The Ingredients For A Successful Sales Leadership With Ron Skotarczak

You can be good at selling but if you can’t listen, you’ll never be a successful sales leader. Leadership is all about finding your weaknesses. Join your host Lance Tyson as he sits down with Ron Skotarczak, Executive Vice President of Marketing Partnerships with MSG Entertainment. As you listen to Ron reflect on his career’s evolution, you’ll gain insights into growing as a leader. Listen closely and you’ll discover his necessary ingredient for success, the importance of relationships in selling, how adversity tempers you mentally for future success, and the values he uses to drive his team forward. Break out your notebooks and be prepared to take notes as Lance and Ron explore what it takes to be a successful sales leader at this time.

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Against the Sales Odds and Ron Skotarczak Review the Recipe for Successful Sales Leadership

I’m excited about this episode of the show. As you all know, this is how sales leaders have cut their teeth in what they’ve been through. I have Ron Skotarczak, an EVP of Partnering, Marketing and Premium Sales of Madison Square Garden. Ron and I have known each other a little bit over the years, but we’ve got reacquainted in 2021. Welcome to the show, Ron.

It’s great to see you.

Ron, tell everybody about the role for people who are not familiar with what you do.

I’ve been at this great company, Madison Square Garden. Scott O’Neil brought me in to help monetize the billion-dollar renovation to Madison Square Garden and what an awesome project to work on. Effectively, I’ve stayed for twelve years and I lead all areas of sales for the company except ticket sales like sponsorship sales and ad sales on the media side. All premium hospitality sales is what I get the privilege to do every day.

Give people a perspective about the size of your organization and what reports up to you. Chart a little bit. That’s a pretty big deal.

When Scott hired me, I knew the Garden, Knicks, Rangers and Biggie’s basketball. As I was talking to Scott about the job, I realized it’s a much bigger company than that. We own and operate six venues across the country. We’re also building a new 18,000 seat venue in Las Vegas and then another one should come shortly after that in London. We own the Knicks, Rangers, Westchester Knicks or G League team, any sports team, Counter Logic Gaming, our two RSNs in the marketplace, Madison Square Garden and Madison Square Garden Plus and the Tao Group, the number one nightclub hospitality restaurant group.

I didn’t even realize that until the last. We started to talk to them and I was like, “This is good.”

A lot of our executives were spending quite a bit of time there and they figured it was probably more affordable to buy the company. To be serious, it fits. Our company’s overall mission is to be the top live entertainment company in the world. When you think about Tao under that umbrella, they certainly are great live entertainment. It’s a little bit different from sports and concerts, but it’s been a great relationship with them for the past couple of years.

Interestingly enough, when you start it with Scott. It’s my entry into pro sports with Scott also when he was with the Eagles back in the day. I was talking to Michael Draco about this with Legends. You were heading right into the financial meltdown and here we are again, something worse, especially as it relates to New York, but you have the bookends of your career there that has started. Talk about that a little bit.

You learn a lot from earlier tough times in your career. That enables you to not panic too quickly.

It’s crazy because it was Scott who joined first, me, Michael Draco and Drew Cloud. Many great executives in our industry were there at this time. We ran into it, part being idiots, thinking that we could do anything but also we’re all competitors. Four of us all play basketball still. We looked at it as an opportunity to go to the number one market in the world with the only venue that sits in the center of the universe, Madison Square Garden, right in Midtown Manhattan, with assets in the Knicks, Rangers and the top concert business in the world.

While it was probably the worst financial time, we found that a lot of brands were divesting from sponsorship and hospitality. What they were doing was they were divesting from the smaller, less valuable properties and doubling down on the top properties. We weren’t smart enough to know that going in, but in hindsight, that ended up being what happened. We were very fortunate. We had a good story and great brands jumped on board. We certainly had great people and we named some of them.

As I sit here being in the middle of a pandemic, there’s some end in sight but still unclear exactly when. I do think that you learn a lot from earlier tough times in your career. Going through that enables me not to panic too quickly, settle my mind a bit, slow down a little more, and bring more people in as we’re trying to figure out how to do business in a pandemic. It tends to get you to a good place. There is a lot to learn from years ago when we all started at the Garden.

