THE·TEAM

Sports agency The Team (formerly Wasserman) opened a new 2,800 sq ft office in Mexico City to serve as a client hub and regional growth springboard for South American football

Leadership read: The Team's expansion resets where the leadership need sits in Cleantech & Renewables. Standing up a new market rewards operators with local networks and a record of building from scratch. The 12-to-18-month read across Americas favours country and commercial leadership hired close to the ground.

curated · 2026-08-14 · context →

Global music agency THE·TEAM hired three senior-level executives: Julia May (SVP Business Development, NY), Sarah Thia (VP Tour Marketing Asia), and Sheila Mukasa (Senior Manager Pricing & Ticketing)

Leadership read: THE·TEAM has committed to a structural expansion that its previous configuration couldn't support. Hiring simultaneously into business development (New York), tour marketing (Asia), and pricing and ticketing reflects three distinct operational gaps closing at once, not a sequential build. The Asia tour-marketing appointment in particular signals a move to run regional campaigns from within the territory rather than managing them remotely, which changes contracting relationships, local media partnerships, and on-the-ground vendor accountability. The pricing and ticketing function, often treated as a back-office afterthought, is being elevated to senior management, an acknowledgment that dynamic pricing, secondary market strategy, and venue-level margin management now require dedicated ownership rather than shared bandwidth. This is one of 12 strategic-hiring signals we have tracked across live entertainment, ticketing, and adjacent services in the last 90 days. The most directly comparable is Taymar's appointment of a dedicated ticket-sales-and-operations general manager for an athletics partnership, the same pattern of pulling ticketing out of a generalist commercial function and staffing it as a standalone capability. The broader cluster shows agencies and venues alike building regional and functional depth rather than relying on centralized teams to stretch across geography and discipline. Across companies at this stage of international live-entertainment buildout, the pattern surfaces consistent demand for commercial leadership with regional-market fluency, pricing and revenue-optimization expertise at the intersection of primary and secondary channels, and partnership development capability that can operate across time zones without central coordination.

curated · 2026-05-07 · context →