The product is the team, the market is Boston and competitive responses are fairly muted. You sell most of your tickets to diehard Celtics fans and there isn't much price elasticity in terms of other sports teams or entertainment options.

We have competed against [Microsoft] in the CRM market since 2002 and they have failed to deliver a competitive product. They just cancelled version two of that legacy application and skipped ahead to three. In the meantime, we are on the 18th generation of our service. Customers are tired of waiting for Microsoft to innovate.

I am very excited to be joining Carroll Dawson and the first-class basketball organization at the Rockets. My base of experience provides another perspective toward the common goal of everyone who works for Carroll, winning a championship for the fans of Houston.

If we have a hot Lakers game and I want to package it with four other games on the fly, now we can easily find seats that are open across four games.

Without a visual sense of who was coming into the building and where they wanted to sit, it was like playing chess without a chess board. You could play chess with written notations in Excel, but it makes a big difference if you can actually see the demand and the revenue trends.

Every [player] decision has two main components, the scouting or traditional analysis and the numbers … depending on the situation, you weight them differently.