Ticketing Platform Go-Live

Sliding Line

  • The client, a well-known travel and leisure business, was approaching the final stages of implementing a new ticketing platform to replace its legacy system. This platform underpins all commercial activity, integrating customer-facing channels with core operational systems including finance, inventory, CRM, and pricing.

    Despite nearing delivery, the programme lacked a consolidated view of go-live readiness across functions, with no clear ownership model, inconsistent acceptance criteria, and limited visibility of cross-functional dependencies. This created significant execution risk at a critical stage, where misalignment between internal teams and the software vendor could delay launch and impact business continuity.

    Exevion was engaged as a delivery facilitator to surface gaps, establish accountability, and build the structured governance needed to support an informed and confident go-live decision.

  • We implemented a structured, insight-led approach to drive clarity and alignment through the following phases:

    1. Functional Alignment: Conducted deep-dive engagements with nine core departments to contextualise the software roadmap and establish go-live timelines.

    2. Requirement Synthesis: Gathered and prioritised essential system requirements from both internal and external functional heads, separating mission-critical “must-haves” from deferred “nice-to-haves”.

    3. Governance Framework Design: Established a formal decision-making structure, including the development of a consolidated risk profile and an RACI model to institutionalise accountability.

    4. Operational Stress-Testing: Facilitated high-intensity "performance simulation" workshops to validate end-to-end workflows and technical handshake integrity between vendor and client systems.

    5. Executive Gatekeeping: Orchestrated senior leadership reviews to present evidence-based recommendations for the final go/no-go decision.

    This approach created a clear pathway from fragmented inputs to a structured, executable plan aligned with the go-live timeline.

  • Exevion’s approach delivered immediate clarity and control at the five critical stages of the programme as listed below:

    • Established the first structured, cross-functional readiness framework across all the key departments and vendor workstreams

    • Produced a prioritised master list of go-live action items, distinguishing critical delivery conditions from post-launch enhancements

    • Confirmed ownership and escalation paths across all functions through a formal RACI model, eliminating ambiguity ahead of UAT

    • Delivered a consolidated readiness dashboard enabling senior leadership to make an informed, evidence-based decision

    • Structured a milestone governance programme completed within a ten-week window, ending in a live system go-live

  • For businesses operating mission-critical platforms, the final weeks before go-live are where ambiguity causes the most damage. Without a clear view of what each function needs to be true, who owns it, and what happens when ownership is unclear, programmes of this scale routinely stall or launch with unresolved risk embedded in the system.

    Exevion partnered with the cruise company to bring structure, transparency, and accountability to the final stage of a decade-long system replacement programme. By engaging all nine functional teams and synthesising inputs into a single, leadership-ready readiness framework, we ensured that the go-live decision was made with full visibility rather than assumed consensus.

    The result was a controlled, evidence-based path to go-live, with defined ownership, prioritised action items, and a governance structure capable of absorbing the pressure that inevitably accompanies delivery at this scale.

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