Senior Vice President of Ticketing

Senior Vice President of Ticketing

Position Details

Why This Position Exists

This position exists to own the ticketing function for Speedway Motorsports — the issuance and control of fan access rights that get ticketed fans into our events. As the GLOBE leader for Ticketing, this teammate sets the strategy, standards, and operational discipline that make access to our events reliable, fast, and worthy of remark.

This teammate leads the Ticketing Leadership Team and owns the full breadth of ticketing disciplines — access rights issuance, ticketed access control, ingress operations, ticketing systems and technology, and vendor relationships including Ticketmaster. The ticketing platform is the organization's richest source of consumer data, and this teammate is responsible for providing that data cleanly and consistently to every function and every company that needs it. This teammate works closely with Events on credentialing, with IT on system integration, and with Marketing on the boundary between ticket sales and ticket issuance. This teammate is responsible for the ticketing budget — operating expense and capital — and owns the Ticketing Playbook. When every access right is issued accurately, every gate opens on time, consumer data flows cleanly to the functions and companies that need it, and every company's ticketing operation runs to the Playbook standard, this teammate has done the job well.

Key Responsibilities

1. Ticketing Systems, Consumer Data, and Cross-Functional Integration

This teammate is responsible for the ticketing technology platform, ticket scan and access control technology, and the organization's relationships with ticketing vendors — including Ticketmaster and other ticketing platform and entry-system providers. The ticketing platform is the organization's richest source of consumer data; this teammate is responsible for providing clean, consistent, and timely consumer data to every function and every company that needs it. This teammate works closely with IT to integrate ticketing systems with enterprise platforms and with Events on the ticketing/credentialing system intersection.

Outcomes:

• Ticketing platform configured and maintained to support every company's event calendar.

• Consumer data delivered cleanly and consistently to every function and every company for strategy, measurement, and fan engagement.

• Ticketing systems integrated with enterprise platforms through close partnership with IT.

• Ticketing and credentialing systems coordinated with Events so ingress works seamlessly for ticketed fans and credentialed personnel alike.

• Vendor relationships managed with professional accountability and measurable service levels.

• Technology roadmap aligned with organization strategy and fan expectations.

Decides: Ticketing platform configuration, vendor service-level expectations, consumer data definitions and delivery standards, and ticketing technology standards.

Recommends: Vendor selection, contract terms, major platform changes, and cross-system integration priorities to the COO, CFO, IT GLOBE leader, and Legal.

Escalates: Contract negotiations, platform migrations, data-sharing decisions that carry privacy implications, and integration decisions that create material financial, data-security, or legal exposure.

2. Ticketing Strategy and Access Rights Issuance

This teammate is responsible for the ticketing strategy of Speedway Motorsports and for the issuance of fan access rights across the organization — general admission, reserved seating, premium, parking, camping, and other fan-facing event access. Credentialing is owned by the Events function; this teammate coordinates with Events where ticketing systems and credentialing systems intersect. This teammate ensures every company issues access rights consistently, accurately, and in a way that protects revenue and fan trust.

Outcomes:

• Access rights issued accurately and on time across every event and every company.

• Ticketing practices standardized across the organization through the Ticketing Playbook.

• Parking, camping, and fan access operations aligned with event operations and security requirements.

• Fan-facing ticketing experience that earns repeat business and minimizes post-purchase friction.

Decides: Access rights issuance standards, ticket inventory controls, and organization-wide Ticketing practices.

Recommends: Ticket pricing structure, hold and comp policy, and inventory allocation to the COO and the SVP of Marketing — jointly where those decisions affect revenue strategy.

Escalates: Inventory or access decisions that affect corporate client contracts, partner commitments, or governing body requirements.

3. Access Control and Event Entry Operations

This teammate is responsible for access control and event entry operations for ticketed fan access across the organization. This includes ingress planning, ticket scan technology, and the operational standards that govern how ticketed fans enter and move through our facilities during events. Credential-based access (media, pit, working passes) is owned by Events; this teammate works closely with the Events function to ensure ticketed and credentialed ingress operate as one coordinated fan and teammate experience at every gate.

Outcomes:

• Event entry for ticketed fans that is fast, accurate, and fan-friendly at every company.

• Access control standards that protect safety, revenue integrity, and fan experience.

• Ingress operations that work consistently across all event types and coordinate cleanly with Events-owned credentialing.

• Documented access control procedures integrated into each company's event operations.

Decides: Ticketed access control standards, scan technology deployment, and ingress procedures across the organization.

Recommends: Ingress design changes and access control technology investments to the COO and affected General Managers.

Escalates: Access control decisions that affect safety, security posture, or require coordination with governing bodies or law enforcement.

