We are challenging conventional wisdom. For decades, the mantra in ticketing has been “no refunds, no exchanges, all sales are final.” That rule existed because issuers couldn’t reliably validate ticket legitimacy after purchase. By creating a functional custody solution for ticket delivery, we ensure ticket issuers always know who is in possession of a ticket. When you do that, you unlock the possibility for post-purchase flexibility that benefits both venues and fans.
Inan age where industries evolve at lightning speed, there exists a special breed of C-suite executives who are not just navigating the changes, but driving them. These are the pioneers who think outside the box, championing novel strategies that shatter the status quo and set new industry standards. Their approach fosters innovation, spurs growth, and leads to disruptive change that redefines their sectors. In this interview series, we are talking to disruptive C-suite executives to share their experiences, insights, and the secrets behind the innovative approaches they are taking to disrupt their industries. As part of this series, we had the pleasure of interviewing Matt Zarracina.
As co-founder and CEO of True Tickets, Matt Zarracina’s mission is to improve the live events experience for venues, patrons, and performers alike by re-establishing the common link between all three: trust.
A veteran who served in the U.S. Navy for nine years, Matt is guided by the same North Star that he followed through three deployments (one as a pilot in the Western Pacific and one as an advisor to the Ministry of Oil in Iraq; his work with the Ministry of Oil’s Bayji Refinery is published in the Journal of Operational Research Society). He hopes to create both impact and legacy — building a pathway for others to travel for years and decades to come.
In the case of True Tickets, that pathway is a digital one — creating an ecosystem that has never existed in ticketing before and delivering an elegant solution at scale that gives venues control of their mobile tickets in order to better manage their patrons’ experience.
Matt’s vision for True Tickets is built on years of experience developing strategies to fuel business growth and innovation. He was a Senior Manager at Deloitte Consulting, where he led growth, M&A, and innovation projects for several Fortune 500 companies.
Naturally intellectually curious and driven by a desire to create, Matt’s next move was to Thales Group. There, as Director of Innovation in the Group’s innovation and ventures practice (Thales xPlor), he utilized Design Thinking concepts to identify, assess, and develop disruptive innovations for broader commercial applications (Blockchain & DLT, Autonomous Vehicles, Artificial Intelligence, Augmented Reality, and Big Data).
In the next chapter Matt is writing with True Tickets, he draws on expertise generated across his many leadership roles in both military and civilian life — focusing on building a legacy centered in innovation, establishing trust, and collaborating across amazing teams of people.
Thank you so much for joining us in this interview series. Before we dive into our discussion about disruption, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
Iam an intellectually curious person and I like to solve hard problems that create meaningful outcomes. My philosophy in life has always been if you’re going to do something, do it well, whether it’s a professional career or a personal hobby.
I view my journey through life as a series of chapters, each one an opportunity to redefine what comes next. I’ve done my best to not let past experiences box me in, but to use them as a foundation for growth allowing me to take on new challenges. That mindset has worked well for me from flying helicopters in the U.S. Navy, to business consulting, to corporate innovation.
As I progressed in my career, starting in consulting and more so in my corporate innovation role, I realized I wanted to try my hand at building a company of my own. I am fortunate that the idea for True Tickets came at the right moment, and building the company became the natural next chapter of my journey.
What do you think makes your company stand out? Can you share a story?
Recently, one of our Argentinian developers was vacationing in Asheville, North Carolina. He happened to be walking down the street in a True Tickets t-shirt when someone called out from their porch: “Do you work at True Tickets?” It turned out to be an employee from a partner we work with in the area, who went on to say how much he enjoys our product and values working with our team.
For me, I can’t think of a better story that highlights what makes True Tickets stand out. We’re doing impactful work that helps our clients build deeper, more direct connections with their audiences. We get to work in an exciting space (live events), and we’re fortunate to have a great team and clients who genuinely value what we bring to the table. When your work resonates to the point that it sparks recognition and appreciation halfway around the world, it’s hard not to believe you’re onto something special.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
The three traits that have been most instrumental for me are grit, adaptability, and perspective.
Grit. Two weeks after we successfully ran our first trial of True Tickets with 24 tickets for Hamilton in Miami, Covid shut down the world. I went from euphoria on February 29th to getting a text from an investor in mid-March that said, “I’m sorry, I think your company is going to fail, and it’s completely out of your control.” March 2020 was brutal. What gave me hope was calling our seven pilot clients and asking how they saw True Tickets fitting into their future. Every single one said our solution would be even more critical after the pandemic. That conviction gave me the resolve to see it through.
