PRODUCT LAUNCH + MANAGEMENT

Real-time rapid creation of Convene’s first social club.

ROLE

CX RESEARCH LEAD

PRODUCT LAUNCH MANAGER

INTERIM PRODUCT OWNER

I was tasked by Convene’s CEO to lead the rapid transformation of 75 Rockefeller Plaza's penthouse into a premium work and social club. Responsibilities included defining brand strategy, managing coordination across teams, designing the member onboarding experience, establishing a new corporate structure to ensure the club's post-launch success and serving as interim product owner.

OUTCOMES

  • New Corporate Structure: I established a new organizational structure, including new staffing roles to facilitate cooperation across corporate and on-site teams, to ensure the seamless integration of the club into Convene’s broader product portfolio.

  • Foundational Brand Guidelines: In collaboration with the branding team, I created branding guidelines that became core assets for the operations team and lay the foundations for the club’s membership engagement strategy.

  • 300 Founding Members at Opening: Working closely with a founding partner of Neueu House, I curated a membership that met Convene’s target opening goals.

STRATEGIC APPROACH

  • Product launch management

  • Product management

  • Org design

  • Service design

  • Brand strategy

  • Cross-functional team collaboration

I harnessed expertise across Convene’s teams to ensure a holistic approach to the club’s development and launch.

  1. Foundational Research and Market Analysis. As part of the innovation team, I conducted an in-depth analysis of top Manhattan social clubs, benchmarking best practices and identifying market gaps to shape our strategy. I designed and executed interviews with building tenants to uncover their business-entertaining needs, ensuring our offering was directly aligned with potential members. To further refine the club’s identity, I conducted secondary research on 75 Rockefeller Plaza’s architectural history, to inform the club’s branding and design direction.

  2. Audience Definition and Brand Strategy Creation: I took the lead in synthesizing research findings and market insights, collaborating with the Brand Management Team to develop foundational member personas. These personas targeted both the building’s corporate tenants and a broader audience underserved by New York’s social club landscape and were used to create a distinctive brand strategy for Club75

  3. Bringing the Brand to Life Across Digital and Physical Touchpoints. Partnering with the Design and Marketing teams, I led the transformation of research insights into tangible brand expressions. This included crafting copy, overseeing collateral development, and guiding website design to ensure alignment with the club’s strategic positioning and member personas.

  4. Membership Acquisition Strategy Creation I worked with Sales Team leadership to develop a membership-acquisition strategy that effectively leveraged the c-suite’s professional networks and generated high-value membership leads.

  5. Membership Experience Design through Service Blueprinting of the membership journey--from sales to onboarding--in partnership with the Director of Operational Excellence. I identified opportunities for service enhancements and created hospitality-centric moments to ensure that a new member’s introduction to the Club75 experience aligned with Convene’s premium-service standard.

  6. Designing the Membership Experience Through Service Blueprinting. I partnered with the Director of Operational Excellence to map the membership on-boarding journey—from sales through their first visit. Through this process, I identified key opportunities for service enhancements and hospitality-driven moments, ensuring that a new member’s introduction to Club75 aligned with Convene’s premium-service standards.

  7. Organizational Re-Design: Post launch, I took ownership of optimizing Club75’s internal operations to ensure long-term success. I synthesized findings from post-launch operational observations and cross-team discussions to create a corporate organization chart that streamlined workflows and redefined roles across sales, corporate operations, and site management.

  8. Interim Product Management: Continuing my leadership post-launch, I monitored Club75’s performance and iterated on the offering to refine the member experience. My ongoing involvement ensured the club not only met its initial objectives but also positioned itself for long-term success within Convene’s portfolio.

ADDITIONAL PROJECTS

Convene's partnership with commercial real estate firm RXR at 75 Rockefeller Plaza presented an unexpected challenge: what to do with the building's penthouse space. After evaluating several options, including using it as a tenant amenity or converting it into another meeting and event venue, Convene saw an opportunity to create a business-oriented members club tailored to professionals seeking a refined workspace and networking environment. With just three months to launch, Convene had to build the club from the ground up—developing its brand, membership structure, and operational model on an accelerated timeline..