4. Ticketing Leadership Team, Budget, and Playbook

This teammate leads the Ticketing Leadership Team, aligning ticketing professionals across all companies on strategy, priorities, and execution. This teammate is responsible for the full ticketing budget — operating expense and capital — maintains the Ticketmaster relationship, and owns the Ticketing Playbook.

Outcomes:

• Ticketing Leadership Team aligned on strategy, priorities, and execution.

• Ticketing operating budget managed to plan, with spend tied to measurable fan and revenue outcomes.

• Ticketing CapEx investments prioritized, executed on time, and producing measurable returns.

• Ticketing Playbook that is current, practical, and followed consistently across the organization.

• Strong working relationship with Ticketmaster and other strategic ticketing vendors.

Decides: Ticketing Leadership Team agenda, Ticketing Playbook standards, ticketing operating budget allocation, and prioritization of ticketing CapEx requests.

Recommends: Annual ticketing operating budget, annual ticketing CapEx portfolio, and material Playbook revisions to the COO.

Escalates: Budget or CapEx requests that exceed authority thresholds, require reforecast, or affect non-Ticketing functions.

5. Functional Team Leadership and Teammate Development

As the GLOBE leader for Ticketing, this teammate is responsible for the functional team — the ticketing professionals across every Speedway Motorsports company. This includes setting standards, providing perspective, developing teammates, and ensuring the function delivers on its commitments.

Outcomes:

• Ticketing talent pipeline that supports succession across the organization.

• Teammates who are growing in craft and clarity about their work.

• A functional team that operates with Humble, Driven, Connected as a standard.

Decides: Ticketing function standards, development priorities, and functional team structure.

Recommends: Senior ticketing hires, organizational design changes, and compensation structure adjustments to the COO and HR.

Escalates: Teammate performance concerns requiring formal action and structural changes that affect other functions.

This position includes other duties which may be assigned from time to time.

HOW THIS POSITION CONNECTS TO OUR MISSION AND PRINCIPLES

Our mission is to Exceed Expectations. This position carries the weight of that mission across the organization through the Ticketing function:

Care for Teammates — Invests in the Ticketing function across every company — developing teammates, providing perspective, and ensuring every ticketing professional has what they need to succeed.

Be Remarkable — Sets the access experience standard that makes ingress, credentialing, and entry worthy of remark — the first physical impression every fan forms of our event.

Impact Community — Uses the Ticketing function to support community access programs, group and charity ticketing, and inclusive access that broadens who can experience our events.

Continuously Improve — Brings Standardize, Measure, Improve to ticketing — raising the Playbook standard, measuring ingress and access performance, and profitably improving every system and procedure.

Traits We Look For

Teammates who thrive at Speedway Motorsports share three traits. For this position, they look like this:

Humble — Leads the Ticketing function without ego, gives credit generously to company ticketing teams, and treats every teammate across the organization with appreciation and respect.

Driven — Owns access integrity and fan entry experience with discipline. Pursues the Ticketing Playbook standard every day — not just on event weekends — and refuses to accept errors that compromise revenue or fan trust.

Connected — Builds genuine relationships with General Managers, GLOBE leaders, Ticketmaster, governing bodies, and the Ticketing Leadership Team. Works closely with Events on credentialing, with IT on system integration, and with Marketing on the sales/issuance boundary. Treats every function and every company as a customer of Ticketing's consumer data — delivering it clearly, consistently, and on time. Communicates early, openly, and honestly.

Qualifications

Required

• Ten or more years of progressive ticketing or access control leadership, including organization-wide or multi-site accountability for ticketing operations.

• Demonstrated success managing ticketing technology platforms, vendor relationships, and access control systems at scale.

• Experience managing ticketing operating budgets and CapEx portfolios.

• Proven ability to lead distributed teams across multiple locations and coordinate across functions — particularly Marketing, Finance, IT, and Events.

• Strong written and verbal communication, with the ability to represent the organization to vendors, partners, governing bodies, and corporate clients.

Preferred

• Experience in motorsports, live event entertainment, or large-venue professional sports.

• Prior working relationship with Ticketmaster or comparable primary ticketing platforms.

• Experience with ticketed access control, parking, and multi-gate ingress operations at scale.

• Experience delivering consumer data across functions and business units, and integrating ticketing platforms with enterprise systems in partnership with IT.

Working Conditions

This position is based at Speedway Motorsports headquarters with regular travel to company facilities and events across the organization. On-site presence during race weekends, major events, and ingress operations is expected and includes evenings, weekends, and holidays. Standard office environment when not traveling. Frequent outdoor conditions at events, including heat, cold, and rain. Ability to stand, walk the facility, and manage long event days is required.

Growth from This Position

Teammates who thrive in this position typically advance into organization leadership roles — Executive Vice President, Chief Operating Officer, or President and General Manager of a company. The cross-functional coordination, vendor leadership, and operational discipline of this position build the experience required for broader leadership.

Approvals