Admit One · Prepared for Ticketmaster Australia

DANIEL VOLLMER

Commercial and partnerships leader. Twenty years building and running the functions that keep an organisation's most important relationships healthy and growing. I build with AI rather than just buy it, and this page is a working example: I built it with AI while preparing this application.

$12m
CX revenue, one year
2,000
Partner accounts owned
-20 → +40
Partner NPS, 12 months
63%
Operating cost reduction

The brief, answered

The role asks for a specific mix. Each of these is covered somewhere in the career below; select one to jump to the evidence.

One gap named up front: I have not sold ticketing contracts. Everything else here is done, measured, and verifiable.

The career, as a season

Five headline acts, most recent first. Open any ticket for the record.

Now showing
March 2026
– present
Scale9 stores · 4 brands

Principal Consultant: Commercial Strategy, Operations & AI · Franchise Ventures

Independent consulting, retained by a high-growth multi-brand ecommerce group

Set the commercial strategy and lead AI-enabled transformation across the business: CRM, customer experience, and social reframed into accountable revenue and retention channels.

▸Open the record
  • AI agents in production. Designed and deployed AI agents into core commercial and operational workflows, with a delivery cadence that lets a lean team ship continuously.
  • Attribution built in. Introduced the model that ties CRM, CX, and social activity directly to revenue.
  • Operating model reset. Turned an end-to-end review into a prioritised risk and growth backlog, and restructured the team around it.
Headline act
January 2023
– March 2026
Scale5 brands · 100+ team

Head of Customer Experience · Country Road Group

Australia's largest multi-brand specialty retailer · AU, NZ & international

Ran CX across five brands, spanning strategy, revenue, AI enablement, and a full-scale BPO transformation. The client side of a strategic partnership: I negotiated the contract, set the SLAs, and judged the provider against them.

▸Open the record
  • Both sides of the table. Co-authored the Statement of Work, negotiated directly with a tier-1 global provider over six months, and embedded contractual accountability for AI, reporting, data, and sales. Annual operating cost fell from $5.8m to ~$2.1m (63%).
  • CX as a revenue engine. 20–25% reactive conversion against a 1–2% digital benchmark; $12m in CX-attributed revenue in FY23, outperforming other revenue channels through macro headwinds.
  • AI CoPilot shipped. Built with product and engineering across live chat and SMS, integrating order management, CRM, loyalty, shipping, and store availability APIs; average handle time down 20–25% in six months.
  • Executive altitude. Presented to the ExCo Steering Committee and Brand MDs; prepared board-level materials; top-quartile team engagement held through significant role reductions.
Admit 2,000
December 2021
– November 2022
Scale$5m monthly GTV

Head of Support & SMB · Deliveroo

Global three-sided marketplace · role ended with Deliveroo's withdrawal from Australia

Dual accountability inside the commercial team: partner support operations onshore and offshore, and commercial ownership of a 2,000-restaurant SMB portfolio. The closest analogue to a client portfolio: acquire, onboard, retain, grow.

▸Open the record
  • Portfolio owner. Grew monthly gross transaction value to $5m and lifted SMB share of loyalty revenue by 2.5%.
  • Retention rebuilt. Redesigned partner onboarding to cut early-stage churn; partner NPS from -20 to +40 within 12 months.
  • Partnerships delivered. Contributed to a national Mastercard partnership (~11m consumer base) and a televised MasterChef activation, representing restaurant experience and SMB commercial interests.
  • SLAs held. 99% L1 within 24 hours and 90% L2 within 48 hours, against targets previously not met.
Main stage
December 2018
– June 2021
Scale$100m budget

Planning & Transformation Manager · Qantas Group

Melbourne Airport operations · matrix structure across local ops and head office

Transformation, workforce planning, and crisis response for Melbourne Airport, with full accountability for the airport's annual operating budget.

▸Open the record
  • COVID-19 response. Managed the shutdown and staged restart of airport operations, a 1,200+ staff stand-down over 14 months, and negotiation across two unions and three EBAs.
  • Vendor transition. Managed the local transition of ground operations (~800 roles) to a third-party provider, holding change management and operational continuity.
  • Benefits banked. $3.2m in transformation benefits over three years through operational redesign and headcount optimisation.
Backstage pass
June 2015
– December 2018
Scale38,000 pax daily

Customer Experience Manager · Qantas Group

Melbourne Airport · sole senior operational leader on shift

End-to-end customer experience across Domestic, International, and Regional terminals, including the part of the job closest to this industry: VIP Facilitation for touring artists and their promoters.

▸Open the record
  • Artists and promoters. Led VIP Facilitation for Melbourne Airport: discreet end-to-end airport movements for touring artists, performers, promoters, dignitaries, and other high-profile guests, working directly with artists, their management, and promoters. Time-critical, zero-failure, and personal.
  • Client accounts, literally. Managed CX delivery and stakeholder relationships for five client airlines under ground handling agreements, each with distinct SLAs and escalation protocols.
  • The numbers moved. +5% on-time performance and +15% NPS year on year through people development and process optimisation.

Group Customer Service Manager · Country Road Group

March 2013 – January 2015

Built the multi-brand service function from the ground up; a new revenue channel worth $1m+ a year from a nil base within 12 months.

Operations Manager · OCIS

January 2012 – March 2013

Up to 200 consultants across three clients; process change across three countries driving 10–15% annual revenue growth.

Project / Contact Centre / Operations Manager · Vertex Business Services

March 2006 – December 2011

Teams of up to 450; Telstra's number-one broadband campaign provider across APAC; appointed to the 12-member global growth team reporting to the CEO.

How I build with AI

The ad asks for experience using AI. Most answers to that are opinions. Mine are working systems: shipped at enterprise scale, and shipping today.

Enterprise proof

An AI CoPilot in production at Country Road Group across five brands: order management, CRM, loyalty, shipping, and store availability APIs behind one assistant. Handle time down 20–25% in six months.

Startup speed

Since March 2026, AI agents deployed into live commercial and operational workflows for a multi-brand ecommerce group, on a cadence that lets a lean team ship continuously.

Operating philosophy

AI pays for operating-model change, not headlines. Integration depth and adoption discipline decide whether it works. The contract should hold the vendor to it: I wrote AI accountability into a BPO Statement of Work.

This page is a receipt too. I designed and built it with AI as part of preparing this application, the same way I build operational tools: quickly, hands-on, and fit for purpose.

Why ticketing

Because I am the customer. I spend a serious amount of my life in crowds, and I get in the way your clients' fans do: the presale, the queue, the mobile ticket at the gate. Last year that meant Oasis at Wembley, then twice more in Melbourne; it would have been three, but work travel took the last night of the tour. I have also worked where live entertainment's stakes are most personal, moving touring artists and their promoters through one of Australia's busiest airports with zero room for error. This is not an industry I admire from a distance.