From seed stage to unicorns
with nine-figure budgets.
Scaling brands. Architecting partnerships. Leading teams.

Paid consulting and expert network engagements across sports betting, gaming, and media. Partnership and go-to-market advisory for early-stage gaming and sports technology companies.

Nigel Eccles — FanDuel's original founder — asked me to help build something new from scratch. My title was CMO but the job was broader: I owned the P&L across marketing, trading, risk, vendor contracts, business development, and financial reporting. We reached Series A in under a year, built a real team, and scaled to significant international betting volume.

I joined BetMGM before it had a marketing team. The company was ten people. I built the partnerships function from zero — every league deal, every media partner, every influencer contract — and negotiated over $750M in total lifetime deal value across 50+ strategic partners. By the time I left, the company was doing $2B a year and had 1,500 employees. I also built things that had never been done before: integrating Marriott Bonvoy loyalty into a sportsbook, geotargeted promotions inside partner venues, branded online casino games using licensed IP.

I started in customer support when FanDuel was a startup nobody outside fantasy sports had heard of. Over six years I worked my way to leading partnerships across daily fantasy and sportsbook — $25M+ in annual spend, 250,000+ new customer activations, and foundational deals like Barstool Sports. FanDuel was where I learned the craft.