# An interim CTO took over a half-built e-shop and opened two markets

> We took over a half-finished system after the vendor left. An interim CTO runs all IT: no SEO or revenue lost, expansion to Czechia and Hungary, 3× the size.

- Canonical: https://techmates.io/en/case-studies/ering
- Client: Ering (Runder)
- Industry: E-commerce
- Published: 2026-08-19
- Updated: 2026-09-27
- Services: Interim IT & AI leadership, Custom software development
- Technology: Web platform

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## A half-finished system, no vendor, and an expansion plan

Ering is a fast-growing automotive retailer focused on filters, oils, and related accessories. In Czechia, the business operates under the Runder brand. Its e-shop carries tens of thousands of products connected to multiple suppliers, so catalog availability, search visibility, and dependable daily operation are central to the customer experience.

The previous vendor walked away mid-project and left a half-finished system behind. The Slovak e-shop ran on a technically outdated platform, and both existing applications were in a critical state. Continuing to add products and features would increase the risk of performance and stability problems. At the same time, Ering was preparing to enter the Czech market. Postponing modernization would constrain growth; replacing the platform could disrupt the revenue and customer base the business already had.

### The Czech shop had to launch without slowing Slovakia

- Launch a Czech e-shop without slowing the existing Slovak operation
- Preserve organic search visibility and revenue through the migration
- Take over the half-finished system from the previous vendor
- Get IT leadership that would map the situation and propose a solution

### The migration could not cost customers or rankings

- Existing customers and their routes into the e-shop
- Product and supplier connections across a large catalog
- Stable operations while two markets moved onto the new foundation

## The interim CTO mapped the situation first, then took over IT

We took over the half-finished system and deployed a team led by an interim CTO at Ering. The first step was mapping the state of both applications, the catalog, and daily operations. Based on that, the interim CTO proposed the solution: treat the platform migration and Czech expansion as one program rather than two separate projects. The Slovak e-shop moved to the new platform while the Czech version was prepared in parallel. This kept the market launch tied to the same catalog and operating foundation instead of creating another system that would need to be reconciled later.

Search continuity and revenue protection shaped the migration. Existing customer journeys and search visibility had to survive the move, while the new Czech storefront needed to be ready to trade from launch. Once both versions were live, the interim CTO did not hand over the project and leave. The interim CTO has run the company's entire IT since then, with a team of four.

### Rankings and revenue survived the move

The initial phase covered the move from the aging Slovak platform and the parallel Czech launch. The project record reports no loss of search positions and no significant interruption to revenue during this change.

### Hungary followed Czechia

After launch, catalog development, monitoring, and reporting continued. On the same foundation, Ering then entered Hungary. Today the shop processes several hundred orders a day.

## What the project record and the owner report

| Metric | Before | After |
| --- | --- | --- |
| Czech revenue share from launch |  | Approximately 10% of total revenue |
| Growth across regions after one year |  | Approximately 27% |
| Search visibility through migration | At risk during the platform move | Positions reported as preserved |
| IT leadership |  | interim CTO and a team of 4 |
| New markets |  | Czechia and Hungary |
| Company size today |  | Three times its original size |

## The numbers describe a period of change, not one migration

The Czech e-shop generated approximately 10% of total revenue from its first day, according to the published project record. One year after launch, Ering reported growth of roughly 27% across regions. According to its owner, Erik Mikula, the company is now three times its original size.

These figures describe the period in which the migration, expansion into Czechia and Hungary, catalog development, and wider commercial activity happened together. They show the business operating and growing through the change, but they should not be read as growth caused by the platform migration alone.

> Techmates came to our rescue when we needed it most. Our previous vendor left us stranded, and the Techmates team took over a half-finished system. The team, led by the interim CTO, got it into very good shape, which allowed us to expand into the Czech Republic and Hungary. Today we are three times our original size, partly thanks to them. We are extremely satisfied with the cooperation.
> — Erik Mikula, Owner, Ering