Experience

Eli & Bessie Cohen Camps
• United States
• Civic and Social Organizations
• Development Director

  • 2013 - Present


Tampa Bay Buccaneers

• United States
• Spectator Sports
• 400 - 500 Employee

• Director of Guest & Member Relations

  • Aug 2011 - Mar 2013

  Responsible for the renewal of $41M in annual revenues including: luxury inventory, premium club seats, contractual and non-contractual seats, and all non-premium inventory. Direct the creation, recruiting, hiring and development all aspects of a service retention department including all programming, events, initiatives and structure. Strategic Responsibilities: • Assessed and built data processes to understand season ticket holder base • Recruited, hired, and trained… Show more Responsible for the renewal of $41M in annual revenues including: luxury inventory, premium club seats, contractual and non-contractual seats, and all non-premium inventory. Direct the creation, recruiting, hiring and development all aspects of a service retention department including all programming, events, initiatives and structure. Strategic Responsibilities: • Assessed and built data processes to understand season ticket holder base • Recruited, hired, and trained department management and associates to support account distribution from sports, entertainment and hospitality industries • Rebranded internal classification of season ticket holders, driving a customer-first culture to support a membership-driven affiliation with team, including rebranding department as “Guest & Member Relations” & reclassifying season ticket holders as “Season Pass Members” • Through data obtained via surveys & fan outreach, created target categories of STH's and developed season ticket holder benefits to support retention • Work closely with CMO to develop new invoicing options and schedules, to provide a longer renewal cycle and engage season pass holders around marquee events • Evaluate effectiveness of Service & Retention Strategy including identifying opportunities for GMR Associates to meet the needs and adjust value equation for members • Identify individual accounts with basic non-renewal tendencies & devised an account-by-account plan to engage customers throughout the season with internal low cost assets not utilized in past. • Develop sales leads for GMR Associates and act as liaison for the sales and group sales department to develop additional revenue streams. Leadership Duties: • Oversee a departmental staff of 14. • Develop & foster teamwork, employee morale, motivation & communication • Provide ongoing departmental training, daily, weekly and monthly reports & forecasting • Work with sales, ticket ops, partnership and marketing departments Show less Responsible for the renewal of $41M in annual revenues including: luxury inventory, premium club seats, contractual and non-contractual seats, and all non-premium inventory. Direct the creation, recruiting, hiring and development all aspects of a service retention department including all programming, events, initiatives and structure. Strategic Responsibilities: • Assessed and built data processes to understand season ticket holder base • Recruited, hired, and trained… Show more Responsible for the renewal of $41M in annual revenues including: luxury inventory, premium club seats, contractual and non-contractual seats, and all non-premium inventory. Direct the creation, recruiting, hiring and development all aspects of a service retention department including all programming, events, initiatives and structure. Strategic Responsibilities: • Assessed and built data processes to understand season ticket holder base • Recruited, hired, and trained department management and associates to support account distribution from sports, entertainment and hospitality industries • Rebranded internal classification of season ticket holders, driving a customer-first culture to support a membership-driven affiliation with team, including rebranding department as “Guest & Member Relations” & reclassifying season ticket holders as “Season Pass Members” • Through data obtained via surveys & fan outreach, created target categories of STH's and developed season ticket holder benefits to support retention • Work closely with CMO to develop new invoicing options and schedules, to provide a longer renewal cycle and engage season pass holders around marquee events • Evaluate effectiveness of Service & Retention Strategy including identifying opportunities for GMR Associates to meet the needs and adjust value equation for members • Identify individual accounts with basic non-renewal tendencies & devised an account-by-account plan to engage customers throughout the season with internal low cost assets not utilized in past. • Develop sales leads for GMR Associates and act as liaison for the sales and group sales department to develop additional revenue streams. Leadership Duties: • Oversee a departmental staff of 14. • Develop & foster teamwork, employee morale, motivation & communication • Provide ongoing departmental training, daily, weekly and monthly reports & forecasting • Work with sales, ticket ops, partnership and marketing departments Show less



