Director, Lifecycle & Customer Growth

Every customer who buys a ticket represents a relationship we can either deepen or let go cold. This role owns that relationship end-to-end across our owned surfaces — email, push, SMS, in-app — with a single mandate: increase LTV per install. That means evolving CRM from broad, segment-level messaging into something built around who each person actually is — their teams, their price sensitivity, their purchase rhythm — so that personalization isn't a feature of the program, it's the operating model.

Beyond the core lifecycle, this person will identify and pressure-test the next layer of value we could be creating for customers — building real business cases (starting with loyalty and referral as first examples) rather than assuming resources up front, and partnering with Product to design a genuinely shared customer experience rather than a marketing layer bolted onto a product surface.

Every customer who buys a ticket represents a relationship we can either deepen or let go cold. This role owns that relationship end-to-end across our owned surfaces — email, push, SMS, in-app — with a single mandate: increase LTV per install. That means evolving CRM from broad, segment-level messaging into something built around who each person actually is — their teams, their price sensitivity, their purchase rhythm — so that personalization isn't a feature of the program, it's the operating model.

Beyond the core lifecycle, this person will identify and pressure-test the next layer of value we could be creating for customers — building real business cases (starting with loyalty and referral as first examples) rather than assuming resources up front, and partnering with Product to design a genuinely shared customer experience rather than a marketing layer bolted onto a product surface.

• LTV per install as the core metric — full ownership of the number, with the mandate to keep pushing it upward year over year, not just maintain it. This is a growth target, not a maintenance target.
• Deepen CRM through personalization — move beyond broadcast/segment-based lifecycle messaging toward a truly 1:1 model: dynamic content, send-time and channel optimization, and offers/messaging that reflect individual behavior (favorite teams, price sensitivity, purchase cadence, event type). Personalization should be the mechanism by which lifecycle marketing gets meaningfully better, not a separate initiative.
• Own and coach the lifecycle team across the full customer journey — from first purchase through ongoing frequency — while raising the bar on how sophisticated that execution can be.
• Build the business case for new value mechanics — identify where a new lever (referral, incenvites or others you uncover) would meaningfully move LTV, build a testable MVP, and make the resourcing case with data rather than assumption. Loyalty and referral are the first two candidates, not the only two.
• Partner with Product to build a shared customer experience — not “marketing asks, product builds,” but genuine co-ownership of what the personalized customer experience looks like across CRM-owned and product-owned surfaces. This person should be able to walk into a product roadmap conversation as a peer with a point of view on the experience, not just a stakeholder with a request.
• Partner with Data Science on audience infrastructure — define and evolve the segmentation and targeting models that make personalization possible, working with existing DS/data resources rather than building a parallel team.

• LTV per install as the core metric — full ownership of the number, with the mandate to keep pushing it upward year over year, not just maintain it. This is a growth target, not a maintenance target.
• Deepen CRM through personalization — move beyond broadcast/segment-based lifecycle messaging toward a truly 1:1 model: dynamic content, send-time and channel optimization, and offers/messaging that reflect individual behavior (favorite teams, price sensitivity, purchase cadence, event type). Personalization should be the mechanism by which lifecycle marketing gets meaningfully better, not a separate initiative.
• Own and coach the lifecycle team across the full customer journey — from first purchase through ongoing frequency — while raising the bar on how sophisticated that execution can be.
• Build the business case for new value mechanics — identify where a new lever (referral, incenvites or others you uncover) would meaningfully move LTV, build a testable MVP, and make the resourcing case with data rather than assumption. Loyalty and referral are the first two candidates, not the only two.
• Partner with Product to build a shared customer experience — not “marketing asks, product builds,” but genuine co-ownership of what the personalized customer experience looks like across CRM-owned and product-owned surfaces. This person should be able to walk into a product roadmap conversation as a peer with a point of view on the experience, not just a stakeholder with a request.
• Partner with Data Science on audience infrastructure — define and evolve the segmentation and targeting models that make personalization possible, working with existing DS/data resources rather than building a parallel team.

• 10-14 years in lifecycle, CRM, or retention marketing, with meaningful time at a consumer marketplace or app-first business — not exclusively ecommerce
• Experience across both app and web customer experiences
• A demonstrated point of view on personalization as a growth lever — not just “we send personalized emails” but real experience building segmentation/targeting logic that changed outcomes
• A track record of building something from 0-to-1 — a new mechanic, program, or workstream — and making a data-backed case for resourcing it, rather than only running an established playbook
• Player-coach experience — hands-on with a small team day-to-day, not a pure strategy-and-delegate operator
• Real experience influencing a product roadmap without direct authority over it — this role needs to shape decisions, not just request them
• Comfortable partnering with data science teams on segmentation/audience work
• Hands-on familiarity with lifecycle/personalization platforms (Braze or similar)
• Fluent using AI tools to expand what a lean team can cover — this team will scale scope, not headcount

• 10-14 years in lifecycle, CRM, or retention marketing, with meaningful time at a consumer marketplace or app-first business — not exclusively ecommerce
• Experience across both app and web customer experiences
• A demonstrated point of view on personalization as a growth lever — not just “we send personalized emails” but real experience building segmentation/targeting logic that changed outcomes
• A track record of building something from 0-to-1 — a new mechanic, program, or workstream — and making a data-backed case for resourcing it, rather than only running an established playbook
• Player-coach experience — hands-on with a small team day-to-day, not a pure strategy-and-delegate operator
• Real experience influencing a product roadmap without direct authority over it — this role needs to shape decisions, not just request them
• Comfortable partnering with data science teams on segmentation/audience work
• Hands-on familiarity with lifecycle/personalization platforms (Braze or similar)
• Fluent using AI tools to expand what a lean team can cover — this team will scale scope, not headcount

• Exposure to incentives design, incrementality, and economics
• Experience in ticketing, live events, travel, or another seasonal/high-consideration marketplace

This is a rare opportunity to lead a function that fuels the next stage of growth at a fan-first brand. You will be handing the keys to a sophisticated machine learning engine, moving away from manual operations to full automation. At Gametime, your work will shape how millions experience live events, and you’ll lead a team that moves fast, dreams big, and creates with purpose.