Most sports leaders sell the rolodex.
I build the revenue architecture.
MSE's next chapter is a platform pivot. This brief is how I'd run — and compound — the revenue engine behind it.
Most candidates from inside the sports industry will pitch a local rolodex and a love of the game. I bring the structural rigor, data maturity, and pipeline predictability of a modern SaaS revenue org — applied to a multi-asset sports platform.
Transactional sales → Net Revenue Retention
Sports sales teams often run on season-by-season renewals. I build teams that own account expansion, customer lifetime value, and churn indicators — treating corporate partners not as sponsors, but as enterprise accounts whose contract value should grow year-over-year through multi-property cross-sell.
Building an outbound engine
Tech leaders excel at predictable outbound: SDR → AE pipelines, disciplined activity metrics, and intent data that targets companies at the exact moment they have budget. I apply that framework to the thousands of enterprise tech, SaaS, and industrial companies along the Wasatch Front that are currently under-indexed in MSE's portfolio.
MSE is mid-transition — from managing individual, siloed properties to executing platform-wide legacy partnerships. Recent cross-property deals with SME Industries and LiveView Technologies span RSL, the Royals, the Bees, and Megaplex. Daybreak Field at America First Square adds venue-adjacent real estate to the monetization surface. Three pillars turn that pivot into revenue.
- Pillar APillar A. Silos → Revenue PodsThe MSE Reality
Selling Bees sponsorships, RSL premium suites, and Megaplex corporate events through separate loops creates internal friction and double-prospecting on the same enterprise accounts.
The Operator MoveI have led a sales org through consolidation from single-product selling into a multi-product portfolio: restructured compensation, unified the CRM data layer, and re-trained reps to sell business solutions rather than feature sets. Pods own accounts across properties — one relationship, one plan.
Target I'd ownCross-property attach 1.4 → 2.1 in 18 mo. - Pillar BPillar B. Monetizing Premium Hospitality InversionsThe MSE Reality
The SME Skyboxes at America First Field and the intimate design of the new Daybreak ballpark are premium inventory that commands top-tier corporate dollars — if sold as outcomes, not seats.
The Operator MoveAligned to my experience selling high-ACV enterprise software: coach teams off "feature-dumping" (in sports terms, tickets and signs) and into value-based selling to the C-suite. Executives buy outcomes — networking, client acquisition pipeline, and employee retention leverage.
Target I'd ownPremium share of partnership rev +20 pts by Y2. - Pillar CPillar C. Scaling Ops Without Scaling HeadcountThe MSE Reality
Running multiple franchises and entertainment concepts requires operational efficiency to keep margins healthy through the build-out phase.
The Operator MoveModern RevOps tooling, automated lead routing, and AI-driven enablement so reps spend less time on admin and more time in active conversations. Ty's ticketing ops background means operational hygiene is a language we already share.
Target I'd ownSelling time ≥ 65% · Forecast accuracy ±7%.
What the first four quarters actually look like, in the order they have to happen. Listen before you re-org. Diagnose before you rebuild comp. Ship a win before you ask the room for patience.
- Days 0–30 · Listen & BaselineStep 01. 30 conversations, one account map.
Interview every GM, revenue lead, and top-20 partner. Audit pipeline health, contract data, and premium yield across properties. Publish a top-50 enterprise account map with current spend, whitespace, and buying-committee coverage.
- Days 31–60 · Diagnose & DecideStep 02. Pod design, comp redesign, kill-list.
Draft the pod structure against the account map. Redesign compensation to reward multi-property attach and NRR. Unify the CRM data layer. Kill the low-yield motions the calendar is protecting out of habit.
- Days 61–90 · Ship the First WinsStep 03. Two platform deals in motion.
Launch the first two pods. Move two platform-legacy deals into late-stage. Stand up a weekly forecast cadence the CEO can trust. Ship a written 12-month plan with the numbers I'm signing up to.
- Season One · CompoundStep 04. Expand from wins.
Layer venue-adjacent and Daybreak district inventory into won accounts. Open new categories ahead of Big League Utah. NRR becomes the scoreboard, not gross new logos.
Six operating principles that would show up in the room within a week.
Pipeline is the leading indicator; revenue is the lagging one.
If the forecast is a surprise, we failed a month ago. I manage the inputs weekly and the outputs quarterly.
Compensation is strategy made legible.
Reps do what they're paid to do. Every pivot in strategy has a matching change in the plan, or it isn't a strategy — it's a slide.
One account, one plan — regardless of property.
Enterprise buyers don't care about our org chart. They should meet one owner with one point of view on their business.
Sell outcomes to the C-suite. Features to procurement.
CROs buy pipeline. CHROs buy retention. CEOs buy access. Tickets and signage are the delivery mechanism, never the pitch.
Instrument before you scale. Automate before you hire.
A headcount ask should be the last option, not the first. Show me the metric, the workflow, and the tool first.
The forecast is a promise, not a hope.
I run the room to a number. Miss the call and we look at the process, not the person — but we do look.
"You're not from sports."
That's the point, not the gap. MSE has deep sports DNA already. What's missing at the platform level is the SaaS revenue discipline that turns a portfolio of properties into an enterprise account strategy. Hire for the gap.
"Cross-property selling has been tried."
Usually as a mandate, not a system. The three things that make it stick — compensation, a single account owner, and a unified data layer — are structural changes, not exhortations. That's what I'd install.
"Premium is already sold out."
Sold out is not the same as optimized. Yield per premium seat, contract length, and multi-year escalators are the levers. When premium is a relationship product instead of an inventory product, the ceiling moves.
A plan without risks is a pitch. Three I'd name in the first week.
- Risk
Channel conflict during pod rollout.
MitigationFreeze account ownership before comp changes. Run a 60-day amnesty on splits. Publish rules of engagement in writing, not tribal knowledge.
- Risk
Comp-plan turbulence in year one.
MitigationGrandfather in-flight deals. Model every rep's plan against last year's book. No rep should be able to say they were surprised.
- Risk
Over-commercializing premium erodes the brand.
MitigationCap density of activations per event. Treat premium as a members' club with waitlists — scarcity is a product, not a bug.
This brief is a starting point. The next conversation is where it gets specific to MSE's accounts, calendar, and constraints.