
PLAYMAKERS | CAROLINA CORE FC
● CASE STUDY · MLS NEXT PRO · THE TRIAD, NORTH CAROLINA
How Carolina Core FC built a measurable fan-growth operation
Across the 2026 home season, Carolina Core FC connected ticket-buyer data, email activity and paid social within one recurring operating and measurement rhythm.
~16%
~16%
~16%
directional estimate of tracked ticket revenue associated with matchday email engagement
~40%
~40%
~40%
of email-attributed revenue came from merchandise
87%
87%
87%
of Meta-attributed ticket purchasers had no previous purchase in the consolidated home-game database
Usable data. Relevant activity. Measured response.
THE OPERATING MODEL
● THE OPPORTUNITY
A real fan base, and no system connecting it to the next sale.
A real fan base, and no system connecting it to the next sale.
Carolina Core FC had ticket buyers, merchandise customers and growing interest across the Triad. But buyer records sat in 15 separate exports, merchandise activity sat in Shopify, and email engagement sat in HubSpot. There was no shared view of who a buyer was or which activity produced a measurable response.
Does the Triad know it has a professional soccer team?

● WHAT PLAYMAKERS CHANGED
Four changes to how the club operated
Four changes to how the club operated
Playmakers consolidated the ticket-buyer data, set up the measurement approach and ran paid social. Carolina Core FC retained responsibility for strategy, products, pricing, data governance, fan relationships and final commercial decisions. The club continued to send its own email.
01
A usable buyer base
Fifteen home-game exports were consolidated into 5,882 named buyer records, then organised into more than eight behavioural segments.
02
A refreshed email audience
The email operation moved from HubSpot to Klaviyo. Unengaged contacts were suppressed and replaced with opted-in leads, increasing active subscribers by 50% while total list size stayed broadly unchanged.
03
Matchday communication with a purpose
Emails moved to one clear call to action, personalised offers and an advised matchday cadence instead of being sent only when there was news.
04
Conversion-led paid social
Paid social moved from reach and traffic to ticket-purchase objectives, supported by a configured sales pixel, warm audiences and prospecting in Greensboro and Winston-Salem.

● HOW IT WAS BUILT
How the operating changes were measured
How the operating changes were measured
The work followed a clear sequence: consolidate the buyer records, refresh the list, give each communication a clearer purpose, then measure the response before adjusting paid-social spend.
01 · CONNECT THE BUYER RECORDS
Build one usable buyer base
Fifteen ticketing exports were consolidated and deduplicated into 5,882 named buyers with more than eight behavioural segments.
02 · REFRESH THE LIST
Replace unengaged contacts with active subscribers
Unengaged contacts were suppressed and replaced with opted-in leads from website, lead-ad and matchday capture. Active subscribers increased by 50%.
03 · IMPROVE CONTENT AND CADENCE
Give each email one job
Campaigns moved to clearer calls to action, personalised offers and a matchday rhythm advised around the commercial objective.
04 · MEASURE AND LEARN
Review response every week
Ticket, merchandise and paid-social activity were measured through two stated attribution tracks, with creative, audiences and budget reviewed against the response.
● REPORTED RESULTS
What was reported across the 2026 home season
What was reported across the 2026 home season
AUDIENCE, EMAIL AND COMMERCE
~40%
~40%
~40%
of email-attributed revenue came from merchandise
Reported through the native Shopify and Klaviyo integration. It is platform attribution, not proof of incremental revenue.
~16%
~16%
~16%
directional estimate of tracked ticket revenue associated with matchday email
A calibrated engagement-to-purchase match, not native attribution or proof that email caused the purchases.
5,882
5,882
5,882
named ticket buyers in one database
Consolidated and deduplicated across 15 home games. The figure counts named buyers, not every attendee.
EMAIL AND PAID-SOCIAL RESPONSE
87%
87%
87%
of Meta-attributed ticket purchasers had no previous purchase in the consolidated home-game database
New to the 15-game buyer database, not proof that these people had never attended or purchased elsewhere.
45.4%
45.4%
45.4%
weighted average open rate across 174 Klaviyo campaigns
The previous platform was reported at 10% to 20%, but the comparison is not like for like because the audience was cleaned and refreshed.
1.6x
1.6x
1.6x
Meta-reported blended return on ad spend
Reported across 1.2 million impressions using Meta’s default seven-day click and one-day view window.
● THE OPERATING MODEL
One repeatable operating rhythm, and a clearer view of what to do next
One repeatable operating rhythm, and a clearer view of what to do next
Buyer records, email activity and paid social were reviewed within one measurement rhythm. Playmakers consolidated the ticket-buyer data, set up the measurement approach and ran paid social. Carolina Core FC kept responsibility for strategy, pricing, data governance and the fan relationship.
Usable data.
Usable data.
Relevant activity. Measured response.
Relevant activity. Measured response.
Could your club get more from the fan data it already has?
Could your club get more from the fan data it already has?
Playmakers provides managed execution across email, lifecycle automation and paid social for defined direct fan-revenue objectives.
Discuss your club’s fan-growth activity
Discuss your club’s fan-growth activity
ABOUT THE RESULTS
Results are based on Carolina Core FC’s ticketing exports, Klaviyo, Shopify and Meta reporting across the 2026 home season. Playmakers managed paid social from 1 June to 8 September 2026. The approximately 16% ticket figure is a directional association estimate, not native attribution or proof that email caused purchases. The approximately 40% merchandise figure is platform-attributed and does not establish incremental revenue. Meta used its default seven-day click and one-day view window. The 87% figure identifies purchasers with no previous purchase in the consolidated 15-game database, not people proven never to have attended or purchased elsewhere. The 5,882 figure counts named buyers, not every attendee. Open rates may be affected by mailbox privacy features, and the before-and-after comparison is not like for like because the audience was cleaned and refreshed.