Selected work
Product and revenue systems for sports, entertainment, payments, and live events.
I turn customer behavior, operating constraints, and commercial goals into products that engage fans, convert buyers, and grow revenue. My work spans fan engagement at Fox Sports, cart and checkout at Disney, fantasy subscriptions at PFF, live-event commerce at Ticketmaster, and ad tech at USA Today Sports.
Open to full-time product roles and contract engagements.
Five products across the fan lifecycle
A fan finds the content, comes back for it, buys a ticket or a trip, pays, and sees ads along the way. I have owned product at each of those moments. These five cases follow that path, from discovery and engagement through pricing, checkout, advertising, and ticketing.
Fox Sports
Growth and engagement
Turning game-day spikes into a returning audience
Product Manager, Web
- Business problem
- Grow the audience across web and mobile, and turn that attention into ad revenue.
- Constraint
- Fans arrive in spikes around games and leave between them. Monetization had to protect the experience that brings them back.
- My role and ownership
- Owned growth and engagement product across web and mobile, working with a cross-functional team of roughly 8–12 core contributors across engineering, UX and design, analytics, editorial, video, ad revenue, marketing, and partner product teams.
- What shipped
- Native in-line video advertising across web and mobile. Interactive editorial polls, plus the integration and promotion of FOX Super 6, the free-to-play prediction game. My Teams personalization, a Scores redesign, Power Rankings, Euro and Copa tournament pages, Magic Link sign-in (Identity 2.0), and newsletter experiences. SEO and short-form video distribution across key verticals.
- Results
- Story visits up 64% YoY, 81% on mobile. Native video ad revenue up 49% YoY. DAU/MAU up 43%. SEO up 110%. Short-form video viewers up 104%, from 330K to 673K. Video starts up 38%, from 537K to 742K.
- What I learned
- Run acquisition, engagement, and monetization as one loop, and count growth only when fans come back.
Read the full case →
Walt Disney World
Cart, checkout, and payments
One checkout for every kind of Disney purchase
Product Manager, Cart and Checkout
- Business problem
- A high-consideration purchase was losing buyers between price and payment, inside a funnel that carries lodging, dining, annual passes, Memory Maker, and more.
- Constraint
- One checkout had to support different product types, eligibility rules, payment dependencies, and downstream systems, while giving every guest the same consistent experience. Guests are paying for a planned trip, so the price shown and the price charged had to match at every step.
- My role and ownership
- Owned pieces of a complex, high-volume commerce funnel: cart and checkout behavior, payment flows, requirements, acceptance criteria, and prioritization. Partnered with engineering, UX and design, architecture, QA, analytics, finance and payments, and the lodging, dining, annual pass, and Memory Maker product teams.
- What shipped
- A dynamic pricing engine built into checkout. Third-party payment integrations and processing flows. Cart and checkout behavior across multiple product types. Memory Maker purchases, Disney Dining Plan flows, and Annual Pass upgrades. Lodging checkout and reservation dependencies, including the lodging freeze work. Sustainment and reliability work across the checkout ecosystem. Requirements written in Gherkin so engineering and QA built and tested the same behavior.
- Results
- Cart abandonment down 20%. Conversion up 15%, contributing to 12% revenue growth. Defects down and issue resolution 30% faster.
- What I learned
- Treat pricing, cart, and checkout as one system. Fix one piece alone and you leave conversion on the table.
Read the full case →
Pro Football Focus
Fantasy subscriptions and retention
Building weekly habits around one decision
Senior Product Manager, Fantasy Platforms
- Business problem
- Fantasy use spikes on draft day and game day, then drops, which puts weekly retention and subscriptions at risk.
- Constraint
- Managers make one decision a week, under a deadline, in leagues that each run on their own rules.
- My role and ownership
- Owned the subscription fantasy products from problem framing through experiment design, launch, measurement, and iteration, partnering closely with Data Science.
- What shipped
- A Matchups redesign. AI enhancements for the Mock Draft Simulator and Manual Draft tools. Football-season product states. An experimentation practice on LaunchDarkly and Heap, plus DAU/MAU and machine-learning insights built with Data Science.
- Results
- Weekly retention and subscriptions up 10–15%. Matchups engagement up 20%. Weekly active usage up 10%. Navigation engagement up 10–15%.
