Lead a cross-functional group of 3 product teams with 32 people that own our growth platforms across NYT products (News, Cooking, Games and The Athletic) and surfaces (web and mobile apps) including our access rule engines that power our business model and our internal messaging platform that powers units like our paywall.-- Built and rolled out a new in-house CMS across NYT brands and decommissioned an existing third-party CMS solution in the span of 2 years, increasing platform adoption rate and enabling an 85% increase in test velocity-- Drove an 8% increase in overall subscription conversion through the introduction of algorithmic access models across NYT brands, with user journey tooling exceptions, to better balance top of funnel audience engagement and friction-based subscription goals-- Drove a 10% lift in paywall conversion through the introduction of bandit testing algorithms across key subscription moments like the paywall and acquisition landing pages to enable always-on optimization

Selected to establish and lead a new cross-functional product group that owns the platforms that power our business model—our access rules, messaging platform and algorithmic decision making—with the aim of unifying these systems across NYT brands and surfaces (web and mobile apps) and building new capabilities to apply net-new growth strategies.-- Crafted the 3-year vision and group charter for our growth platforms across all NYT brands taking the group from 2 teams to 3 teams with the addition of 14 people—these teams now include both platform and feature capability development to allow us to provide incremental value while making long-term investments-- Hired, onboarded and manage two direct reports at the PM2 level who each lead cross-functional development teams-- Guided a build/buy analysis and secured leadership approval to build an internal CMS to replace our existing third-party CMS— including a staffing plan and org structure proposal

Secured leadership buy-in to pivot existing cross-functional product team from authentication to self-service feature development in the user account management space—a top 3 customer complaint—and fulfill a critical company goal of becoming a first-class subscription product. -- Built, optimized and rolled out the cancel online feature across NYT brands and built 3 additional self-service subscription tools—pausing, switching/adding subscriptions and one-click reactivation— that foster subscriber trust, mitigate churn and drive resubscription-- Doubled subscriber save rates from 20% to 40% through cancel funnel optimization and adding additional 0 to 1 features like pausing and switching products-- Drove a 12% increase in subscriptions from existing subscribers and $2.5M in incremental revenue by enabling users to easily switch or add-on subscription products

Became the first dedicated product manager for the Authentication team and spun up a sister team aimed at solving user-facing authentication issues and the fracturing of our authentication systems across NYT brands—our top user complaint. -- Drove a 45% lift in registration rates and a 6% lift in login rates by developing, optimizing and rolling out a new unified authentication UI across all NYT brands-- Lifted incremental authentications 16% across nytimes.com by implementing new authentication methods—Google One-Tap and Apple SSO—across web and mobile apps (iOS and Android)-- Developed a customizable framework that allowed for the adjustment of display, messaging and branding that formed the basis for the first NYT design system

Secured leadership buy-in to form a 12-person cross-functional working group to create exclusive content and features for subscribers aimed at providing more value to the subscription offering and increasing subscriber retention rates. This partnership was the first of its kind and contributed to an internal shift in collaboration between growth and the newsroom.-- Reduced subscriber churn by 20% by innovating on the go-to-market plans and engagement strategies for new subscriber-only features—like exclusive content and early access to new product launches-- Created a 1-year test-and-learn plan, including the first-ever bootstrap retention modeling at the company, to form a recommendation for leadership on future investment in this space-- This subscriber-only benefit program was written up in both Digiday and NeimanLab

Lead the early subscription product offering testing, revamping what a subscription to The Times gave you access to, and lead the migration of existing subscribers to the winning product offerings working across our strategy, data, billing and finance teams.-- Drove a ~$4M revenue increase through monetization strategies including price testing, product bundle testing and upgrade and downgrade paths on landing pages and through multi-channel marketing campaigns

Increased subscriber return rate by 8% by conceiving and launching multi-channel marketing campaigns leveraging key news moments—like the 2016 Presidential Election and 2016 Summer Olympics.

Hired as the second member of the subscription marketing team responsible for the web subscription conversion funnel, omnichannel acquisition marketing strategy and the referral and gifting programs. -- Drove a sustained 15% lift in new subscriber acquisition through conceiving and launching the gift with purchase program and additional web conversion funnel a/b test optimization-- Increased the share of customer acquisition through referrals—from 3% to 10% of total acquisitions—through new incentive strategies and on- and off-site promotions

Managed email marketing programs to current and prospective subscribers—collaborating with merchants and editors on strategies to drive the customer lifecycle from new subscriber acquisition to repeat purchasing.

Managed email marketing programs for new card acquisition for American Express—responsible for HTML coding, troubleshooting, segmentation and performance reporting.