Warner Bros. Games
Product Strategy, Prioritization, and Cross-Functional Delivery
I helped define and deliver a reusable direct-to-consumer commerce platform for a portfolio of Warner Bros. mobile games, turning distinct studio needs and monetization opportunities into a shared product direction.
My contribution
I personally designed the product interfaces shown in this case study. The launched storefronts and commercial outcomes were delivered with the broader Warner Bros. Games organization and its partners.
“How could we create a commerce model that was reusable across the portfolio without making every game feel the same?”
Warner Bros. Games wanted to expand direct-to-consumer commerce across a portfolio of mobile titles. Each game had its own economy, audience, brand, and delivery context.
Building every storefront independently would duplicate work and slow delivery. A platform that was too rigid, however, would not meet the needs of individual games.
The platform also had to support secure, localized purchasing across multiple teams and markets.
Six planned storefronts
Different game economies
Different studio priorities
Shared platform dependencies
Global payments and compliance
A recurring competitive intelligence program turned market observations into evidence the portfolio could use.
50
Top-grossing games
50+
Data points per competitor
12×
Audit cadence per year
I built an ongoing competitive intelligence program focused on the highest-grossing mobile games most relevant to each title.
I organized the findings into a searchable matrix that let product leaders and studios compare patterns across competitors, game categories, and monetization models. It became a recurring source of evidence for product and roadmap decisions.
The research showed that the platform needed a stable commerce foundation with enough flexibility to support different games.
Separate the shared mechanics of purchasing from the presentation and economy of each title instead of treating each storefront as a separate product.
The shared model required more coordination early in the process, but reduced duplicated decisions and created a faster path for future storefronts.
200
A 200-point implementation guide gave studios and delivery teams one definition of product scope, implementation requirements, approvals, and launch readiness.
The platform created more opportunities than the teams could pursue simultaneously. I developed a roadmap spanning more than 12 monetization experiments, with one or two controlled tests intended to run at a time.
Combine market intelligence, player value, expected revenue, complexity, and risk.
Make a strong recommendation instead of treating every request as equally urgent.
Validate the working order with product leadership and resolve strategic concerns.
Earn approval from the teams responsible for approving, delivering, and operating the work.
I established the working feature priority order, made the recommendations, and earned approval from my director and the participating studios.
Every studio had different commercial goals and delivery constraints, so the roadmap only worked if the teams responsible for execution understood the reasoning and bought into the sequence.
Some valuable title-specific requests were sequenced behind capabilities that could unlock greater portfolio-wide value.
Priority became executable only when the people responsible for approval, delivery, and operation shared the same view of the work.
A shared view of scope, ownership, dependencies, and launch readiness.
50+
Departmental approvals could be required for an individual intellectual property
Shared product artifacts and production schedules made decisions visible and gave every group the same view of readiness.
This turned stakeholder review from a series of disconnected requests into a coordinated product process.
With the shared product structure and priority order in place, I helped translate the strategy into storefront experiences that could be built and launched.
3 of 6
Each launch applied the shared foundation to a different game while preserving its visual identity, economy, and player expectations.
UX/UI design
I designed every storefront, wireframe, and UX flow shown in this section.
I partnered with the platform teams to define secure account access, age-aware permissions, and the transition into purchasing.
$100M+
Web commerce revenue
Processed through the direct-to-consumer channel
40%+
Revenue shifted to D2C
Across participating titles, moving from in-app purchases to the web channel
3 of 6
Storefronts launched
Publicly launched during my tenure out of six planned
These figures describe the channel and the broader cross-functional program. My contribution was product definition, prioritization, UX, and delivery support.
A platform structure that could support additional games and themes.
A shared process for approvals, implementation, and launch readiness.
A structured roadmap for continued monetization testing.
A stronger direct commercial connection between games and players.
A priority order is only useful when the people responsible for approving, building, and operating it understand the reasoning. Research established the evidence, but alignment turned the recommendation into an executable roadmap.
The greatest opportunity was not a single storefront. It was a shared foundation that allowed future teams to reuse commerce patterns, technical decisions, and launch processes while preserving each title's identity.
Trust had to carry from account access through payment. That transition shaped whether players felt comfortable moving from an app-store purchase to the web.
“Mario worked on our Webstore initiative, where he contributed to defining and refining the overall design direction. He worked closely with product and engineering partners to ensure consistency across touchpoints and helped translate strategic goals into a cohesive player experience.
Mario's thoughtful approach and willingness to engage across teams supported the Webstore's progress from concept to launch and helped establish a solid design foundation for future iterations.”
Cedric Verstraete
Director of Product Management at Warner Bros. Games
