remarketed and sold; realised sales recycle capital. Overseas sourcing is a later, conditional option.
Malak Taher
Automotive sector director
13 years of experience
Executive team · 15 years of cumulative experience
Management of the current automotive activity and its specialist execution team.
Vehicle purchasing, preparation and supporting workshop capabilities share trade and sourcing experience with the group; Technology & AI supports operations and reporting. Each sector retains its own responsibilities and results.
Turvex provides current university admissions, registration, documentation and student follow-up through existing university partnerships. Stage one also plans an educational institute in Istanbul, in parallel with university services and housing support through rented, prepared apartments or reliable property partners. A dedicated student-housing asset belongs to stage two, not current operations.
Amr Hadi
Education and student services director · Turvex
11 years of experience
Executive team · 14 years of cumulative experience
Management of counselling, admissions, registration and student follow-up.
Turvex connects admissions, the planned institute and accommodation support. EVİZO can prepare and maintain facilities where commercially appropriate; Technology & AI supports customer service, follow-up and reporting.
EVİZO is a current integrated service and execution activity in Türkiye covering everyday maintenance, complete renovation, interior design, fit-out, contracting and ready-project handover. Requests follow a coordinated path from survey to evaluation, clear pricing, client approval, execution, site follow-up and final handover.
Moath Hussein
EVİZO sector director · maintenance, interiors and fit-out
15 years of experience
Executive team · 17 years of cumulative experience
Specialist execution team with 17 years of cumulative experience in maintenance, interiors and fit-out.
EVİZO can prepare and maintain education and housing facilities as they develop, where commercial terms and delivery capacity support it. Coordination does not imply those planned assets already exist.
WGS Tech & AI has a dual role: the group’s digital arm and an independent B2B sector serving companies and institutions. It connects management systems, data, workflows, reporting and decision support. External business solutions and own products develop through defined projects, validated usage and real customer needs before broader commercial scaling.
Mohammad Awad
Information Technology & AI sector director
13 years of experience
Executive team · 14 years of cumulative experience
Business automation, connected systems and management decision support. Team experience is cumulative.
The same sector connects customer management, sales, stock, operations, reports and partner permissions across WGS while developing a separate B2B direction. Shared systems support rather than replace sector accountability and human decision-making.
Costs, contracts, responsibilities and results are identified for each activity under the agreed structure. Integration improves efficiency; it does not erase operating accountability or mix sector results.
Prepare and maintain the institute or accommodation units when commercially appropriate and as these projects develop.
Management, operations, performance measurement, customer service and partner-reporting systems.
Connect admissions, the planned institute and accommodation support in one service journey.
Coordinate workshop services, preparation and vehicle purchasing as relevant capabilities develop.
Manufacturing-management, showroom and supply-chain experience.
Trade, marketing, project management and commercial relationships support the sectors.
Geographic diversification is a risk-management tool, not protection against loss. Türkiye is the principal management and expansion centre; Palestine remains an existing gold base. Some operations or supply chains may be redistributed if market conditions change, subject to practical and legal feasibility.
Current management and principal operating and development centre. Automotive, education, EVİZO, Technology & AI and Turkish gold manufacturing cooperation. Approximately seven years of Turkish commercial presence as stated in the October 2026 profile.
An existing gold and jewelry factory and retail shop, practical manufacturing and trading experience, and family roots since 1987. Political and geopolitical risks are assessed separately.
Four years of prior commercial experience and regional market relationships; not a current operating headquarters of the group.
European and international markets are potential development directions for jewelry sales, design services and technology products according to demand and each sector’s feasibility. They are not current branches before implementation.
Türkiye: 86,092,168 residents; Istanbul: 15,754,053. Source: TÜİK / ADNKS, 31 December 2025. These are dated market statistics, not current live counts or WGS customers.
Links Europe, Asia and the Middle East, supporting commercial and logistics relationships across markets.
Automotive, gold, education, property-related services, maintenance and broader service markets, with supplier, professional, support-company and logistics networks.
The existing commercial presence supports coordination, customer development and staged growth. Market size alone is not a guarantee of demand or returns.
Stage one strengthens current gold and automotive operations, customers, Turvex university services and accommodation through rentals or partnerships, opens the planned Istanbul institute in parallel, and organises EVİZO growth. Stage two develops specialist workshops, accessories, gold manufacture, dedicated student housing and wider interiors capacity. Actual demand, quality, liquidity, results, management, suppliers and partner readiness govern transition. Stage-one partner priority applies only if expressly agreed. The proposed legal transformation begins after investor entry, not after stage one ends.
Stage one strengthens current gold and automotive operations, customers, Turvex university services and accommodation through rentals or partnerships, opens the planned Istanbul institute in parallel, and organises EVİZO growth. Stage two develops specialist workshops, accessories, gold manufacture, dedicated student housing and wider interiors capacity. Actual demand, quality, liquidity, results, management, suppliers and partner readiness govern transition. Stage-one partner priority applies only if expressly agreed. The proposed legal transformation begins after investor entry, not after stage one ends.
Stage-one partners may have priority in stage-two opportunities only if the final agreement expressly defines its terms and scope. Proposed A.Ş. holding-structure procedures start with investor entry, subject to legal approvals; they are not deferred until stage one ends.
