02 / theScore live experiences

Designing the second screen

A portfolio of live, glanceable, and visual sports experiences that made theScore more useful while games were unfolding.

My role
Director / Group Product Manager
Tenure
July 2023 to February 2025
Product scope
Live Activities, Android Live Events, ScoreCast, video, community

Executive summary

The mandate, the decision, the result.

My mandate
Manage five PMs and lead a portfolio spanning a 100+ person cross-functional organization.
The strategic choice
Connect glanceable updates, live visualization and content around one useful second-screen experience.
What changed
Launched ScoreCast, iOS Live Activities and Android Live Events, with reported portfolio growth in sessions and revenue.

01

Results

Launched ScoreCast, Live Activities and Live Events; reported rollout reach exceeded 10 million devices.
Reported portfolio results: app sessions grew 300% and engagement with live experiences grew 250%.
Reported portfolio results: monthly active users grew 30% and product-driven revenue grew 60%.

Business-case projections

Forecasts describe the expected commercial opportunity. They are separate from the reported portfolio results above.

  • Approximately $10 million in projected revenue growth from live sports and monetization experiences.
  • Approximately $40 million in projected annual recurring revenue impact. This is a business-case projection, not realized revenue.

Quantitative outcomes are reported in my resume and reflect team and portfolio contributions. My tenure identifies the role period, rather than a measurement window for every result.

Product evidence

The product in the wild.

Launch assets and real product states across ScoreCast and Live Activities—the portfolio surfaces behind the strategy and outcomes.

02

Context

Sports fans already had a broadcast in front of them. The product opportunity was to add speed, context, and participation without competing for attention at the wrong moments.

03

Business problem

Traditional score updates were useful but increasingly undifferentiated. theScore needed a stronger live product thesis that could deepen engagement and create commercially valuable inventory at scale.

04

Strategic insight

The best second-screen experiences reduce effort. They surface the right information at the right moment, make live events easier to understand, and create natural reasons to return.

Customer behaviorWhat repeated action creates durable value?
Product choiceWhere can the experience earn a distinct role?
Business outcomeHow does the behavior support sustainable growth?

05

Key decisions

  1. Build a portfolio around glanceability, visualization, and live context.
  2. Use platform-native surfaces where they reduced friction.
  3. Create a coherent product system across sports and event states.
  4. Integrate monetization in ways that preserved the live experience.

06

Cross-functional leadership

I led and partnered across product, design, iOS and Android engineering, backend platforms, data, editorial, sales, ad operations, league and platform relationships, and executive leadership.

07

Work delivered

  • Live Activities on iOS
  • Live Events on Android
  • MLB and NFL ScoreCast
  • Live play-by-play visualization
  • Clips and video highlight experiences

08

Strategy artifacts

system

The second-screen product system

01Glance

Live Activities and Live Events

02Understand

ScoreCast and visualization

03Catch up

Clips and highlights

04Participate

Community and conversation

Each surface reduced effort at a different moment while reinforcing the same live-sports behavior.Original system diagram based on publicly launched product experiences.
sequence

Portfolio logic

01Live moment

A fan needs context now

02Useful surface

Fast, native and glanceable

03Repeat behavior

More sessions and deeper engagement

04Business value

Audience growth and premium inventory

The portfolio connected customer utility to repeat sessions and commercially valuable inventory.Original outcome map using figures supplied in my resume.

09

Tradeoffs

Live products demand reliability and speed. The team had to balance platform constraints, sport-specific nuance, commercial goals, and the risk of overwhelming a fan during the moments that mattered most.

10

Lesson

A product portfolio compounds when every surface reinforces the same customer behavior and business thesis.

11

Team credit

The outcomes belong to a broad team across product, design, engineering, data, editorial, commercial, and platform partners. My contribution was product direction, portfolio decisions, alignment, and team leadership.

Product leadership opportunities

Let’s discuss the mandate.

Interested in Director, Senior Director, Head of Product, and high-scope product leadership opportunities across consumer technology. Based in Toronto and open to relevant opportunities in Canada and the United States.

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