NBA - Charlotte Bobcats

• Director, Premium & Season Ticket Services

  • Dec 2003 - Aug 2011

  Responsible for the renewal of $30M in annual revenues including: luxury inventory, premium club seats, contractual and non-contractual seats, and all non-premium inventory. Strategic Responsibilities: • Build strong relationships & create target categories of STH's & develop STH benefits to support retention • Plan, implement, and coordinate interactions between season ticket holders and the players and/or coaches and senior executives of the… Show more Responsible for the renewal of $30M in annual revenues including: luxury inventory, premium club seats, contractual and non-contractual seats, and all non-premium inventory. Strategic Responsibilities: • Build strong relationships & create target categories of STH's & develop STH benefits to support retention • Plan, implement, and coordinate interactions between season ticket holders and the players and/or coaches and senior executives of the organization. • Create and implement strategic “urgency drivers” that push best practice initiatives ("Saves Campaign") • Work closely with VP of Sales and Service to execute our invoicing process from March 15th (2010) to November 1st (2010) - giving us a longer renewal cycle • Work closely with VP of Sales and Service to implement “exploding deadlines” and manufactured renewal urgency points to the overall process • Develop Referral Program through existing STH’s with “urgency drivers” timelines that encompass benefits that fit their lifestyles. • Develop Membership programs – 12 month calendar of events – targeted to specific segments (family, business, sports) engaging customer base throughout the entire calendar year. Results: • Strategic implementations have placed us 65% (and $11,337,703) ahead of prior season’s pace (we currently ended at 93.2% for $28,824,561 vs. last season’s total of 34.2% for $9,486,858 on the same week last year). • Work with arena staff, facility ops, sales & marketing departments • Developed customized benefit packages for premium contracted accounts – through exploding deadlines, and escalator freezes - secured 60% revenue jump prior to first invoice due. • Developed early fencesitter scores (similar to regression analysis) to identify Season Ticket Holders based on number of seats, revenue spend, tenure and attendance. Allowed us to specifically target STH’s and customize gifting and game and special event attendance – 90% renewal based on this specific client base. Show less Responsible for the renewal of $30M in annual revenues including: luxury inventory, premium club seats, contractual and non-contractual seats, and all non-premium inventory. Strategic Responsibilities: • Build strong relationships & create target categories of STH's & develop STH benefits to support retention • Plan, implement, and coordinate interactions between season ticket holders and the players and/or coaches and senior executives of the… Show more Responsible for the renewal of $30M in annual revenues including: luxury inventory, premium club seats, contractual and non-contractual seats, and all non-premium inventory. Strategic Responsibilities: • Build strong relationships & create target categories of STH's & develop STH benefits to support retention • Plan, implement, and coordinate interactions between season ticket holders and the players and/or coaches and senior executives of the organization. • Create and implement strategic “urgency drivers” that push best practice initiatives ("Saves Campaign") • Work closely with VP of Sales and Service to execute our invoicing process from March 15th (2010) to November 1st (2010) - giving us a longer renewal cycle • Work closely with VP of Sales and Service to implement “exploding deadlines” and manufactured renewal urgency points to the overall process • Develop Referral Program through existing STH’s with “urgency drivers” timelines that encompass benefits that fit their lifestyles. • Develop Membership programs – 12 month calendar of events – targeted to specific segments (family, business, sports) engaging customer base throughout the entire calendar year. Results: • Strategic implementations have placed us 65% (and $11,337,703) ahead of prior season’s pace (we currently ended at 93.2% for $28,824,561 vs. last season’s total of 34.2% for $9,486,858 on the same week last year). • Work with arena staff, facility ops, sales & marketing departments • Developed customized benefit packages for premium contracted accounts – through exploding deadlines, and escalator freezes - secured 60% revenue jump prior to first invoice due. • Developed early fencesitter scores (similar to regression analysis) to identify Season Ticket Holders based on number of seats, revenue spend, tenure and attendance. Allowed us to specifically target STH’s and customize gifting and game and special event attendance – 90% renewal based on this specific client base. Show less



KCSB, Inc

• Tour Manager, KC & The Sunshine Band

  • Jan 1991 - Jun 2001

  Responsibilities: • Handled all VIP and guest services. • Responsible for the fan club and all customer service concerns. • Responsible for creating and coordinating live concert events for said major artist. • Solicited talent for concert performances, and radio, TV, and print advertising. • Coordinated with major booking agents, managers, and publicists for artist promotion for concerts, television, and movie appearances. • Booked venues and arranged all logistics for… Show more Responsibilities: • Handled all VIP and guest services. • Responsible for the fan club and all customer service concerns. • Responsible for creating and coordinating live concert events for said major artist. • Solicited talent for concert performances, and radio, TV, and print advertising. • Coordinated with major booking agents, managers, and publicists for artist promotion for concerts, television, and movie appearances. • Booked venues and arranged all logistics for lodging, and all air/ground transportation for a 22 person band and crew. • Responsible for on-site trouble shooting during a 200 day a year global tour. • Coordinated with business management to provide financial management/budget and tour analysis while on tour and provided all post show expense reports. • Reported directly to personal management office and worked closely with booking agent William Morris. • Coordinated with production manager for pre & post show advancing, along with venue managers, promoters, and venue security. • Coordinated after show meet & greets with radio station promotions. • Venues included large amphitheaters to local fairs/festivals, recording studios, sporting events, and television and movie sets. Results: • Barb Stevens Fan Club established by fans due to the service provided to the fans. • Pollstar award best management festivals and fairs 1989. • 10 year tenure booked dates increased from 80 per year to 175. Increased revenue profits by 110% • Booked 4,000,800.00 in private corporate dates 1989-1999. Show less Responsibilities: • Handled all VIP and guest services. • Responsible for the fan club and all customer service concerns. • Responsible for creating and coordinating live concert events for said major artist. • Solicited talent for concert performances, and radio, TV, and print advertising. • Coordinated with major booking agents, managers, and publicists for artist promotion for concerts, television, and movie appearances. • Booked venues and arranged all logistics for… Show more Responsibilities: • Handled all VIP and guest services. • Responsible for the fan club and all customer service concerns. • Responsible for creating and coordinating live concert events for said major artist. • Solicited talent for concert performances, and radio, TV, and print advertising. • Coordinated with major booking agents, managers, and publicists for artist promotion for concerts, television, and movie appearances. • Booked venues and arranged all logistics for lodging, and all air/ground transportation for a 22 person band and crew. • Responsible for on-site trouble shooting during a 200 day a year global tour. • Coordinated with business management to provide financial management/budget and tour analysis while on tour and provided all post show expense reports. • Reported directly to personal management office and worked closely with booking agent William Morris. • Coordinated with production manager for pre & post show advancing, along with venue managers, promoters, and venue security. • Coordinated after show meet & greets with radio station promotions. • Venues included large amphitheaters to local fairs/festivals, recording studios, sporting events, and television and movie sets. Results: • Barb Stevens Fan Club established by fans due to the service provided to the fans. • Pollstar award best management festivals and fairs 1989. • 10 year tenure booked dates increased from 80 per year to 175. Increased revenue profits by 110% • Booked 4,000,800.00 in private corporate dates 1989-1999. Show less