Plain Sight helps organizations connect research, context, and strategic thinking to uncover what matters, understand the bigger picture, and turn information into clearer decisions.
SELECTED WORK
What becomes clear when the right questions are asked.
A note on the work
The work shown here includes projects I led while working inside these organizations. I’m sharing them as examples of my experience and approach, not as Plain Sight Strategy client work.
STARZ
01
The question
STARZ was considering a series unlike anything else in its portfolio.
02
The signals
The research looked beyond broad demographic labels to understand who was connecting with P-Valley, what they were responding to and whether the show had enough appeal to establish an audience on its own.
03
The gap
The underlying assumption was that expanding the portfolio with a very different Black-led series could compete with, dilute or alienate the audience STARZ had already built.
04
What became clear
The research challenged the idea that demographic similarity meant shared content preferences.
05
The influence
The work helped give STARZ greater confidence that P-Valley represented a viable audience opportunity and contributed to the broader decision-making around moving the series forwa
STARZ - Validating a New Audience Opportunity for P-Valley
STARZ
01
The question
STARZ was considering a series unlike anything else in its portfolio.
02
The signals
The research looked beyond broad demographic labels to understand who was connecting with P-Valley, what they were responding to and whether the show had enough appeal to establish an audience on its own.
03
The gap
The underlying assumption was that expanding the portfolio with a very different Black-led series could compete with, dilute or alienate the audience STARZ had already built.
04
What became clear
The research challenged the idea that demographic similarity meant shared content preferences.
05
The influence
The work helped give STARZ greater confidence that P-Valley represented a viable audience opportunity and contributed to the broader decision-making around moving the series forwa
STARZ - Validating a New Audience Opportunity for P-Valley
STARZ
01
The question
STARZ was considering a series unlike anything else in its portfolio.
02
The signals
The research looked beyond broad demographic labels to understand who was connecting with P-Valley, what they were responding to and whether the show had enough appeal to establish an audience on its own.
03
The gap
The underlying assumption was that expanding the portfolio with a very different Black-led series could compete with, dilute or alienate the audience STARZ had already built.
04
What became clear
The research challenged the idea that demographic similarity meant shared content preferences.
05
The influence
The work helped give STARZ greater confidence that P-Valley represented a viable audience opportunity and contributed to the broader decision-making around moving the series forwa
STARZ - Validating a New Audience Opportunity for P-Valley
EVENTBRITE
01
The question
Eventbrite had strong research capabilities across different parts of the organization, but those capabilities were not always operating as one connected system.
02
The signals
One group might be focused on the market and consumer behavior.
03
The gap
The business did not lack information or expertise.
04
What became clear
The answer was not simply combining teams or standardizing every method.
05
The influence
The work laid out a future-state vision for a more coordinated and strategic insights function, with clearer ownership, stronger prioritization and better connections between market understanding, product experience and event host feedback.
Rethinking How Research & Insights Support the Business
EVENTBRITE
01
The question
Eventbrite had strong research capabilities across different parts of the organization, but those capabilities were not always operating as one connected system.
02
The signals
One group might be focused on the market and consumer behavior.
03
The gap
The business did not lack information or expertise.
04
What became clear
The answer was not simply combining teams or standardizing every method.
05
The influence
The work laid out a future-state vision for a more coordinated and strategic insights function, with clearer ownership, stronger prioritization and better connections between market understanding, product experience and event host feedback.
Rethinking How Research & Insights Support the Business
EVENTBRITE
01
The question
Eventbrite had strong research capabilities across different parts of the organization, but those capabilities were not always operating as one connected system.
02
The signals
One group might be focused on the market and consumer behavior.
03
The gap
The business did not lack information or expertise.
04
What became clear
The answer was not simply combining teams or standardizing every method.
05
The influence
The work laid out a future-state vision for a more coordinated and strategic insights function, with clearer ownership, stronger prioritization and better connections between market understanding, product experience and event host feedback.
Rethinking How Research & Insights Support the Business
EVENTBRITE
01
The question
Eventbrite needed a clearer understanding of the U.S. non-music events market.
02
The signals
The work combined market modeling, external data and research with event hosts.
03
The gap
A large market-size number on its own would not tell the business what to do.
04
What became clear
Growth needed to be viewed through several lenses at once: category, geography, event size, market trajectory and competitive posit
05
The influence
The work gave Eventbrite a more practical framework for thinking about market opportunity and helped identify where the business could focus its attention rather than treating the entire events market as one undifferentiated opportunity.
Market Opportunity - Understanding Where Eventbrite Could Grow
EVENTBRITE
01
The question
Eventbrite needed a clearer understanding of the U.S. non-music events market.
02
The signals
The work combined market modeling, external data and research with event hosts.
