NC Courage: From Running Tickets to Growing Revenue
Today, Andrew Lane, Sr. Manager of Ticket Sales & Operations for the North Carolina Courage, spends about 20% of his week on ticket operations. A few years ago, it was his full-time job.
Lane uses Jump AI to handle much of the repetitive work behind pricing, offers, inventory and payment plans. Tasks that once took hours now take minutes, with Lane reviewing the work before it goes live.
He spends most of the time he’s gained back on sales, membership growth and strategy.
The extra capacity became especially valuable when a ticket operations colleague announced he was leaving. Lane kept the operation running, and the Courage ended up not needing to backfill the open role.
- ~80% of Lane’s week redirected — more time for sales, membership growth and strategy
- Hours of pricing work cut to minutes — season builds and ongoing changes happen by instruction
- More capacity through turnover — the Courage kept ticket ops running without backfilling the open role
Pricing was the first place Lane got real time back
Building a soccer season means configuring pricing across more than 30 events. A single change can touch dozens of games, and dynamic pricing keeps the work going throughout the season.
Lane started using Jump AI to make those changes by instruction.
One request:
Copy all pricing from the 400’s and 200’s except 205 from Single Game Adult to Single Game United Way and increase by 10%.
Jump AI mapped the request against the Courage’s ticketing configuration and showed Lane the changes before he approved them.
“The AI pricing tools have been huge in helping us in our builds of pricing across seasons and events,” Lane said. “What used to take hours can now be done in minutes.”
Soon, AI was in action across ticket ops
Pricing was the starting point, but Lane soon applied Jump AI to offers, inventory, payment plans and other recurring work.
In one session, the agent created a new price type and applied 146 price values. In another, Lane approved 111 payment installments across 16 orders at once. Jump surfaced the one order that needed his attention.
Lane no longer had to work through each change himself. He could review the work, handle exceptions and move on.
As those tasks took up less of his week, Lane had more time for work tied directly to sales, membership growth and strategy.
Impact
- Roughly 80% of Lane’s week redirected toward sales, membership growth and strategy
- Hours to minutes for pricing work across season builds and ongoing changes
- No backfill needed: the Courage kept ticket ops running through normal turnover without backfilling the open role
“This has been a true game changer,” Lane said. “AI tools have drastically reduced the time it takes to build pricing models, allowing us to manage pricing more efficiently, from our full season build to dynamic pricing throughout the season.”
Lane still owns ticket operations. It just no longer owns his week.