Case Studies

The decisions behind the outcomes.

The numbers are the visible result. This is how I framed the problems, made the choices, built the operating systems, and turned strategy into working product.

Decision 01

Growth system

Restore growth

Ticketmaster's US and Canada app was losing more users than it gained. The answer was not one feature. It was a connected activation system.

2M to 10M+ MAUs
$2B+ annual app revenue
14% to 41% push reach

Read the operating story

What was true

The app was useful after a ticket purchase, but gave fans little reason to return between events. Acquisition alone could not compensate for weak activation and engagement.

What I chose

I treated growth as a product system, connecting onboarding, first-session value, deferred activation, acquisition, and re-engagement instead of chasing an isolated feature win.

How I led it

I built the first mobile Growth Team, organized the work around the funnel, and gave each intervention a clear outcome and measurement plan.

What changed

Monthly users grew from 2M to 10M+, annual app revenue passed $2B, and reachable users through push grew from 14% to 41%.

What it taught me

Durable growth comes from improving the connected customer system. A collection of experiments is not a strategy until the experiences and measures reinforce one another.

Decision 02

Engagement infrastructure

Turn fan intent into product infrastructure

The platform knew what fans had bought, but not enough about what they wanted next. We needed an enduring preference signal, not another short-lived engagement tactic.

0 to 1B+ favorites
46-metric framework
Real-time dashboards

Read the operating story

What was true

Transaction history captured purchases, not the artists, teams, and events a fan cared about before a transaction existed. That limited personalization and made retention harder to understand.

What I chose

We made favorites a foundational product behavior and connected that explicit intent to onboarding, discovery, alerts, and the wider engagement strategy.

How I led it

I paired the product bet with a 46-metric AARRR framework, executive dashboards, and clear ownership so teams could see which behaviors correlated with retention and customer value.

What changed

Favorites grew from zero to more than 1B signals, giving the product a durable preference foundation for personalization, engagement, and retention.

What it taught me

A strong engagement feature can become company infrastructure when it creates a useful signal, improves the customer experience, and gives teams a shared way to learn.

Decision 03

Global platform

Earn and deliver the global platform bet

Twenty-one markets were operating across separate apps and local priorities. Consolidation required a long investment horizon while the business still expected quarterly progress.

21 markets
18 months
100+ stakeholders
35M+ MAUs

Read the operating story

What was true

The fragmented portfolio slowed product development, duplicated effort, and made a consistent fan experience difficult. A full consolidation was strategically necessary but operationally risky.

What I chose

I framed one global platform as a growth and operating multiplier, then structured the transformation as an 18-month staircase rather than one irreversible launch.

How I led it

I aligned more than 100 product, engineering, and business stakeholders around decision rights, risk gates, measurable releases, and a sequence that preserved room to learn.

What changed

All 21 markets moved onto one platform. The app reached 35M+ monthly users and supported more than $10B in annual revenue.

What it taught me

Large transformations become credible when leaders can see progress before the entire bet is complete. Sequencing is not project management around the strategy. It is part of the strategy.

Decision 04

Commercial turnaround

Rebuild the business model

LegalZoom's $30M+ estate-planning portfolio had products and demand, but no coherent roadmap or growth model. The work had to connect customer value, packaging, pricing, and economics.

$30M+ portfolio
12% year-over-year growth
+22% LTV
+13% conversion

Read the operating story

What was true

The portfolio was commercially important but fragmented. Teams were improving individual products without a shared view of the customer journey or the business model they were building toward.

What I chose

I rebuilt the portfolio around customer needs and commercial coherence, combining product changes with pricing, packaging, subscriptions, and conversion work.

How I led it

I held the P&L and product strategy together, giving the cross-functional team one set of customer, conversion, lifetime value, and margin outcomes.

What changed

The portfolio returned to 12% year-over-year growth. The bundle generated more than half of revenue, lifetime value increased 22%, conversion increased 13%, and margins improved 9%.

What it taught me

Product strategy and business-model strategy are the same conversation when the job is to create durable value. The customer proposition, economics, and roadmap have to move together.

Decision 05

Organization design

Build an organization that can scale

As the mandate grew from a regional growth problem to a global platform, personal intervention could no longer be the operating model. The organization needed clear ownership without losing speed.

Funnel-aligned pods
DRI ownership
Executive dashboards

Read the operating story

What was true

More scope brought more teams, dependencies, and stakeholders. Decisions could slow down or drift upward unless the organization had a shared language for outcomes and ownership.

What I chose

I designed the product organization around durable customer outcomes, with clear directly responsible individuals, shared principles, and measures that made progress visible.

How I led it

I built funnel-aligned pods, coached product leaders into broader responsibility, and used dashboards and operating reviews to make decisions at the right level.

What changed

The organization could carry a larger global mandate while preserving accountability. Product leaders grew into senior roles, and teams had a clearer connection between their work and business outcomes.

What it taught me

Scale requires deliberate delegation. Bring partners in early, make the decision rights explicit, then step back soon enough for strong leaders to build real ownership.

Decision 06

AI-native development

Shorten the distance from strategy to software

AI made it possible to turn product direction into working software much faster. The leadership question was whether to observe that shift or learn it directly and redesign how the organization worked.

~35 merged PRs
iOS and Android
35M+ user platform

Read the operating story

What was true

Product leaders could now make strategy tangible without waiting for a complete delivery cycle. That changed the possible relationship between product, design, engineering, and executive decision-making.

What I chose

I went back into the code, built product and instrumentation prototypes, and used the working software to explore what an AI-native product organization could become.

How I led it

I merged roughly 35 iOS and Android pull requests at senior-engineer review standards, while introducing AI-augmented development across product, design, and engineering.

What changed

Strategy became something teams and executives could inspect sooner. Prototypes, analytics, and performance improvements moved from discussion into the product.

What it taught me

The point is not that every product leader should become an engineer. It is that leaders should use new tools to reduce the distance between an important idea, the evidence around it, and a responsible decision.

The next decision

What is consequential and still unresolved?

I work with executive teams that need to turn a high-stakes product question into a clear direction, a working proof, and an executable plan.

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