Context and the problem
The Antalya Chamber of Commerce is one of Turkey's largest — more than 20,000 member companies, a wide service footprint and the kind of institutional weight that anchors a city's economic life. But the digital infrastructure powering its day-to-day operations had fallen well behind that scale.
Member operations lived in one system, the website in a separate CMS, application and event forms in yet another. Each system had its own UI, its own data model and its own ceiling. Publishing a campaign, opening a new application form or processing a document required either a manual workflow or a small developer fix. None of it scaled to a 20,000-member institution.
Fragmented infrastructure
Website, member management, applications, payments and events each lived in a separate system on a separate data model; the bridges between them were mostly hand-built and hand-maintained.
Engineering bottleneck
Marketing, member relations and communications teams had to wait on engineering for even the smallest change — not a workflow that scales for an institution of this size.
Non-digital workflows
A meaningful chunk of member applications, document requests and campaign sign-ups was still moving on paper or manual channels. The brief here wasn't refresh — it was transformation.
Goals
The project wasn't framed as a 'replace the legacy systems' job. The goal was to digitise as much of ATSO's day-to-day operation as we sensibly could, build a product portfolio that fed strategic decision-making, and structurally break the team's dependence on engineering.
One platform, many modules
Bring website, member management, applications, payments, documents and campaigns onto a shared data model and a single platform.
Editorial autonomy
Let marketing and communications publish pages, campaigns, events and announcements without waiting on engineering.
External integrations
Automate data flow with TOBB, e-Devlet and the related institutional systems — so the same record isn't entered in two places.
Architecture that scales
Build for the modules and member counts that would land in years two, three and beyond — not just for the day-one cut.
A modular architecture on a shared data model
We designed every workflow as a module on a shared data model. On the frontend we picked Vue.js with Nuxt.js — server-side rendering mattered for both SEO and perceived performance. On the backend we went with Java, chosen to fit the institution's existing infrastructure and security baseline, and to age well over time.
What mattered wasn't that the modules sat next to each other on paper, but that they shared a real underlying data model. A member's profile, applications, dues history, event registrations and certificates were all readable from the same record.
Drag-and-drop website builder
Marketing teams build pages from modular, brand-aligned blocks — no technical knowledge needed, and no way to accidentally break the design system.
Form builder
One engine drives event registrations, member applications, document requests and campaign sign-ups, with smart routing that lands incoming data in the right module.
Member management
New-member onboarding, dues tracking, profile management and official document workflows (registry, activity certificate, partnership certificate) — all in one module.
Payment infrastructure
A single payments engine integrated with local providers, handling everything from member dues and event fees to campaign applications and paid services.
Document management
One of the chamber's busiest workflows: document request, digital generation, archival and delivery to the member, all linked end-to-end.
Campaign management
Member-only benefit programs (ATSO Avantaj and similar), application and participation flows, plus reporting — all in one module.
The website builder — editorial autonomy
The website builder was the most visible face of the project, and the module that most directly changed the marketing and communications team's day. Under the legacy system, publishing an announcement or opening a new page depended on a developer being available. Under the new system, the same task became something the team could finish on its own in minutes.
Block-based pages
Hero, content rows, card grids, forms, event lists — modular blocks that drag, drop and reorder freely.
Consistent visual language
Blocks are pinned to a design system, so the team can't accidentally produce wrong colours, broken spacing or off-brand layouts.
Preview and publish
Every change is reviewable on a realistic preview before it goes live, with content versioning built into the same flow.
TOBB and e-Devlet integrations — first-of-its-kind
A chamber's digitisation isn't complete without speaking to the surrounding institutional systems. Most of ATSO's required data exchanges with TOBB (the Union of Chambers and Commodity Exchanges of Turkey) and e-Devlet (the national e-government identity stack) were still running manually or semi-manually before this project. We delivered a meaningful portion of those integrations — for ATSO — for the first time.
TOBB member sync
New member registrations and changes are now bi-directionally validated against TOBB; previously the same record was maintained in two separate systems by two separate teams.
e-Devlet identity
Member logins and official applications are authenticated against e-Devlet — eliminating extra password setup and manual identity checks.
Official document flows
Registry, activity and partnership certificate generation, sealing and digital delivery to the member are now a single, end-to-end chain.
First-of-its-kind
Most of these integrations were implemented for ATSO for the first time in this project — pioneering work on both the regulatory and technical sides, with no off-the-shelf reference to lean on.
Stakeholder and requirements work
At this scale, most of the difficulty isn't writing code — it's writing the right code. ATSO's different units (member relations, finance, communications, the academy, foreign trade) ran on very different priorities, and each had its own definition of an 'ideal system'. As product manager, my job was to put a sequence and a shared language across those priorities.
Per-unit discovery
I ran separate discovery sessions with each unit and observed actual workflows on site rather than relying on what got reported in meetings.
Trade-offs in the open
When two units pulled the same system in different directions, I made the trade-off explicit and surfaced it to the decision-maker rather than hiding it inside delivery.
Engineering rhythm
Backend, frontend and QA worked on a weekly cadence; every shipped module went through internal acceptance with the relevant unit before launch.
Expectation management
The hardest part of a scope this wide — keeping module sequencing, scope and what's-still-to-come synchronised across stakeholders, week after week.
Outcome and what I took from it
At launch, the platform was positioned as one of Turkey's most comprehensive digital chamber stacks and became a reference point for similar institutions thinking about their own modernisation.
This project taught me a meaningful chunk of what I now know about product management. Building a system that touches the daily workflow of tens of thousands of members — translating technical complexity into operational clarity, bridging conflicting stakeholder priorities, and breaking a wide scope into small trackable pieces — I learned all of it by living it at ATSO.
Scope
8+ integrated modules — website builder, form builder, member management, payments, documents, campaigns, academy applications and foreign trade flows.
Reach
20,000+ member companies; the chamber's entire digital surface area runs on this platform.
First-of-its-kind
Significant portions of TOBB and e-Devlet integrations were implemented for ATSO for the first time in this project.
Outcome
Positioned as one of Turkey's most comprehensive digital chamber stacks; a reference build for similar institutions.