- What I learned
- Build around the decision users already have to make. The habit follows the decision, and retention follows the habit.
Read the full case →
Ticketmaster
Live-event commerce
Modernizing the event and pricing platform behind every ticket
Technical Product Manager
- Business problem
- Live-event commerce has to show, price, and sell inventory accurately at high volume, across many connected systems.
- Constraint
- Fans buy a specific seat for a specific event, often under time pressure. Price and availability have to be right the moment they appear, while the platform underneath is being modernized.
- My role and ownership
- Owned product requirements and delivery coordination for technical initiatives, first on the Event Details Page and later in the RAS/GAP pod. Worked in a cross-functional product and engineering pod of roughly 8–12 people with backend and platform engineers, architects, QA, product leadership, and ticketing and pricing stakeholders. Translated complex ticketing and pricing requirements into technical stories and acceptance criteria, managed dependencies across systems, and drove work through development, validation, and release.
- What shipped
- Kafka NextGen Phase 4, moving event data onto a more scalable distribution layer. Whole House Pricing. Seat-level pricing encoding. DCM runs across the HOST and MFX systems. MFX Phases 2 and 3.
- Results
- Modernized the event and pricing infrastructure behind Ticketmaster's ticketing experience: more scalable event-data distribution, more granular pricing down to the seat, and a more reliable platform for the experiences built on top of it.
- What I learned
- In ticketing, the data underneath is the product. Pricing only works for fans when inventory, pricing, and event data agree.
USA Today Sports
Ad tech and data platforms
Growing ad revenue through placement
Account Manager · Product Manager, AdTech and Data Platforms
- Business problem
- Grow advertising revenue and margins across a multi-sport digital network.
- Constraint
- Readers tolerate a limited ad load. Revenue had to grow while keeping them on the page.
- My role and ownership
- Moved from the commercial side into product, owning ad tech and data platforms.
- What shipped
- A programmatic advertising engine, an expanded video ad stack, A/B tests across content and ad placement, and engagement dashboards in SQL and Tableau.
- Results
- Programmatic revenue margins up 30%. The video ad stack generating $30M a month, with video views up 150%. A 40% revenue lift from placement testing. Churn down 50% and satisfaction up 20%.
- What I learned
- Where an ad appears matters more than how many run.
Current independent work · Venue Digital X-ray
Through Channing & Company I run a 14-point diagnostic of how sports and event venues are found, booked, and remembered online. It applies the same product thinking as the cases above, discovery, conversion, and retention, to owner-operated venues, where revenue often slips away before a guest arrives. I am setting it up now with Atlanta-area sports facilities.
What the diagnostic examines
- Discovery: search, maps, and listings, and how the venue shows up when someone is ready to book
- Booking: how many steps it takes to reserve, pay, and confirm
- Follow-up: what happens after the first visit, and whether it brings the guest back
- Repeat-visit revenue: memberships, leagues, events, and other revenue the venue could capture
Typical deliverables
- A scored 14-point report with evidence for each finding
- The three highest-value fixes, ranked by effort and revenue impact
- A booking and follow-up flow recommendation
Write-ups of completed audits will be added here as engagements close, with each venue's permission.
How I work
- I start from the money and the customer: where revenue comes from, where it leaks, and what the customer is trying to get done.
- I prioritize with evidence. Usage data, experiments, and customer conversations decide what ships first.
- I write requirements engineering and QA can build and test against, down to acceptance criteria.
- I set the metric before launch, measure after, and iterate on what the numbers show.
- I design for operating reality: peak traffic, live inventory, ad load, payments, and support volume.
- I work across engineering, data, sales, ad ops, finance, and customer teams, and translate between them.
Where I fit
I am considering full-time and contract work in three areas.
Product leadership and product managementSenior Product Manager · Product Manager · Growth PM · Payments PM · Commerce PM · Platform PM · Revenue or Product Operations
Customer-facing product rolesSolutions Consultant · Implementation Manager · Technical Account Manager · Strategic Account Manager · Partnerships
Contract engagementsProduct, growth, payments, commerce, and venue-tech work for sports tech, media, ticketing, payments, hospitality, and event technology teams
