Outcome Signals
The clearest proof points from the role.
20,000 → 300,000 users
120 → 7,000 daily active users
3% → 15% monthly profit margins
~1–2% → ~16% market share over two years
Gaming / sports engagement
Mastermind Sports
Scaled users from 20,000 to 300,000, moved DAU from 120 to 7,000, and improved margins from 3% to 15% while growing market share.
Team Shape
Product leadership blended with analytics, growth, and commercial strategy
Primary Focus
User growth, engagement, and product-market differentiation
Outcome Theme
Scaled adoption and improved economics at the same time
At A Glance
The outcomes, ownership, and public context in one pass.
A quicker read of the work before getting into the fuller story.
What I Owned
Decision making, prioritisation, and hands-on product detail.
- Owned and managed the product portfolio by analysing market trends, identifying gaps, and generating new ideas to expand market share.
- Combined product thinking with business and consumer analytics to spot opportunities and improve engagement.
- Used pricing, promotional strategy, and market differentiation to improve business outcomes alongside product growth.
- Worked on a live, engagement-driven product where user behaviour and rapid iteration mattered.
Visual Context
Public-safe references from the product or brand footprint.
Relevant Links
Public references and touchpoints for the product story.
Case Study
The story, broken into the parts that mattered.
A lighter narrative read through the context, challenge, ownership, working style, and business effect.
Section 01
Company Overview and Product Context
Mastermind Sports operated in the sports engagement and gaming space, focused on making live sports more interactive and social. Public press coverage positioned the company around virtual-currency sports prediction and second-screen fan experiences.
That meant the product challenge was not only about feature delivery, but also about user growth, engagement loops, and differentiated market positioning.
Section 02
Challenge and Opportunity
The opportunity was to grow aggressively inside a crowded category while building a product that could hold user attention during live sports cycles.
Success depended on product-market fit, behavioural insight, and fast iteration backed by analytics rather than intuition alone.
Section 03
What I Owned
I owned the broader product portfolio and managed it through market analysis, gap identification, and idea generation designed to expand share and improve engagement.
My role extended beyond standard PM responsibilities into commercial thinking, because product outcomes and business model performance were tightly connected.
Section 04
How I Worked
I leaned heavily on current market signals, consumer behaviour, and product analytics to guide prioritisation. That allowed us to identify where the product could differentiate in both experience and economics.
The role required a blend of product management, growth strategy, and operational decision making that pushed me to think commercially as well as functionally.
Section 05
Outcomes and Business Impact
Over roughly two years, the product scaled from 20,000 users to 300,000, while daily active users grew from 120 to 7,000.
Margins improved from 3% to 15% monthly, and market share expanded from roughly 1–2% to around 16 percent, showing the value of pairing strong product thinking with business analytics and differentiated positioning.