Adaptability. We started as a blockchain-based ticketing app. While it worked technically, the market didn’t respond. At a conference in late 2018, one conversation changed everything. A potential client said, “I don’t want your app. I want you to plug your technology into our ticketing system to make it better.” In that moment, I pivoted our entire focus to a B2B integration. It was painful to walk away from the product we’d built (and all the investment behind it) but it was the only path to survival. That willingness to adapt turned out to be the foundation of our success.
Perspective. Years ago, my younger brother gave me advice that has still stuck with me. When faced with a challenge, ask yourself if it’s a test or a sign. A test is something to endure, like Covid. A sign is something that tells you to change, like our shift from B2C to B2B. You can’t always know which it is in the moment, but keeping that question in mind has served me well. It keeps me grounded, open to change, and focused on growth.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
In early 2019, we were weighing three potential paths: continue with our branded ticketing app, white-label the app, or pivot fully toward being a B2B SaaS product. It was a difficult decision, complicated by the sunk cost of all the time and capital already invested in the app. On top of that, there was pressure to stay the course as there was a real possibility of trialing the app at a major globally recognized event.
While we quickly ruled out the white-label option, choosing between the branded app and a B2B pivot was not an easy one. What ultimately sealed the decision for me was an answer to a pretty straightforward request. I asked the partners tied to the event to put some skin in the game by contributing a modest amount of funding toward the development work required. When they all declined, it was clear there wasn’t enough conviction to justify more investment. By contrast, our prospective B2B partner was willing to fund part of the new opportunity. That vote of confidence gave me the conviction to fully support our pivot.
Looking back, it was a hard call to make, but it also became one of the most defining. Additionally, it cemented a principle I carry with me today. Real conviction shows up in commitment and your strongest supporters are the ones willing to write checks.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Let’s begin with a basic definition so that all of us are on the same page. In the context of a business, what exactly is “Disruption”?
I view disruption as a byproduct of creation. In business, it happens when you bring something new to market that delivers unique value to customers or reshapes an industry by doing what wasn’t possible or wasn’t being realized before. True disruption isn’t just breaking something, it’s about building something better that changes expectations and creates lasting impact.
How do you perceive the role of ‘disruption’ within your industry, and how have you personally embraced it? Is it a necessity, a strategy, or something else entirely in your view?
In my view, disruption is ultimately about need. Within our industry, and any industry really, it starts with identifying an unmet need and creating something to address it. I see disruption as the natural evolution of business. Change is constant, which means whatever feels optimal today will inevitably become outdated tomorrow. That constant shift creates opportunity, and embracing it isn’t just a strategy, it’s a mindset that drives progress.
What lessons have you learned from challenging conventional wisdom, and how have those lessons shaped your leadership style?
I’ve learned that challenging conventional wisdom requires a compelling story backed by credible proof points. When you push against what a majority of people believe to be true, you start at a natural and massive disadvantage. The best way to bridge that gap isn’t by arguing harder, but by telling a story that connects both emotionally and factually to a vision people can see themselves in. That’s why I’ve made storytelling a core dimension of my leadership style.
Disruptive ideas often meet resistance. Could you describe a time when you faced significant pushback for a disruptive idea? How did you navigate the opposition, and what advice would you give to others in a similar situation?
Founders face resistance every day. You are trying to convince smart people (investors, customers, and partners) you see an opportunity they don’t or that they don’t think you can realize. I’ve learned that it is best to focus on finding believers rather than convincing skeptics. Early adopters become the foundation of your success story, and once you’ve found them, you lean in and build from there.
Growing beyond that core is hard, and you’ll hear “no” far more often than “yes.” But I’ve also learned that “no” is actually more valuable. As Chris Voss notes, yes comes in three forms: counterfeit, confirmation, and commitment, and only the last one truly matters. While “No” opens the door to real dialogue. It lets you ask “what would need to change for you to reconsider?” That’s where you uncover the insights and opportunities that make your idea stronger.
My advice to others is simple: don’t fear resistance. Seek out the believers, but embrace the “no’s,” and use them as a guide to build something people ultimately can’t ignore...
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