/// SUMMARY

/// WHAT I BUILT
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Early Dynamic Pricing & Yield Systems

Before dynamic pricing became standard in live events, I engineered early segmentation and yield models using HubSpot CRM and custom pricing spreadsheets.

These systems allowed us to:

• Adjust pricing by demand curve, timing, and audience segment

• Improve utilization on low-demand nights

• Preserve premium value on high-demand performances

Impact:

+19% yield and approximately $1M in incremental annual revenue

These models served as precursors to pricing strategies now standard across Broadway and live events.

Modular Web + CRM Infrastructure

I designed a modular, headless web + CRM stack that supported multiple productions and brands from a centralized audience data layer.

Delivering:

• Reduced duplicate site builds across shows

• Centralized fan data and campaign intelligence

• Enabled faster experimentation and iteration

  
  

Impact:

17% reduction in build costs and a scalable foundation for audience intelligence

Digital Growth Engine
Replacing legacy reach with measurable, compounding acquisition

Broadway marketing was still dominated by postcards, list rentals, and broad-reach advertising with minimal attribution.
I replaced this with a digital growth engine designed to expand audience reach while improving precision:

• Paid social and Google acquisition to reach new, incremental audiences

• CRM-driven capture and retargeting to build durable first-party relationships

• Demand-shaping tactics to smooth attendance across performance schedules

  
  

Impact:

Improved attendance on low-demand nights with materially more efficient acquisition economics.

Revenue Expansion Beyond Ticketing

To reduce dependency on box office revenue, I expanded Martian’s monetization model and positioned the company as a repeatable platform for original IP:

• Pre-release music campaigns to seed fan communities before productions opened

• Branded IP extensions (e.g., Weight Watchers Musical) to reach new audiences

• Merchandise and brand-deal monetization streams aligned with show narratives

Result:
Strengthened Martian’s reputation as a studio that could develop, not just market, original work — increasing inbound interest from writers, composers, and producers seeking a data-informed creative partner.

Capital & Narrative Architecture

I co-authored (and led the go-to-market packaging of) Martian’s capital and creative narrative, positioning the company as a hybrid of creative studio and technology venture — grounded in systems, discipline, and repeatability.

• Translated creative ambition into credible unit economics

• Aligned investor materials, partner decks, and outward-facing brand signals

• Ensured the narrative resonated with both capital allocators and creative talent

Impact:
Enabled $16M in funding while simultaneously increasing inbound deal flow from creators bringing original show ideas — reinforcing a virtuous cycle between capital, credibility, and creative supply.

/// Failure / Constraint
(What Didn’t Work)

Broadway’s ticketing ecosystem is dominated by a small number of legacy platforms — most commonly Telecharge, operated by the Shubert Organization — whose underlying systems date back decades.

These platforms were slow, rigid, and difficult to integrate with modern CRM and pricing tools, significantly limiting real-time experimentation, attribution, and automation. As a result, dynamic pricing and audience segmentation could not be deployed wholesale and instead had to be layered incrementally on top of legacy workflows.

While these constraints slowed execution, they forced a disciplined approach to change management — prioritizing proof, trust-building, and progressive adoption over disruption theater.

To keep learning velocity high, I built workaround measurement and segmentation layers in CRM and reporting, even when the ticketing layer couldn’t support modern integration.

I’m told these systems remain largely unchanged today, underscoring how durable the constraint was — and how transferable the lesson is when modern growth systems must operate inside entrenched infrastructure.

How I Operated

• Hired and mentored Martian’s first marketing team

• Led cross-functional agile pods across creative, growth, and operations

• Managed up to $8M in P&L responsibility

• Balanced creative ambition with financial discipline and operational rigor

Creatives trusted Martian because we combined artistic respect with operational clarity — offering transparency on audience demand, pricing logic, and growth strategy that most studios could not provide.

Through-Line: Before Martian, I founded a media startup producing award-winning documentaries, revenue-generating podcasts, and a TV pilot sold to Bento Box / FOX — an early exploration of narrative monetization later scaled at Martian through data, systems, and repeatable GTM execution.