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Founder at Dusted
This case study was created from an episode of the Product Marketing Adventure Podcast. It has been adapted into Dusted's case study format to preserve and showcase the guest's real-world experience. Written to preserve the voice of the true author, Jameelah Calhoun.
Eventbrite is an all-in-one ticketing and discovery platform that helps event organizers connect with attendees and grow with payments, ticketing, and marketing tools. I joined roughly six months after we launched a new marketing tool suite positioned as an upsell to deepen relationships with organizers. Post-COVID had created a seismic shift in the events industry; organizers had paused or pivoted hard, and we needed a new story that welcomed them back as more than a pure ticketing tool. My mandate was to turn the marketing suite idea into a real, profitable offering that raised user penetration, improved attach rate, tied usage to more ticket sales, and lifted the perceived value of the whole platform.
Adoption of the marketing suite was stalling far below leadership hopes. Top-of-funnel interest looked healthy, yet the full signup journey converted at roughly 0.1%. Package distribution was badly skewed—about 90% of converters sat in the lowest tier—signaling a packaging miss. The trial itself confused people (“what did I even sign up for?”), dropped them after trying one feature at a time, and did not default them into paid. Frequent hosts (weekly or daily shows) and infrequent hosts (one big annual event) behaved completely differently, yet we treated their journeys the same. Multiple friction points and revenue leaks sat inside an already-launched product, and I had to find the highest-leverage fixes fast without boiling the ocean.
I ran a tight learning agenda in partnership with product, market research, and design. Step one was re-examining existing data with fresh eyes: product analytics, cancel surveys, and the original market research that had justified the suite. That surfaced the frequent-versus-infrequent host split and the precise funnel drop-offs. Step two was ruthlessly prioritizing the biggest revenue leak—trial-to-paid conversion and packaging—so we could deliver a quick, confidence-building win. We reworked the trial to let people experience the full bundle instead of one feature at a time, defaulted them into subscription after trial, and redesigned packaging without touching list prices: we moved highly valued advanced features into the top tier and tiered email volume so customers could self-select. For the host-frequency problem we moved to fresh qualitative work (scrappy focus groups, sometimes recruited via LinkedIn or friends-and-family) before scaling to surveys, then ran lightweight operational tests—such as a backend-only one-time two-month non-renewing bundle—rather than rebuilding the whole system. A running “questions roadmap” kept the team focused on the single highest-priority unknown at each moment. We socialized insights, test plans, and revenue forecasts continuously with leadership, using funnel visuals and stakeholder maps so every pivot stayed visible and trusted. The product, engineering, and PMM trio operated as a three-legged stool meeting constantly, which let us ship the core packaging and trial changes in weeks.
Existing user?