Of all the people that you’ve mentioned, there’s one common theme, which is competition is a core value. We put out a small book and it is Mike’s experience at MSG around having that EQ, what he had on the table and having an emotional caution. He said to me at one point, “I didn’t move to New York to fail.” I don’t think any of you did. You didn’t move to the biggest venue in the world to fail.

We reminisce about it a lot. We all had said it in different words but all of us believed very deeply in ourselves. It’s our athletic competitive background. We all wanted a chance to be on the world’s largest stage. We were confident. We thought we could do it in hindsight. We didn’t know what we didn’t know. Some people run into the storm and some people run away from the storm. We were ready to jump right in and try to do something great. That excited all of us.

I got to tell you a story because we’re talking about great executives in the business about our competitiveness. That group that you mentioned, myself, Michael Draco, Scott O’Neil, Drew Cloud, Al Guido and Shervin Mirhashemi, until a couple of years ago, we’d get together at least once a year. We’d play competitive basketball, 3 on 3 or 5 on 5. I remember the first time we played with Shervin at a Sports Business Journal 40 Under 40 week. We’ve rented out some local gym. Shervin and O’Neil were going at it.

I was on Scott’s team. Chad and Draco were on Sherv’s team. At one point, Shervin got so fed up with Scott. He took him by the neck, carried him and pinned him against the wall. Things settled. It’s in the middle of the game. The game’s not over. We’re not quitting. We get back out there. Sherv takes out, driving down the lane. I’m a little guy, but I think I can swat it. I jumped and went to swat his shot. Instead, I elbowed him in the face. He won 40 Under 40 that year. He was at the dinner the next night with his entire face, black and blue and that’s all we were talking about that night.


ASO 30 | Successful Sales Leader
Successful Sales Leader: A lot of brands were divesting from sponsorship and hospitality, but what they were doing was divesting from the less valuable properties. They were actually doubling down on the top properties.

There’s a lot of competitive basketball games and softball games that go on so it’s always fun to hear. Speaking about competition, where did you start in sports? When you and I first met, you’re part of the Villanova Mafia. You got that going on. Bring us back to your entry into sports or in the sales, wherever you started.

We didn’t know we were Villanova Mafia back then. Years later, we’ve done fairly well for ourselves. I graduated Villanova in ‘92. I graduated with guys like Scott O’Neil and Chris Heck. Sean Downs was a year behind us. There were a lot of us back in that era. I didn’t start in sports. I took a job managing a tire recycling company. That was fun and I loved going in every day. It was awesome. I was thinking of any way possible to get out of this job. I ran into Scott O’Neil again and he had gotten a job selling season tickets for the New Jersey Nets.

That was my inspiration. I made it my mission to figure it out. I’m from Philly, born and raised, a huge hoop fan. I want to work for the Sixers. A family friend ended up hooking me up with Jim Van Stone. Jimmy was selling tickets for the Sixers. I gave him a call. He was as nice as could be. What he did was he gave me the phone number of another guy and he said, “This is my boss. Give him a call. He’s the one that will hire ticket sellers.” That happened to be Scott Loft, who runs hospitality sales for the Thunder.

This a true story. I called Scott probably 5 or 6 times over a 2-week period and left messages. I never got a return phone call. The following Monday, after my last call and I said, “I’m going.” The Sixers office was at Veterans Stadium at the time. I showed up at the Vet and the only person in the office when I arrived was the receptionist. Somehow, she laughed when I told her that I didn’t have an appointment with anybody, but I was going to see this guy named Scott Loft when he came in.

Long and short of it is Scott eventually comes in. He gave me five minutes to sit down with him and here’s how the meeting went. He goes, “What do you want, kid?” I said, “I’d like a job selling tickets for the 75ers. Jim Van Stone told me you’re the guy to talk to.” He said, “I don’t have a job to hire right now. I did, but I made an offer to somebody.” I said to him, “Did that person accept?” That got a little laugh from him.

He goes, “Not yet.” I go, “If he doesn’t accept, will you keep me in mind?” He goes, “I still can’t consider you.” I go, “Why?” He goes, “Ticket sellers here need to have the sections at the Spectrum memorized.” I don’t know how it came to be, but I said to him, “Do you have a map of the Spectrum?” He said, “Yes.” I go, “If you leave me alone for five minutes with this map, I’ll have every section memorized.”

