$221M
Q4 Revenue Uplift
Turning DIRECTV's Offer Engine to a Revenue Machine
DIRECTV was bleeding subscribers and the upsell engine was too slow to matter. Campaigns took 6 months to launch, 13 teams had no shared operating model, and the stack was split across 20+ legacy systems. I came in to give the offer journey an owner, build the machine from scratch, and turn seasonal chaos into repeatable commercial revenue. The platform directly supported $221M in Q4 digital retention revenue and cut time-to-value by 60 days.
60D
Faster to Value
65+
Stakeholders Managed
At-a-Glance
Revenue Under Pressure
13 siloed organizations, a 6-month campaign launch cycle, and a revenue platform nobody owned. I was brought in to fix all of it; building the operating model, intake mechanics, and product framing that turned a fragmented offer operation into something that could actually ship and make money across set-top box, web, and mobile.
- Role
- Program & Product Manager
- Client
- DIRECTV
- Industry
- Satellite TV • Streaming • Telecommunications
- Timeline
- Apr 2025 - Nov 2025
- Team / Stakeholders
- 65+
- Budget / Scale
- $10M
- Systems / Technology
DIRECTV Systems
JIRA
Mulesoft
Smartsheet
Snowflake
Problem
DIRECTV was losing subscribers and the upsell engine couldn't keep up. Campaigns took 6 months to launch, 13 teams operated without a shared model, and the stack was split across 20+ legacy systems. The AT&T divorce made it worse: duplicated processes, fractured ownership, and a revenue platform nobody was accountable for.
Mandate
Give the offer journey an owner. I wasn't brought in to manage tickets, I was brought in to define the revenue platform as a product, build the operating model, and make the whole machine work under pressure.
What I Changed
I stood up the intake, grooming, and approval model that replaced ad hoc launch chaos. Defined the offer schema so every team was working from the same source of truth. Handled the AT&T separation without letting it stall execution. Turned a fragmented operation into something that could ship on time & make money.
Outcome
$221M in Q4 digital retention revenue. Campaign cycles cut by 60 days. Offers launching consistently across set-top box, web, and mobile, and for the first time, the platform had an owner.
Problem Statement
A Shrinking, Siloed Machine
DIRECTV needed someone to fix a brittle revenue system inside a shrinking legacy business. Campaigns took too long to launch, 13 teams operated without a shared model, and the stack was fragmented across 20+ legacy systems with no single owner accountable for the offer journey end-to-end.
Then the AT&T divorce happened. Processes that were already broken had to be duplicated and re-architected under even more organizational pressure, with decisioning, billing, and execution all at risk of stalling. The business needed the revenue platform to work, and it needed it to work faster than the org chart made possible.
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“
Katherine Huynh
Sr. Director of Product Marketing, DIRECTV
What I Owned
I Gave the Revenue Journey an Owner
I owned the messy middle: operating model, launch mechanics, and enough of the product layer to make the whole machine work. I didn't babysit delivery, I stopped the bleed and gave the revenue platform lasting ownership.
- 1
Product ownership
Defined the revenue platform as a product, w/ clear scope, ownership, and shared offer schema.
- 2
Operating model
Built intake, grooming, and approval model that replaced ad hoc launch chaos.
- 3
AT&T separation
Handled the AT&T divorce duplication while keeping decisioning, billing, and execution moving.
- 4
Launch mechanics
Delivered targeted sports & premium offers faster with strong commercial payoff.
- 5
Revenue journey
Mapped every team and system involved in a campaign launch
Solution
One Engine, Many Offers
I treated the digital revenue platform as both a product and an operating system. The solution was not a single feature, it was a repeatable way to design, approve, launch, and measure targeted offers across every key sales surface.
Impact
Revenue, Speed, Control
Once the revenue model had an owner and the launch mechanics were rebuilt, the platform moved faster, launched more coherently, and turned retention pressure into measurable revenue.
$221M
Q4 Revenue Uplift
60D
Faster to Value
65+
Stakeholders
20+
Systems in Play
Problem
Campaign launches dragged for 6 months.
01
Decision
I identified that the real blocker was not just old tech, it was the lack of end-to-end ownership across a shrinking, high-pressure revenue system.
Outcome
Sports & premium launches moved 60 days faster.
Problem
Teams worked in parallel, not in sync.
02
Decision
I stood up the operating model, intake flow, approvals, and product framing that made the platform usable instead of theoretical.
Outcome
Offer journey had 1 operating model and clear ownership.
Problem
Offers were inconsistent across channels.
03
Decision
Once the machine worked, DIRECTV could launch targeted offers faster across set-top box, web, and mobile, and revenue showed up.
Outcome
The platform helped drive $221M in Q4 digital retention revenue supported.
“
Katherine Huynh
Sr. Director of Product Marketing, DIRECTV
Recognition
Press & Accolades
The strongest external proof was not a trophy, it was market validation. As DIRECTV expanded add-ons, genre packs, and personalization, major outlets started covering the offer ecosystem as a real consumer advantage, not just another cable bundle.
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