Ticketmaster
Ticketmaster
Modernising global ticketing at scale
Modernising global ticketing at scale
A global leader in live events and ticketing, Ticketmaster sought to unify its user journey and scale its engineering capability across web and mobile platforms. Wave Talent was brought in to provide cross-functional, embedded teams to help modernise, stabilise and accelerate multiple digital transformation tracks.
A global leader in live events and ticketing, Ticketmaster sought to unify its user journey and scale its engineering capability across web and mobile platforms. Wave Talent was brought in to provide cross-functional, embedded teams to help modernise, stabilise and accelerate multiple digital transformation tracks.
30+
30+
Team
Team
18+ Months
18+ Months
The challenge
The challenge
The challenge
Ticketmaster needed to modernise checkout and event discovery across 170+ markets, scale platform reliability through global launch peaks, and accelerate delivery across web, mobile and infrastructure squads at the same time. More parallel workstreams than the in-house team could staff, on timelines hiring couldn’t meet.
Ticketmaster needed to modernise checkout and event discovery across 170+ markets, scale platform reliability through global launch peaks, and accelerate delivery across web, mobile and infrastructure squads at the same time. More parallel workstreams than the in-house team could staff, on timelines hiring couldn’t meet.
Ticketmaster needed to modernise checkout and event discovery across 170+ markets, scale platform reliability through global launch peaks, and accelerate delivery across web, mobile and infrastructure squads at the same time. More parallel workstreams than the in-house team could staff, on timelines hiring couldn’t meet.
What we built
What we built
What we built
Wave Works embedded 30+ specialists directly into Ticketmaster’s squads, working in shared sprint cadences and CI/CD workflows, not as a parallel vendor team.
Wave Works embedded 30+ specialists directly into Ticketmaster’s squads, working in shared sprint cadences and CI/CD workflows, not as a parallel vendor team.
2
Tech leads
Architectural governance and squad coordination
4
Frontend engineers
Modular React frontend, localised across 170+ markets
3
Backend engineers
Cart, pricing, inventory and seat-map services (Node.js / Java)
8
SRE / platform engineers
CI/CD, observability, incident response, and a centralised SRE function now serving every squad
2
QA automation engineers
End-to-end frameworks and regression coverage
6+
Product, design and delivery
Including a Wave Works delivery lead running reporting, onboarding and agile rituals
2
Tech leads
Architectural governance and squad coordination
4
Frontend engineers
Modular React frontend, localised across 170+ markets
3
Backend engineers
Cart, pricing, inventory and seat-map services (Node.js / Java)
8
SRE / platform engineers
CI/CD, observability, incident response, and a centralised SRE function now serving every squad
2
QA automation engineers
End-to-end frameworks and regression coverage
6+
Product, design and delivery
Including a Wave Works delivery lead running reporting, onboarding and agile rituals
The squads shipped the modular React frontend globally, rebuilt the commerce APIs, established site-wide observability with real-time alerting, rolled out WCAG accessibility across all markets, and uplifted the platform’s existing AI capability across product surfaces.
The squads shipped the modular React frontend globally, rebuilt the commerce APIs, established site-wide observability with real-time alerting, rolled out WCAG accessibility across all markets, and uplifted the platform’s existing AI capability across product surfaces.
The outcomes
The outcomes
The outcomes
43%
Reduction in MTTR for production incidents during peak windows
30%
Reduction in build runtimes across CI/CD pipelines
40%
QA automation uplift within six months
Zero
Critical production issues in the final three quarters
3×
Developer autonomy for production releases, with reliance on central ops down 70%
80%
Uplift in platform observability and performance tracking
Built to hand over. Proven in delivery.
Built to hand over. Proven in delivery.
Built to hand over. Proven in delivery.
The engagement closed with Ticketmaster owning the operating model: delivery rituals, production playbooks, platform knowledge, and the confidence to keep improving without Wave in the room.
The engagement closed with Ticketmaster owning the operating model: delivery rituals, production playbooks, platform knowledge, and the confidence to keep improving without Wave in the room.
“
"Consultants embedded into a complex, fast-moving enterprise programme, delivering across both greenfield and legacy workstreams with consistency and professionalism throughout."
Rebecca Howard
Director of Engineering
Click to cycle testimonials
01
Delivery rituals
Planning, release, and incident routines internal teams could run immediately.
02
Owned systems
Clear boundaries, accountable leads, and documentation tied to real services.
03
Knowledge transfer
Pairing and walkthroughs designed to keep capability in-house.
01
Delivery rituals
Planning, release, and incident routines internal teams could run immediately.
02
Owned systems
Clear boundaries, accountable leads, and documentation tied to real services.
03
Knowledge transfer
Pairing and walkthroughs designed to keep capability in-house.
01
Delivery rituals
Planning, release, and incident routines internal teams could run immediately.
02
Owned systems
Clear boundaries, accountable leads, and documentation tied to real services.
03
Knowledge transfer
Pairing and walkthroughs designed to keep capability in-house.
Critical work on the roadmap? Embed technical specialists in days.
Let’s discuss how our partnership will help you plan smarter, grow stronger, and deliver an impact previously thought impossible.