Your tools work.
They just don't talk.
Most sports and entertainment organisations don't lose revenue to competitors. They lose it to the gaps between their own systems.
Five systems. One visitor. No single view.
Everything runs.
Nothing connects.
Ticketing knows who bought a seat.
The tills know what was ordered at half-time.
The fanshop knows which shirt sold.
The CRM knows an email address.
The app knows a device.
Five databases. Five vendors. Five versions of the truth. Nobody owns the join.
Your best visitor
is three strangers.
It's the same person. They exist three times in your data. None of those records know each other.
Nobody offered them the hospitality upgrade.
Nobody noticed when they stopped coming in February.
Nobody won them back.
Each system holds a piece. None of them holds the whole.
That isn't a marketing problem. It's a plumbing problem.
It's fixable.
And it's rarely
a software problem.
You almost never need a new platform. You need someone who understands what each system actually does, decides which one holds the truth, and gets the others to agree.
Map. Prioritise.
Architect. Ship.
Map
Two to three weeks inside your operation, not in a meeting room. Every system, every hand-off, every point where a transaction stops being a person.
Prioritise
Not everything is worth fixing. You get a ranked list, with the revenue at stake and the effort required on every line.
Architect
A target model your teams and your vendors can actually build against. Written for operators, not for a steering committee.
Ship
Someone has to chase the vendor, settle the trade-offs and hold the deadline. It's the least glamorous phase and it's where most transformations quietly die. It's the part I run.
An audit takes weeks. A full transformation takes months, sometimes more than six. You'll know which one you're buying before you commit to anything.
Four ways in.
Revenue leak audit
Where the money is going, ranked by size. Ticketing, F&B, retail, hospitality, and every hand-off between them. Delivered as a decision document, not a slide deck.
Revenue architecture
The target model. Which system owns which data, who talks to whom, in what order, and what you stop paying for.
Project delivery
I run the transformation. Vendor management, arbitration, deadlines. The unglamorous part that decides whether any of it ships.
Product advisory
For teams building their own platform, app or loyalty programme. Aligning what gets built with what operations and visitors actually need.
What it looks like
when it works.
online ticketing sales, Standard de Liège
online sales on a €2M fanshop
inside a first-division club
Standard de Liège
Context: the ticketing operation handles around €5M per season. Role: Ticketing Support, then Fan Experience Manager, then Digital & Innovation Manager. Three years inside the club, not three days of interviews.
“Antoine listens. He takes the time to analyse the problem, pin down what is actually needed, and propose solutions that genuinely fit. His technical expertise comes with a real ability to make complex subjects simple and accessible.
Meticulous, structured and an excellent project manager: all qualities that make him a reliable and effective partner, and a pleasure to work with day to day.”
Union Saint-Gilloise
Ticketing optimisation, customer journey redesign, CIAM data flows. Ongoing. No public figures on this one. Ask me in the meeting.
Partner. Venyx works alongside Hanabi Consulting, a collective of independent consultants based in Paris. Engagements flow both ways, with no exclusivity. Venyx remains legally and commercially independent.
I learned this
at a ticketing desk.
Antoine Roex. I spent three years at Standard de Liège, from ticketing support to Digital & Innovation Manager.
I've been in the room when the ticketing vendor says it can't be done, when the CRM migration slips a full season, and when the board asks why two reports don't show the same number.
Venyx is small on purpose. You work with me, not with a team you never meet.
More about me →
Next-Gen Stadium Summit · speaker
If people pay
to come in, this applies.
The problem doesn't change with the sector. A club, a festival and a concert hall all sell entry, food and merchandise to the same person, through systems that were bought separately, years apart, by different people.
Most of my work is in professional football. That's where the proof is. It isn't where the problem stops.
Tell me where it leaks.
Thirty minutes. You describe your setup, I tell you where the money is most likely going. If there's nothing worth fixing, I'll say so.
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