Murat Orno

Technology executive on transaction-intensive platforms for over two decades — payments, logistics, e-commerce and HoReCa technology.

Three times CTO: scaled engineering from ~10 to ~80 people, led technology at holding-group level, and owned the technology P&L in each of my last three roles. At home both in the regulated detail and in the boardroom, and still hands-on — I prototype with AI to de-risk architectural and product decisions before committing the team. What I leave behind is engineering culture and leaders who run without me.

Group CTO at Protel Holding (2026-01 – 2026-08)

Seven-month mandate, role closed in downsizing.

• Owned the technology P&L of a 100-strong technology organisation inside a 400-person group and rolled out the reorganisation model, restructuring teams around product domains with clear delivery accountability.
• Established the group AI committee and set the AI vision at board level; built an internal AI use-case intake platform for business units to surface and prioritise opportunities themselves.
• Kicked off the agentic transformation with the technical directors reporting to me, and launched the group data warehouse and information security programs — each established from the ground up.

CTO at Vigo (2024-10 – 2025-10)

Role closed in downsizing.

• Owned the technology vision and its execution; built and led a multidisciplinary team across product development, infrastructure and platform scalability.
• Delivered cash-on-delivery collection and an automated courier wallet: couriers are now paid the moment they deliver, the central payment operation was eliminated altogether, and the grey areas in cash collection were closed.
• Introduced a KPI-driven engineering culture and delivery pipelines; owned cloud infrastructure, architecture, security and data governance, and partnered with the C-level on product and market expansion.

CTO at Ödeal (2019-08 – 2024-09)

Startup → scale-up transition.

• Scaled engineering from ~10 to ~80 people through the startup-to-scale-up transition, promoting engineers into lead roles and building my own management layer from within.
• Led multi-channel payment infrastructure (POS, mobile, API) on a secure Kubernetes-based microservice architecture while the merchant base grew roughly tenfold; established DevOps, CI/CD and infrastructure-as-code.
• Worked directly with regulatory bodies for full PCI-DSS compliance and partnered with the CEO on go-to-market and growth initiatives.

Team Lead at Hepsiburada (2017-12 – 2019-07)

• Led the shipping and delivery domain — development, QA, business analysis and support — modernising logistics and shipment services into a modular, microservice-oriented architecture with Scrum/Kanban delivery.

Tech Lead at Parantez.com (2016-03 – 2017-12)

• Architected.NET backend APIs and admin tools for a loyalty and transaction-based marketing platform integrating third-party POS and ERP systems, with a MongoDB/RavenDB reporting engine, Redis caching, Hangfire orchestration and Jenkins CI/CD.

Deputy Manager at Yurtiçi Kargo (2009-08 – 2016-03)

Developer → team lead → deputy manager career progression over nearly seven years — two internal promotions.

• Led Java and.NET teams on mission-critical systems: shipment tracking, ERP integration and route optimisation.
• Spearheaded the migration to a service-oriented architecture with centralised monitoring (ELK), Redis-based rate limiting, AspectJ audit logging and asynchronous processing (HornetQ).

Software Developer at Doğan Media Group & Doğan Online · MEF Yayıncılık · agency roles (2002-08 – 2009-07)

• Built and ran high-traffic media portals — cnnturk.com.tr, kanald.com.tr, startv.com.tr, hurriyetoto.com — with C#/.NET backend services and XML-based content syndication.

Master's in Information Engineering – Sakarya University (2010-01 – 2013-12)

Bachelor's in Business Administration – Anadolu University (2003-01 – 2009-12)

Associate's in Mechanical – Marmara University (1998-01 – 2002-12)