03
The gap
A large market-size number on its own would not tell the business what to do.
04
What became clear
Growth needed to be viewed through several lenses at once: category, geography, event size, market trajectory and competitive posit
05
The influence
The work gave Eventbrite a more practical framework for thinking about market opportunity and helped identify where the business could focus its attention rather than treating the entire events market as one undifferentiated opportunity.
Market Opportunity - Understanding Where Eventbrite Could Grow
EVENTBRITE
01
The question
Eventbrite needed a clearer understanding of the U.S. non-music events market.
02
The signals
The work combined market modeling, external data and research with event hosts.
03
The gap
A large market-size number on its own would not tell the business what to do.
04
What became clear
Growth needed to be viewed through several lenses at once: category, geography, event size, market trajectory and competitive posit
05
The influence
The work gave Eventbrite a more practical framework for thinking about market opportunity and helped identify where the business could focus its attention rather than treating the entire events market as one undifferentiated opportunity.
Market Opportunity - Understanding Where Eventbrite Could Grow
EVENTBRITE
01
The question
Eventbrite already had a useful point of view on its target consumer, but the business needed a more complete understanding of the broader market.
02
The signals
The global work identified several distinct consumer groups with different motivations, event behaviors and ways of discovering and choosing experiences.
03
The gap
The challenge was not simply identifying different audience groups.
04
What became clear
Two consumers could be equally valuable to the business for very different reasons.
05
The influence
The segmentation created a more actionable framework for audience prioritization and was designed to support marketing, creative development, media strategy, personalization, product planning and future consumer research.
Consumer Segmentation - Identifying High-Potential Audiences
EVENTBRITE
01
The question
Eventbrite already had a useful point of view on its target consumer, but the business needed a more complete understanding of the broader market.
02
The signals
The global work identified several distinct consumer groups with different motivations, event behaviors and ways of discovering and choosing experiences.
03
The gap
The challenge was not simply identifying different audience groups.
04
What became clear
Two consumers could be equally valuable to the business for very different reasons.
05
The influence
The segmentation created a more actionable framework for audience prioritization and was designed to support marketing, creative development, media strategy, personalization, product planning and future consumer research.
Consumer Segmentation - Identifying High-Potential Audiences
EVENTBRITE
01
The question
Eventbrite already had a useful point of view on its target consumer, but the business needed a more complete understanding of the broader market.
02
The signals
The global work identified several distinct consumer groups with different motivations, event behaviors and ways of discovering and choosing experiences.
03
The gap
The challenge was not simply identifying different audience groups.
04
What became clear
Two consumers could be equally valuable to the business for very different reasons.
05
The influence
The segmentation created a more actionable framework for audience prioritization and was designed to support marketing, creative development, media strategy, personalization, product planning and future consumer research.
Consumer Segmentation - Identifying High-Potential Audiences
EVENTBRITE
01
The question
Eventbrite was evaluating how its product should be priced and packaged for different types of event hosts.
02
The signals
The work explored how event hosts responded to different combinations of pricing structures, product features and usage levels.
03
The gap
The central tension was balancing the needs of existing customers with the opportunity to create more value from higher-need event hosts.
04
What became clear
A single pricing approach would not work equally well for everyone.
05
The influence
The work gave the business a stronger framework for evaluating pricing and packaging tradeoffs and helped inform how different event host needs, product features and revenue considerations could come together in a future portfolio.
Pricing & Packaging Strategy
EVENTBRITE
01
The question
Eventbrite was evaluating how its product should be priced and packaged for different types of event hosts.
02
The signals
The work explored how event hosts responded to different combinations of pricing structures, product features and usage levels.
03
The gap
The central tension was balancing the needs of existing customers with the opportunity to create more value from higher-need event hosts.
04
What became clear
A single pricing approach would not work equally well for everyone.
05
The influence
The work gave the business a stronger framework for evaluating pricing and packaging tradeoffs and helped inform how different event host needs, product features and revenue considerations could come together in a future portfolio.
Pricing & Packaging Strategy
EVENTBRITE
01
The question
Eventbrite was evaluating how its product should be priced and packaged for different types of event hosts.
02
The signals
The work explored how event hosts responded to different combinations of pricing structures, product features and usage levels.
03
The gap
The central tension was balancing the needs of existing customers with the opportunity to create more value from higher-need event hosts.
04
What became clear
A single pricing approach would not work equally well for everyone.
05
The influence
The work gave the business a stronger framework for evaluating pricing and packaging tradeoffs and helped inform how different event host needs, product features and revenue considerations could come together in a future portfolio.
Pricing & Packaging Strategy
VIACOMCBS / PARAMOUNT
01
The question
At a high level, consumer behavior within a category can appear relatively straightforward.
02
The signals
The research revealed meaningful differences in what people valued, how they approached the
03
The gap
The issue was not a lack of data.
