Company context
The company provides technology and operating infrastructure used to plan, sell access to and deliver live events across multiple formats and venues. Its activities may include event configuration, inventory controls, digital ticket issuance, access validation, settlement, temporary connectivity, operational command tools and services delivered with promoters, venue operators and specialist contractors.
The business combines high-volume digital transactions with short-duration physical operations. Demand can surge within minutes, event parameters can change late, several parties may control different parts of the customer journey, and a failure in access systems or crowd information can become a safety issue. Funds may be collected well before an event while cancellation, refund, tax, venue and promoter obligations remain unsettled. The company is strengthening its governance for a proposed public listing and seeks a Director who can connect technology audit with operational duty of care.
The Board mandate
The Independent Director will oversee the integrity of ticket inventory, customer and promoter funds, access-control technology, cyber resilience, event-day continuity, contractor accountability and IPO disclosures. The role requires more than generic digital experience: the Director must understand how system configuration, commercial allocation and real-world crowd behaviour interact.
The appointee will help ensure that growth in ticketed events and transaction volumes is translated into transparent revenue quality, protected cash, reliable customer outcomes and disciplined event acceptance. The Board expects constructive challenge where commercial urgency could compress testing, exceed venue capability, obscure accountability or encourage optimistic recognition of uncertain income.
Strategic and governance priorities
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Establish authoritative inventory governance. Define who can create, hold, release, reclassify and cancel ticket inventory. Reconcile venue capacity, production holds, sponsor allocations, promoter quotas, complimentary access and tickets sold across all channels.
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Protect customer and counterparty funds. Review collection, segregation where applicable, settlement waterfalls, reserves, chargebacks, refunds, taxes and contractual rights of set-off. Cash availability must not be confused with cash economically earned.
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Strengthen revenue recognition. Challenge principal-versus-agent conclusions, gross-versus-net presentation, variable consideration, event completion, breakage, sponsorship delivery, cancellation exposure and unsettled counterparty balances.
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Link technology audit to crowd safety. Examine how capacity data, gate throughput, ticket validation, zone restrictions, re-entry rules, credentials and incident communication affect physical movement. Technology controls must reflect the event safety plan.
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Govern high-demand sales. Review queue design, rate limiting, bot detection, abuse prevention, inventory locking, payment timeouts and customer communication. Conduct post-event analysis of failed checkouts, duplicate charges and unusual acquisition patterns.
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Address resale and fraud. Evaluate ticket transfer, identity controls, duplicate codes, credential theft, unauthorised resale, social engineering and counterfeit entry artefacts. Anti-fraud measures should not create disproportionate exclusion or inaccessible resolution.
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Demand event-level profitability. Require economics after venue technology, temporary infrastructure, payment cost, customer support, refunds, contractor deployment, insurance, tax, settlement disputes and contingent service obligations.
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Set event-acceptance gates. Establish minimum standards for contracting, capacity evidence, permits, insurance, network readiness, command structure, refund funding, promoter diligence and critical vendors before an event becomes publicly saleable.
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Build resilient event-day operations. Test offline validation, power and network redundancy, device management, synchronisation, command escalation, manual entry rules and recovery from corrupt or delayed data. Exercises should include compound failures.
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Oversee third-party technology. Map critical dependencies across cloud, payments, communications, identity, scanning devices, venue systems and outsourced support. Contracts must contain usable incident, audit, data-return and exit rights.
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Protect customer data. Review purpose limitation, consent, location and behavioural data, promoter data sharing, retention, privileged access and breach response. Event participation should not become an uncontrolled source of secondary marketing data.
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Improve cancellation and refund governance. Define trigger authority, funding responsibility, automated and exception workflows, customer communication, dispute escalation and Board reporting. Refund liabilities must be forecast before announcements.
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Assure public-market metrics. Standardise definitions for tickets issued, paid attendance, gross transaction value, net revenue, active users, repeat customers, sell-through, cancellations and platform availability. Changes must be reconciled and independently testable.
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Create listing-ready governance. Strengthen committee mandates, internal audit, whistle-blower routes, related-party review, material incident disclosure, cyber governance, executive succession and evidence supporting risk factors in offering documents.
Board decisions requiring independent judgment
The Director will contribute to decisions on entering major event categories, long-term venue arrangements, promoter credit, acquisitions, ticketing partnerships, international expansion, platform re-architecture, customer-fund arrangements, insurance limits, major cyber investments and the readiness to launch the IPO process.
For a material event or contract, the Board should understand ticketing and settlement rights, capacity ownership, safety-accountability boundaries, technology dependencies, contractor chain, cancellation funding, reputational exposure and the downside case. High anticipated demand cannot substitute for a complete operational control plan.
Technology Audit and Risk Committee agenda
The Director will help create integrated assurance across application controls, infrastructure, finance and event operations. Testing should cover inventory configuration, privileged access, change management, payment reconciliation, settlement files, refund completeness, promotional codes, complimentary inventory, bot defence, scanner provisioning, offline events, contractor access and incident evidence.
The quarterly Board dashboard should report platform availability during critical windows; failed-payment and duplicate-charge rates; suspicious account activity; inventory adjustments; complimentary and held capacity; gate scan exceptions; event-day technology incidents; actual versus safe throughput; customer complaints; refunds outstanding; chargebacks; unsettled promoter balances; event contribution; data incidents; audit findings; and IPO control-remediation milestones.
Candidate profile
Candidates should have at least 22 years of senior experience across consumer technology, payments, digital commerce, media and entertainment, venue operations, aviation or transport systems, cybersecurity, technology audit, finance, risk or large-scale customer operations. Direct experience with high-concurrency platforms, operational command environments or customer-funds governance is particularly valuable.
Suitable candidates may have served as CIO, CTO, CISO, CFO, technology-risk leader, Audit Committee Chair, digital-platform CEO or senior assurance professional. The candidate must be able to test technology claims, read financial consequences and insist on operational rehearsal. The Board values calm judgment during incidents and the ability to protect safety and customer trust under intense commercial pressure.
Eligibility, independence and conflicts
Active inclusion in the IICA Independent Directors Databank is mandatory. The candidate must meet all independence and eligibility requirements applicable to an IPO-stage and subsequently listed company. Relationships with event promoters, venue operators, ticketing businesses, payment companies, technology vendors, media owners, sponsors, auditors, bankers, investors or major contractors must be fully disclosed.
Candidates must be capable of maintaining independence during the transaction process and after listing. No applicant should expect the Board role to create commercial access for another business, advisory practice or investment interest.
First 100-day priorities
- Trace one high-demand event from capacity configuration and sale through entry, settlement and final profitability.
- Review privileged access, inventory adjustments, payment reconciliation, refund ageing and promoter balances.
- Observe an event-day command operation and test technology-failure and offline-entry procedures.
- Meet separately with finance, security, platform engineering, operations, customer support, internal audit and the statutory auditor.
- Assess the evidence behind all technology, customer and transaction metrics proposed for IPO materials.
- Establish immediate remediation priorities for customer funds, crowd-critical systems and material incident disclosure.
First-year outcomes
The first year should produce trustworthy ticket inventory, demonstrably protected settlements and refunds, consequence-led technology assurance, rehearsed event resilience and IPO metrics supported by stable definitions and source evidence. The Director should help the company enter the public market with governance equal to the consequences of operating where digital decisions, customer money and physical safety meet.