I see around corners. Then I bring everyone else along.

The WNBA's connected TV app ran on a third-party vendor's platform. That capped the league's control over the fan experience, the roadmap, and monetization, right as audience and ad demand were both growing fast.

I led the rebuild: 9 teams across engineering, ads, identity, analytics, feeds, design, legal, and marketing, with a deadline tied to the start of the season. I started with a teardown of the existing WNBA and NBA apps to map the fan journey and define what the new platform actually needed: onboarding, navigation, live and VOD playback, in-app purchases, stats. From there I split the rebuild into 3 MVP phases with cross-team demos after each, so we could catch problems before they compounded.

Midway through planning, leadership pushed hard for Multiview at launch since it had worked well on the NBA app. I held it back. The WNBA has far fewer concurrent games than the NBA, so the payoff was unproven, and pulling engineers off resume watching (which fans rely on every time they jump back into a live game) would have put core playback at risk for a feature with no validated demand. Multiview moved to post-launch, pending real usage data.

• 100K+ concurrent fans on opening night
• Estimated 3.1M ad impressions and $80K to $100K in ad revenue on day one
• Full in-house control of the tech, the roadmap, and monetization
• The same architecture can support launches for other leagues and teams

I joined Nickelodeon right after Nick and Nick Jr. migrated onto Paramount's shared streaming platform. The migration standardized backend services across brands like MTV and Comedy Central, but it also stripped out the kid-first experience that set our apps apart: games, search, and simple navigation got replaced with text-heavy interfaces young kids couldn't use. Engagement and app store ratings both dropped, and the apps went into maintenance mode with no recovery plan.

I compared pre- and post-migration engagement data with the analytics team, then ran app store review analysis, support ticket review, and usability sessions with kids. Three things stood out: removing games directly correlated with shorter sessions and higher drop-off, the new text-heavy navigation created real friction for non-readers, and the migration had also quietly built a backend that could support faster delivery later if I used it right.

Leadership pushed back on my initial recovery plan over complexity and cost. I repositioned the apps as the entry point into Paramount's streaming ecosystem: the place families landed before they were ready to pay for Paramount+ or Noggin. That got buy-in from product leadership, engineering, QA, web, legal, backend, and design.

The plan called for restoring native mobile games, but rebuilding the legacy games for the new codebase would have taken far more engineering time for limited long-term value. I chose HTML5 web games delivered through a custom mobile wrapper: it shipped faster and gave us something reusable for future projects.

I led 12 engineers across iOS and Android, plus QA, web, backend, and design partners, over about a year for the first two phases. The web team was the biggest dependency for the games wrapper, so I built that relationship early, before any risk showed up. It paid off: when delivery started slipping, I found the cause was resourcing on the web side. So I had my own engineers pick up some of the wrapper work to keep the timeline intact.

• +18% engagement time: 5.5M additional minutes per month, from around 30M to over 36M
• App store ratings recovered above 4 stars
• $125K to $250K in new annual ad revenue
• Repositioned the apps from maintenance mode to a strategic part of Paramount's ecosystem

"What sets Matt apart is his deep technical expertise. He understands the intricacies of engineering and knows how to communicate them to non-technical stakeholders. That blend of technical knowledge and communication lets him connect product and engineering, and makes sure everyone on the team is working toward the same goal."

— Adrian Cireasa, Project Manager, Nickelodeon

Tubi's Fire TV Live Tab traffic was dropping fast, on a platform reaching millions of CTV users where Amazon's Live Tab had become a major discovery surface for us.

I worked with Data Science, Engineering, and Amazon's Live platform team to trace the full path from discovery to tune-in. We ruled out a recent update from our news team early on. Amazon's manual channel ingestion was capping us at around 50 channels, leaving many of our best-performing feeds invisible on the Live Tab. Engineering confirmed it wasn't a bug: our reliance on non-Gracenote IDs meant we couldn't scale ingestion on Amazon's system at all.

The fix meant trading a high-performing channel that didn't have a Gracenote ID for triple the overall channel coverage. I made that call: a short-term loss for long-term scale and credibility with Amazon. It got fast buy-in across Content, Live Ops, and Amazon itself.

When Amazon needed extra backend work to support channel-order testing, I prioritized speed to catch an upcoming traffic window and pushed ordering optimization to a second phase. We launched in a single push, since the platform didn't support a staged rollout, and managed risk with frequent updates instead.

• +20% traffic and ad revenue lift within days
• Tripled the overall channel catalog
• Amazon cited the update as a model response to platform feedback
• Strengthened the case for continued investment in Live

"Whether it was engaging with stakeholders, negotiating priorities, or providing updates to leadership, he did so with confidence and clarity."

— Ben Clissen, Senior Technical Project Manager, Nickelodeon

My boss had been leading our push to launch on Apple Vision Pro. The day leadership finally approved it, she was on vacation, which left a real leadership gap right as the clock started on a deadline tied to hundreds of thousands of dollars in current and future Apple editorial promotions.

I stepped in immediately. I reviewed the existing documentation and go-to-market plan, then met with engineering, marketing, product leadership, legal, and content, including late-night syncs with engineers in Beijing, to check our workstreams against Apple's expectations. Three gaps showed up fast: our go-to-market plan no longer matched Apple's positioning for Vision Pro, milestone ownership was unclear, and a couple of deliverables tied to editorial exposure were at risk of getting missed.

Some people questioned whether we should keep moving without my boss in the loop. I addressed it directly, told the team I had her confidence, and we kept moving. I rebuilt the go-to-market plan with Marketing around Apple's editorial and technical priorities, built a workback schedule that made ownership clear, and ran weekly cross-functional syncs to keep deliverables on track.

One open question was the storefront art: match our existing platform style, or lead with Vision Pro's AR features. I'd already helped Design clear lower-priority work off their plate so they had room to build both versions, and we ran an A/B test at launch rather than picking based on opinion. The AR-focused design won.

• Launched on time, meeting our commitment to Apple
• $150K+ in new editorial promotional value from Apple
• Strengthened the partnership and opened the door to future high-visibility placements
• Vision Pro itself had a limited user base, as expected; the promotions still drove a noticeable lift in downloads elsewhere

"He never shied away from a challenge, happily stepping up to lead when there was a vacuum, like shepherding the Vision Pro launch across the finish line."

— David Golan, Senior Product Manager, Tubi