04
What became clear
Culture influenced more than product preference.
05
The influence
The work gave teams a more nuanced foundation for thinking about audience, positioning and category strategy — moving the conversation beyond demographic differences toward the reasons behind them.
Multicultural Alcohol Category - Cultural Insights / Category Strategy
VIACOMCBS / PARAMOUNT
01
The question
At a high level, consumer behavior within a category can appear relatively straightforward.
02
The signals
The research revealed meaningful differences in what people valued, how they approached the
03
The gap
The issue was not a lack of data.
04
What became clear
Culture influenced more than product preference.
05
The influence
The work gave teams a more nuanced foundation for thinking about audience, positioning and category strategy — moving the conversation beyond demographic differences toward the reasons behind them.
Multicultural Alcohol Category - Cultural Insights / Category Strategy
VIACOMCBS / PARAMOUNT
01
The question
At a high level, consumer behavior within a category can appear relatively straightforward.
02
The signals
The research revealed meaningful differences in what people valued, how they approached the
03
The gap
The issue was not a lack of data.
04
What became clear
Culture influenced more than product preference.
05
The influence
The work gave teams a more nuanced foundation for thinking about audience, positioning and category strategy — moving the conversation beyond demographic differences toward the reasons behind them.
Multicultural Alcohol Category - Cultural Insights / Category Strategy
VIACOMCBS / PARAMOUNT
01
The question
not mean everyone understood it in the same way or approached support in the same way.
02
The signals
The work compared multiple creative formats and placements across social and digital channels.
03
The gap
A simple “winning ad” would have been an incomplete answer.
04
What became clear
There was no single definition of the best-performing creative.
05
The influence
The work gave the teams a clearer way to evaluate creative against specific business goals and
Citi x The Daily Show — Creative Effectiveness / Brand Strategy
VIACOMCBS / PARAMOUNT
01
The question
not mean everyone understood it in the same way or approached support in the same way.
02
The signals
The work compared multiple creative formats and placements across social and digital channels.
03
The gap
A simple “winning ad” would have been an incomplete answer.
04
What became clear
There was no single definition of the best-performing creative.
05
The influence
The work gave the teams a clearer way to evaluate creative against specific business goals and
Citi x The Daily Show — Creative Effectiveness / Brand Strategy
VIACOMCBS / PARAMOUNT
01
The question
not mean everyone understood it in the same way or approached support in the same way.
02
The signals
The work compared multiple creative formats and placements across social and digital channels.
03
The gap
A simple “winning ad” would have been an incomplete answer.
04
What became clear
There was no single definition of the best-performing creative.
05
The influence
The work gave the teams a clearer way to evaluate creative against specific business goals and
Citi x The Daily Show — Creative Effectiveness / Brand Strategy
VIACOMCBS / PARAMOUNT
01
The question
Mental health had become a much more visible part of public conversation, but awareness did
02
The signals
category, how culture influenced certain choices, and what role brands played in purchase
03
The gap
It would have been easy to stop at the conclusion that mental-health awareness was increasing.
04
What became clear
Representation was only part of the responsibility.
05
The influence
The work gave internal teams a more nuanced understanding of audience expectations around mental health and helped identify considerations for content, education, resources and responsible audience engagement.
Mental Health Awareness — Audience / Cultural Insights / Content
VIACOMCBS / PARAMOUNT
01
The question
Mental health had become a much more visible part of public conversation, but awareness did
02
The signals
category, how culture influenced certain choices, and what role brands played in purchase
03
The gap
It would have been easy to stop at the conclusion that mental-health awareness was increasing.
04
What became clear
Representation was only part of the responsibility.
05
The influence
The work gave internal teams a more nuanced understanding of audience expectations around mental health and helped identify considerations for content, education, resources and responsible audience engagement.
Mental Health Awareness — Audience / Cultural Insights / Content
VIACOMCBS / PARAMOUNT
01
The question
Mental health had become a much more visible part of public conversation, but awareness did
02
The signals
category, how culture influenced certain choices, and what role brands played in purchase
03
The gap
It would have been easy to stop at the conclusion that mental-health awareness was increasing.
04
What became clear
Representation was only part of the responsibility.
05
The influence
The work gave internal teams a more nuanced understanding of audience expectations around mental health and helped identify considerations for content, education, resources and responsible audience engagement.
Mental Health Awareness — Audience / Cultural Insights / Content
Ready To Look Again?
The Answer May Already be in Plain Sight.
Let’s look at what the evidence is telling you.
Ready To Look Again?
The Answer May Already be in Plain Sight.
Let’s look at what the evidence is telling you.
Ready To Look Again?
The Answer May Already be in Plain Sight.
Let’s look at what the evidence is telling you.