Fandango & RT Brand Content, Programming & Analytics Leadership

Overview

Led cross-platform content and programming operations for Fandango and Rotten Tomatoes across owned-and-operated platforms, syndication partners, and strategic brand partnerships, integrating real-time analytics into daily decision-making while establishing executive-facing reporting frameworks and strategic planning infrastructure.

Expanded the function beyond content publishing to include KPI ownership, OKR alignment, and brand goal setting across teams.

Role

  • Produced and managed the Fandango weekly original video series Weekend Ticket and Frontrunners - overseeing scheduling, talent booking, creative development, reporting - delivering final assets on time, on brand, and on budget.

  • Collaborated with 30+ entertainment artists and studios to produce experiential Fandango content including movie-inspired pop-up galleries and commissioned fan art campaigns, supporting engagement and IP-driven activations.

  • Owned Fandango production timelines and budgets, managing all documentation and vendor relationships (SOWs, W-9s, MSAs, etc.) to keep projects on track and audit-ready.

  • Directed Rotten Tomatoes and Fandango daily content programming across homepage, app, and newsletters

  • Integrated analytics into brand programming prioritization and content flow

  • Created and led weekly and monthly brand performance meetings

  • Built executive-ready KPI trackers and leadership decks for RT

  • Led Rotten Tomatoes OKR development and tracking for content and audience growth

  • Helped define and align brand-level performance goals

Challenge

As the brands expanded globally across web, mobile, and syndication channels, editorial operations risked becoming reactive rather than strategically aligned.

We needed to:

  • Create clearer visibility into performance metrics

  • Align programming decisions with company OKRs

  • Standardize reporting across leadership stakeholders

  • Improve cross-functional communication between editorial, production and marketing

The goal was to shift from publishing velocity to measurable strategic impact.

Strategy

1. Analytics-Driven Programming

  • Integrated Adobe, Looker, and Chartbeat signals into daily editorial workflows

  • Built structured processes and criteria tied to programming, content creation, and audience engagement

  • Used data to inform content creation, headline testing, module prioritization, and IP positioning

2. Executive Reporting & Deck Creation

  • Created recurring executive leadership dashboards and decks outlining KPIs, performance trends, and growth initiatives

  • Built quarterly OKR presentations and agendas tying brand initiatives to business objectives

  • Standardized reporting frameworks to improve clarity across stakeholders

3. Team Meeting Revamp & Alignment

  • Reformatted weekly and monthly content meetings to be focused, high-impact, and more engaging while still giving us performance and priority updates.

  • Introduced KPI review segments into recurring team cadence

  • Established clearer goal ownership across functions

4. Brand Goal Setting

  • Contributed to defining measurable brand goals tied to audience growth and engagement

  • Ensured editorial strategy aligned with product and monetization priorities

  • Helped shape annual planning conversations through performance insights

Results

  • Increased executive visibility into brand performance and growth metrics

  • Improved alignment between content, product, and revenue teams

  • Shifted programming culture toward measurable impact

  • Strengthened OKR accountability across the organization

Impact

Transformed content operations from a publishing engine into a performance-aligned strategic function — integrating analytics, executive reporting, and structured planning into the core of the content organization.