An investor can discuss one sector, several sectors or the complete group, according to the opportunity and final partnership structure. An expression of interest is not ownership, a subscription or acceptance of funds.
Investment structure, return and distribution details are shared only in files two and three after the management meeting and a confidentiality agreement where needed. Capital requirements and return percentages are not public. A request does not reserve an investment or accept funds.
Participation is based on the funded activity’s actual audited net profit, without a guaranteed return or advance promise. Loss is possible.
Funding supports operations, physical assets and infrastructure required by each sector’s plan. Disbursement follows agreed objectives and approvals; realisation depends on market and operating circumstances.
The final agreement defines funded activity, reporting, rights and distribution. These are not interchangeable automatic products.
Two participation routes may be discussed: an ownership interest based on independent valuation and legal procedures, or contractual profit participation under applicable rules. Rights and obligations require the final agreement; no allocation arises automatically from an enquiry.
Relevant reports, data and performance indicators follow agreed access. Digital remote tools are being developed and do not replace contractual reporting or independent review.
The reporting frequency and policies described here are to be adopted in the framework activated with investor entry. Existing procedures and additional partnership arrangements must be distinguished. This overview does not make future oversight rights automatically effective.
Daily business and approved plans within defined authorities.
Separate sector accounts, periodic reports and asset and stock inventory.
Review accounts, cash flows and assets within the investment agreement and access permissions.
The applicable legal structure determines the body that reviews escalated material findings and major decisions. This describes the oversight framework, not a claim that a planned holding board is already constituted.
Some leaders share family ties. Continuity is supported by prior disclosure of personal interests, recusal from approval, documentation of related-party transactions at market terms, and presentation to the oversight body.
An investor may appoint an independent monitor, international accountant or auditor, or an authorised representative. Board membership, observer status, an oversight committee, segregated partner accounts or joint signatures depend on the legal structure and explicit agreement. Access is limited to relevant data; it does not confer automatic daily-management authority or account-freezing powers.
A temporary suspension of an action or transaction can be requested only under express contractual authority or a decision by the authorised body. Special board or committee representation, joint signing or separate partner-money accounts must be expressly agreed. Each finding has an owner, action plan, period and reviewable record; oversight does not transfer daily management.
Quality, suppliers, insurance, safety and delays.
Monitor cash flows and obligations; no expansion before readiness.
Diversify sources and monitor demand and prices.
Document authorities, compliance and licensing.
Monitor complaints, customer satisfaction and execution quality.
Price and value in suitable currencies and maintain appropriate liquidity. Currency losses remain possible.
Focus on craftsmanship fees rather than metal-price speculation; align purchases with orders and separate metal value from manufacturing fees.
Written purchasing, pricing, disbursement, reporting and authority policies.
Periodic liquidation through auctions and dealer platforms, with stock monitoring. Resale speed and asset value are not guaranteed.
Ongoing follow-up with a law firm and certified accountant in Türkiye; each agreement still requires legal and financial due diligence.
Diversified procurement and sourcing relationships and alternative supply options.
Comprehensive vehicle, gold-stock and factory insurance where available and commercially viable; periodic inventory and coverage review. Insurance is not a guarantee of complete recovery.
A structured process from site inspection to handover; evaluate quality and performance before scaling.
Monitor risks through the four oversight levels, periodic reporting and readiness reviews between the two expansion stages. Controls do not guarantee capital, liquidity or profit.
Palestine-linked operations can be affected by political and security conditions outside management control, disrupting trade, supply, liquidity, movement and operations. Existing activity does not make new exposure risk-free.
Do not concentrate new capital in one area or immobilise substantial liquidity in assets that are hard to relocate. New exposure in higher-risk areas requires a fresh review of conditions and operating capacity.
Distribute operations and assets between Türkiye and Palestine according to activity. Strengthen Turkish manufacturing and commercial links and assess moving part of sourcing or manufacture to Türkiye when necessary.
Diversify suppliers and markets, manage stock cautiously and prepare alternative sourcing, shipping and distribution routes.
Business-continuity plans, insurance where available and viable, periodic risk review, and reporting material developments to management and partners through agreed channels. These measures do not eliminate geopolitical risk.
Current activity with customers, assets and operating experience, distinguished from future projects.
39 years for the founder and 19 years for the deputy; these are personal experience, not the company’s age.
Specialist management and cumulative team experience in each sector.
Gold, automotive, education, maintenance and interiors, and Technology & AI.
An existing gold factory and shop in Palestine and manufacturing cooperation in Türkiye.
Family roots in Palestine since 1987, four years in Dubai and approximately seven years in Türkiye.
Two expansion stages governed by demand, quality, liquidity, results and readiness.
Connected capabilities and shared experience, with independent sector accountability.
A group digital arm and independent B2B business direction.
Four oversight levels, escalation and independent review under the agreed partnership framework.
Discuss one sector, several sectors or the whole group without an automatic investment commitment.
Reports and indicators under agreed access rights and reporting arrangements.
These are foundations for growth and areas of development, with current activity distinguished from planned investment and expansion. They are not promises of guaranteed performance.
Istanbul, Türkiye · wgs@wgsgroups.com · +90 539 603 51 11
This document/page is for preliminary introduction only. It is not an offer to sell securities or a public invitation to subscribe. Any partnership is subject to the final agreement after due diligence.
