NFHS Pricing & Packaging Redesign
I redesigned a one-size-fits-all subscription into a tiered system that contributed to $44M in incremental bookings. NFHS Network streams high school sports to more than a million subscribers. I led the new pricing experience from early validation through design, front-end implementation, and launch.
One plan did not fit everyone.
NFHS Network sold one All Access subscription at one price, whether someone followed a single school or watched teams nationwide.
A pricing study suggested a tiered model could lift revenue 20–30%. My job was to turn that model into a purchase experience that remained easy to understand.
The first test changed the direction.
We tested the proposed tiers with a painted-door experiment before building the full experience.
The model predicted a relatively even split. Instead, most people chose the cheapest tier and conversion declined. The middle plan needed to feel more valuable, and the differences between tiers needed to be clearer.
I designed the decision before the screen.
I mapped the full path from entry through payment, then structured the plans as a clear progression in access and value.
Family became the recommended starting point, annual billing was selected by default, and each choice carried clearly into checkout.
The relationship between Basic and Family was especially important. A modest price increase unlocked substantially more access, making the tradeoff easier to understand without hiding the cheaper option.
I carried the work into production.
I designed and built the plan selector across desktop and mobile, including its billing controls, selection states, and payment experience.
The final hierarchy made the recommended plan easy to recognize while keeping all three options straightforward to compare.
I treated launch as a sequence, not a single bet.
Leadership wanted to know what happened if the first design underperformed. Instead of relying on one launch, I planned a series of experiments on the plan-selection surface.
We tested three layouts to see whether clearer hierarchy could move more subscribers toward higher tiers. The next iteration was already queued, so each result informed the one after it.
Shipped to every new subscriber before football season.
The experience launched to 100% of new subscribers by August 1. Revenue per user rose 30%, average order value 38–52%, and annual-plan adoption jumped to 2–4× baseline.
