John Morris

After three years with the Mets I was named by the Chief Revenue Officer to serve as founding Director of a new business unit focused on BI and analytics to develop insights for revenue generation and hold responsibility for the organization’s analytics strategy for ticket sales, marketing, sponsorship, and finance data. I built and managed an initial team and made key new hires to fill gaps which enabled us to bring data warehousing in-house. My responsibilities also include running an internal consulting team that meets with all business units to identify and implement custom automation opportunities. Project highlights: Deliver real-time reporting and analytics to NY Mets executives, managers and sales personnel. Create dashboards documenting revenue generation, cash collection, receivable status, order fulfillment, discount effectiveness, and inventory availability, among others. Led RFP process to identify and implement robust data analysis tooling. Drafted RFP, reviewed responses, and pitched recommendations to COO. Managed conversion from SAS to Tableau. Designed a solution in Python to scrape data from secondary market ticket resellers for compilation into daily reports used by CRO and staff to inform pricing strategy. Drove delivery of diverse solutions including multiple internal PHP sites used by staff, Qualtrics surveys for VIP ticket requests, and tools for employee onboarding, transfer payments, and scheduling. Built an automated solution for ticket sales reporting using SQL queries that featured notifications delivered to executives, sales reps, and managers. Coordinated with vendors and subcontractors to finalize requirements for an ongoing Azure migration.

In my initial role with the Mets I was hired to modernize the ticket office’s reporting processes and ensure smooth ticketing operations, with responsibility for building models, creating reports, and oversight for ticket operations at events. My organization consisted of 11 FTEs and 35 seasonal staff responsible for all operations to include ticket printing, shipping, and gate sales. Our work included development of predictive models (customer lifetime value, account renewal) for forecasting and pricing models for MLB events including the 2013 All Star Game. Project highlights: Built and developed business operations reporting infrastructure for cash flow forecasting, sales rep commissioning, real-time client service, and accounting settlement. Led modernization efforts to convert reporting infrastructure from Excel to SAS. Designed and implemented a lead scoring metric for past ticket buyers and leads to identify likelihood of purchase for a given product based on historical spend, demographics, types of tickets purchased, etc. Led multiple automation initiatives to reduce manual work. Projects included introduction of a web form and Zapier workflow for check requests, a sales classification system, and digitization of transfer pricing tracking. Championed use of MS Dynamics CRM throughout the Mets organization and supported its use by multiple departments.

Project highlights: Bank of America - Consolidated operations across lines of business for post-merger integration of Merrill Lynch. Prepared redundant systems for merger and sunset. Johnson & Johnson - Analyzed system architecture of legacy inventory management and billing systems to develop multi-year project plans for replacement. Deloitte - Led competitive research initiative to compare Deloitte’s service offerings, practices, and methods. Summarized results in preparation for strategy and budget planning.

At Northrop Grumman I led a team of engineers in developing automated data reduction software that allowed for rapid analysis and presentation of critical flight events to program managers. I also managed the software budget for analysis hardware and software across the Bethpage location, projecting training demands, renewal costs, and anticipated upgrades.