Ruben Meiland is building top-notch products with nearshore developers



Ticketscript story


Growth, selling the company and the Silicon Valley experience

Ticketscript grew rapidly, and at the end of the ride, the platform handled a 100mn revenue. In 2017 Ticketscript was acquired by Eventbrite - a billion-dollar event-management platform. Ticketscript sold tickets to more than 100,000 events in Europe, including Ibiza based Amnesia and Love Family Park in Germany, and Amsterdam Dance Event.

Ruben joined Eventbrite in Silicon Valley as VP of Product. During the three years he would spend in the US he became an avid golfer. Just like his first two businesses, his third one was born out of passion. Ruben got in touch with LeadingCourses - a Dutch company that helps golfers find and book golf courses. In April 2020 he joined the company as CPTO. He became CEO in July the same year.

In charge of LeadingCourses platform development


From developer to developer

Ruben is an engineer himself. He started development at the age of twelve and became very passionate about the internet. He is experienced in building scalable systems, booking systems and architecting databases. Ruben was building Beatfreax by himself, started as the first and only engineer for Ticketscript and scaled it to a product organization of fifty by the time the company was acquired. After that, he oversaw a globally distributed team of over a hundred twenty specialists at Eventbrite.

His extensive knowledge of software engineering helps Ruben to find solutions, challenge engineers and at the same time understand their way of working and thinking. He knows better than anyone else how complex software development is. Ruben says: “Building the software is an art. It’s comparable with creating a painting - you start with an empty canvas and later on create a product that solves actual problems and needs.”

Setting up the project with Scrum


LeadingCourses has ambition plans


Why nearshoring the development team?



Do not treat nearshore specialists as “contractors” or outsiders, they are part of your team. Invite them to (virtual) social events, make an effort to get to know each individual, share company strategy, et cetera. Make sure they truly feel part of the team!


Communication is the key. There is no such thing as “over-communication” when working with remote or distributed teams. Alignment and transparency about business strategy are critical.


Choose the nearshore partner you can trust. It needs to be a collaboration between parties and not just a “financial agreement”.