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For over 2 years I worked with the NBA international product group who focused on all fans outside the United States——215 countries across 15 languages to be exact. Starting in 2018, new business objectives focusing on user engagement, conversion and retention meant it was time for a product update. Then, a series of major business changes in 2019 prompted an overhaul of the league’s core domestic products in 2020.

Our team was tasked with a massive undertaking. We became part of a cross-functional team of 20 stakeholders including basketball ops, affiliate teams, marketing, engineering, product, analytics, content, advanced stats and production. We facilitated working sessions with senior leadership to define the product strategy, set expectations for scope and timelines, as well as discussed dependencies and risks. In collaboration with product and engineering we aligned on priorities and feature differences for global vs domestic users.

Once released in October 2020, the global unification of content, brand and messaging across all platforms streamlined the process for all internal groups. Deep tracking and analytics provided new insight into how users engaged with various parts of the products, informing future design and business decisions. Additional designs handed off throughout our sprints provided alternatives for A/B testing that the product team could leverage for further improvements.

And for the first time in more than a decade, the NBA had full control over their content across the world.

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For over 2 years I worked with the NBA international product group who focused on all fans outside the United States——215 countries across 15 languages to be exact. Starting in 2018, new business objectives focusing on user engagement, conversion and retention meant it was time for a product update. Then, a series of major business changes in 2019 prompted an overhaul of the league’s core domestic products in 2020.

Our team was tasked with a massive undertaking. We became part of a cross-functional team of 20 stakeholders including basketball ops, affiliate teams, marketing, engineering, product, analytics, content, advanced stats and production. We facilitated working sessions with senior leadership to define the product strategy, set expectations for scope and timelines, as well as discussed dependencies and risks. In collaboration with product and engineering we aligned on priorities and feature differences for global vs domestic users.

Once released in October 2020, the global unification of content, brand and messaging across all platforms streamlined the process for all internal groups. Deep tracking and analytics provided new insight into how users engaged with various parts of the products, informing future design and business decisions. Additional designs handed off throughout our sprints provided alternatives for A/B testing that the product team could leverage for further improvements.

And for the first time in more than a decade, the NBA had full control over their content across the world.

——————

For over 2 years I worked with the NBA international product group who focused on all fans outside the United States——215 countries across 15 languages to be exact. Starting in 2018, new business objectives focusing on user engagement, conversion and retention meant it was time for a product update. Then, a series of major business changes in 2019 prompted an overhaul of the league’s core domestic products in 2020.

Our team was tasked with a massive undertaking. We became part of a cross-functional team of 20 stakeholders including basketball ops, affiliate teams, marketing, engineering, product, analytics, content, advanced stats and production. We facilitated working sessions with senior leadership to define the product strategy, set expectations for scope and timelines, as well as discussed dependencies and risks. In collaboration with product and engineering we aligned on priorities and feature differences for global vs domestic users.

Once released in October 2020, the global unification of content, brand and messaging across all platforms streamlined the process for all internal groups. Deep tracking and analytics provided new insight into how users engaged with various parts of the products, informing future design and business decisions. Additional designs handed off throughout our sprints provided alternatives for A/B testing that the product team could leverage for further improvements.

And for the first time in more than a decade, the NBA had full control over their content across the world.

——————

For over 2 years I worked with the NBA international product group who focused on all fans outside the United States——215 countries across 15 languages to be exact. Starting in 2018, new business objectives focusing on user engagement, conversion and retention meant it was time for a product update. Then, a series of major business changes in 2019 prompted an overhaul of the league’s core domestic products in 2020.

Our team was tasked with a massive undertaking. We became part of a cross-functional team of 20 stakeholders including basketball ops, affiliate teams, marketing, engineering, product, analytics, content, advanced stats and production. We facilitated working sessions with senior leadership to define the product strategy, set expectations for scope and timelines, as well as discussed dependencies and risks. In collaboration with product and engineering we aligned on priorities and feature differences for global vs domestic users.

Once released in October 2020, the global unification of content, brand and messaging across all platforms streamlined the process for all internal groups. Deep tracking and analytics provided new insight into how users engaged with various parts of the products, informing future design and business decisions. Additional designs handed off throughout our sprints provided alternatives for A/B testing that the product team could leverage for further improvements.

And for the first time in more than a decade, the NBA had full control over their content across the world.

Established ways of working remotely with the league as well as within the team, hired and onboarded new talent, and coordinated multiple tracks of work across multiple platforms.

Established ways of working remotely with the league as well as within the team, hired and onboarded new talent, and coordinated multiple tracks of work across multiple platforms.

Established ways of working remotely with the league as well as within the team, hired and onboarded new talent, and coordinated multiple tracks of work across multiple platforms.

Established ways of working remotely with the league as well as within the team, hired and onboarded new talent, and coordinated multiple tracks of work across multiple platforms.

Constructed teams responsible for the core functionality of the products across web, app and TV. Along with a robust design system that evolved the league’s brand.

Constructed teams responsible for the core functionality of the products across web, app and TV. Along with a robust design system that evolved the league’s brand.

Constructed teams responsible for the core functionality of the products across web, app and TV. Along with a robust design system that evolved the league’s brand.

Constructed teams responsible for the core functionality of the products across web, app and TV. Along with a robust design system that evolved the league’s brand.