Front Office Sports

I have led the Wheelhouse relationship with Front Office Sports since I joined the team, and six years later I still own it end to end: delivery, operations, and account growth. Most of that time has been spent building trust with their leadership, and that relationship is what has kept the partnership expanding.

The early work was volume. Editorial, marketing, and product all sent requests at once, most urgent and few related. I built a tracking system that held every competing priority in one view, which gave both teams a shared language for tradeoffs and stopped small requests from crowding out the work that mattered.

As the work grew, so did my involvement in what got built and why. My role shifted from moving projects through to advising on how the pieces fit together, then bringing the right Wheelhouse specialists in to make them real. The strategy holds because the team behind it is exceptional, and my job has been connecting their thinking to the right people on our side.

That has taken the partnership into most corners of their business. Three website overhauls took FOS from a basic newsletter site to the editorial platform their newsroom runs on today. Alongside it: brand and identity, the editorial tools their newsroom uses daily, an advertising site and micro-sites for brand partners, database migrations, an email platform migration, and the identity architecture behind web and their app launch. Each began as a problem their team raised, not a scope we sold, and each one deepened Wheelhouse's position as their agency of record.

Six years in, my role is less about managing projects and more about being a partner their team can rely on, and making sure the right people on both sides are in the room when it counts.