Principal Product Manager — Ecosystem

About Us

Fanatics is building a leading global digital sports platform. We ignite the passions of global sports fans and maximize the presence and reach for our hundreds of sports partners globally by offering products and services across Fanatics Commerce, Fanatics Collectibles, and Fanatics Betting & Gaming, allowing sports fans to Buy, Collect, and Bet. Through the Fanatics platform, sports fans can buy licensed fan gear, jerseys, lifestyle and streetwear products, headwear, and hardgoods; collect physical and digital trading cards, sports memorabilia, and other digital assets; and bet as the company builds its Sportsbook and iGaming platform. Fanatics has an established database of over 100 million global sports fans; a global partner network with approximately 900 sports properties, including major national and international professional sports leagues, players associations, teams, colleges, college conferences and retail partners, 2,500 athletes and celebrities, and 200 exclusive athletes; and over 2,000 retail locations, including its Lids retail stores. Our more than 22,000 employees are committed to relentlessly enhancing the fan experience and delighting sports fans globally.

The Role

Fanatics operates as a set of separate companies — Betting & Gaming, Commerce, Collectibles, Live, Retail — that happen to share the same fans. Our team's job is to make those companies feel like one thing to a fan: one identity, one loyalty currency, one set of habits, and a platform underneath that means we build an experience once and deploy it everywhere.

This is the widest product seat we have. It runs from the surfaces a fan actually touches — the Fanatics app, scores, free-to-play, the places loyalty shows up — down to the infrastructure that makes any of it work across five businesses. You'll own both ends, and the connection between them is where most of the value is.

It is also the role we point at the hardest open problem in the ecosystem. When something matters and nobody owns it, or someone owns it and it's stuck, you go in, get deep enough to actually solve it, and then either keep it or hand it off cleanly and move to the next one.

If you want one product area and a settled roadmap, this is the wrong job. If the best work you've done was the work nobody had scoped yet, keep reading.

What You'll Own

The Fanatics app and the daily habit

The app is the front door to the ecosystem for millions of fans, and scores are why a lot of them open it. A scores product on its own is a utility. The opportunity is a daily habit that earns the right to be the first app someone checks, and then carries them into everything else we do. You'll own the questions that decide whether that happens: what a fan sees first, what brings them back tomorrow, and how following a game turns into a bet, a card, a ticket or a conversation with their friends without feeling like a funnel.

How we get fans in

Registration, onboarding and the first session. Cross-sell that works because it's relevant rather than because someone bought a merchandising slot. Referral and invite mechanics. A single login across every product — which is a growth number for us, not a hygiene metric, because every extra front door a fan has to sign up at costs us a share of them.

How we keep them

Habit loops, and being honest about which of ours actually loop. What gives a fan a reason to open something on a Tuesday in February. Notifications that earn their place rather than spend down our credibility. Cohort retention by product and by entry point, and the work of finding where we lose people and fixing it rather than reporting it.

Free-to-play

Free-to-play is the workhorse of this ecosystem. It's the top of the funnel for regulated products, the thing that still works in states where we can't take a bet, the mechanic that keeps a fan engaged between wagers, and the lowest-risk way for someone to learn how our products work. You'll own where it goes next: game design, cadence, prizing, how it ladders into the paid products, and what it's genuinely worth as an acquisition and retention channel rather than what we assume it's worth.

How loyalty shows up

FanCash is the currency that connects the ecosystem, and most of its value is in how it surfaces in-product. There is a large gap between a loyalty programme that exists and one a fan can feel. You'll own the earn and burn moments inside the apps, how the bonus engine shows up on each surface, and whether a fan actually understands what they've got and what it's for. This is where loyalty either compounds or stays a line item in a settings menu.

Scaling the infrastructure — build once, deploy everywhere

Identity, the shared SDK and our common components exist so that five businesses stop building the same thing five times. You'll own pieces of that platform and, harder, its adoption: persuading op-co teams to take a shared component instead of writing their own, and making it good enough that taking it is the obvious choice. You'll also be in the room on scale — what breaks at ten times the traffic, where the service boundaries should sit, and what we need to build now so that 2027 isn't a rewrite.

The biggest problems in the ecosystem

The rest of the role is the swing mandate. The ecosystem generates more high-value, unscoped problems than we have people to point at them. You'll take the ones that matter most, go deep enough to solve them rather than triage them, and then either keep the area or hand it over

Challenges We're Not Going To Hide From You

Fanatics really does operate as separate companies , with their own P&Ls, roadmaps and priorities. You'll have significant influence and almost no authority. If that sounds like an excuse for things not moving, this will be frustrating. If it sounds like the interesting part, you'll do well here.

Breadth is the risk as well as the appeal. Spread across everything and you add nothing. A real part of this job is refusing work and being able to defend the refusal to people who outrank you.

FanCash and free-to-play straddle betting/gaming and commerce , which means legal and compliance constraints that vary by state, by product and sometimes by partner. Some of your best ideas will die on regulatory grounds. You'll need to find the next-best version quickly and without sulking about it.

Inbound demand far exceeds capacity. Deciding what we won't do is most of the prioritisation work.

Data and analytics maturity in this area is a known gap. We'd like the person in this seat to help close it rather than wait for someone else to.

How We Measure Success

Fanatics ONE account growth

Retention and repeat-visit rates in the app

Free-to-play participation, and its measured contribution to acquisition and retention of the paid products

FanCash earned and burned, the number of op-cos where FanCash is usable, and whether fans understand what they've earned

Shared component adoption, measured in duplicate builds avoided

Rate at which fans move from a first product into a second and third

Decision quality in the areas you own

What You Bring

The combination we're after is rare, and it's the whole point of the role: someone who has built consumer products that fans love and platform products that other teams depend on.

Eight or more years in product , with genuine consumer product ownership and genuine platform or infrastructure ownership. Both — not one with exposure to the other

Range, evidenced. You've owned meaningfully different problems, and you get useful in an unfamiliar domain in weeks rather than quarters

You've carried acquisition or retention numbers and can defend what actually moved them

Technical depth to be a real partner to platform engineering: APIs, SDKs, authentication and identity flows, data models, service boundaries, and what breaks under load. You don't need to have written the code. You do need to hold your own in a design review and know when an