Tyrus Emory
I build commercial systems for companies where the product touches real inventory, real operators, and real resistance to change.
The through-line of my career is arriving when there's no system and building one that works. At NBC News, it was the first social sharing infrastructure across 90M monthly pageviews. At Martian Entertainment, it was the entire commercial engine for a Broadway studio — pricing, yield management, CRM, fundraising narrative — built from zero and scaled from $10M to $80M+. At Sony/Crunchyroll, it was taking a nine-year-old franchise that had never generated revenue and turning it into a $5M+ ARR engine in two years.
The thing that makes me structurally different from most growth and marketing candidates: I've operated at the intersection of software logic and physical-world operations. Broadway touring means truck routing, palletization, build validation, venue logistics, and managing an $8M P&L on assets that physically move through the world. That background doesn't show up on a typical marketing resume. It means I speak both languages — digital systems and physical complexity — which matters if your company coordinates between the two.
I currently serve as Trustee at Pitzer College of The Claremont Colleges, where I'm Vice-Chair of the Audit & Risk Management Committee and a member of the Executive Committee. I approach governance the same way I approach commercial architecture: as a feedback loop that makes the organization smarter. Oversight, when done right, leads to better decisions across the org.
I studied Behavioral Economics and Theater at The Claremont Colleges — the economics is the intellectual foundation for the pricing, conversion, and adoption work; the theater is where I learned to produce complex, multi-stakeholder operations on deadline and budget.
Based in Los Angeles 🌴
Permanent housing in San Francisco 🌉
Immediately Available in New York 🗽
I'm exploring my next full-time commercial leadership role. If your company is building revenue infrastructure in a complex market, I'd like to hear about it:
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How I Think
-> Marketing, sales, and product have to function as one commercial system — not three departments with a shared Slack channel.
-> Most companies test randomly. I build structured mechanisms that compound what you learn.
-> Clarity is the conversion event. If people don't understand what you do, nothing else matters.
-> Trust isn't a marketing problem. It's an operating problem.
-> Every campaign should leave the system smarter than it found it.
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v3.0