He didn’t hire me on the spot, but he did call me back a few days later when the other guy didn’t accept and he did hire me. We all talk about it all the time. You want to get in this industry and so does everybody else. You have to have a passion and find a way to separate yourself that’s going to stand out. That’s my story. That’s how it happened. Those are the key players.

How long did you work for the 76ers?

Working with others to get to the best deal is more valuable than doing everything on your own.

I worked in ticket sales for the 76ers for two full seasons. In my second year, that’s when Comcast came in and bought the team as well as the Flyers and Spectrum. Pat Croce was named president of the team. It was interesting because I loved Pat and everything he was about. He’s such an inspirational guy, but I certainly understood he was going to bring his people in.

Fortunately, I had developed a relationship with a gentleman named Dave Resnick, who was running sponsorship sales for the Flyers. Ultimately, what ended up happening is after the two years in ticket sales with the Sixers, I did move over to sponsorship sales and then for all of Comcast Spectacor of that whole portfolio.

That’s a pretty quick move when you look at people’s careers, jumping and getting that quick in the sponsorship, but it takes an average of 5 to 7 years to make that hop. The pattern I’m starting to see by talking to you earlier in 2021 about deals is that you’re looking for with your brand and how you or your team sell. You’re looking at these lines of opportunities. To help everybody understand, you’ve got those bigger portfolios to sell to, not just the Sixers.

It’s so interesting because I didn’t do that deal directly. I was in the office when all of that was getting done. I remember when CoreStates was acquired. I remember this hilarious conversation in the hallway with our lawyers and sponsorship team about who pays for the new signage that has to go up. It was a lesson for me. While I wasn’t directly involved, paying attention to the details rang true at that point because it wasn’t spelled out well in the deal. I do think Comcast Spectacor ended up having to pay for most of the signage switchover.


ASO 30 | Successful Sales Leader
Successful Sales Leader: If you want to get into the ticket sales industry, you need to find a way to separate yourself from everyone else. You need to stand out and you need to have passion.

You managed a tire recycling spot and got into the Sixers. Your Comcast partnership team, how are you as a salesperson from your manager’s point of view? Were you a pain in the ass, a high performer or just around learning? Who were you?

I’ve always been a hard worker, high energy, a big mouth and competitive. I did have a great boss at the time. This guy named Dave Resnick ended up working for the Seahawks as well after Comcast Spectacor. Dave was an incredible manager in the sense that he knew how to get the best out of each person in his group. I was certainly different. I was a punk and a lone wolf. I was good at doing deals if I was completely in control, but if I needed to collaborate, share information or work with others, I was a disaster.

Dave taught me first how to understand that working with others to come to the best ideas and get to the best deal is going to be more valuable than me doing it on my own. It eventually gave me the time to evolve and truly become a good teammate, but I wasn’t. I was very selfish and just in it for me initially, which enabled me to get deals done, but certainly, I wouldn’t have been long for the company if I didn’t understand Dave.

Many different sales organizations we deal with are what I like a little bit of that in salespeople. Sometimes, you’ve managed sales teams for so many years. Sometimes, it’s not a football team or a basketball team. Sometimes it’s a swim team or a wrestling team. You worry about your weight class a little bit. Ultimately, you got to work with people to get things done internally, internal negotiation and stuff like that. I like a little bit of that when your weight class doesn’t worry about everybody else.

We hold ourselves accountable to three values every day. The first is transparency. I learned that from Scott. He calls it to share everything and I call it transparency, but it is sharing information and credit. We celebrate a ton because it’s important to have fun and celebrate your wins. Integrity is number two. It’s easy to do the right thing when things are going well, but when they’re tough, that’s when you tell whether or not you do things the right way.

We describe it as the angel on one shoulder and the devil on the other. We hold ourselves accountable for that. The third one is greatness. The way that I describe it is every day’s a heavyweight fight. We’re in the center of the universe. We’re in the number one market in the world and we’re very privileged to sell these great big brands and properties. Every day, we may be involved in big things, but by the end of the day, it might feel like the crap got kicked out yet.

You’re in that heavyweight fight every day, but the next day, we hold ourselves accountable to come in and it’s round one again. You got to have that same energy you had the day before. That’s the way we look at it and the world. We hold each of ourselves accountable for this. We want to call each other out respectfully. We’re not sharing credit or information. We’re maybe taking a shortcut and that time may seem easier than doing it the right way. We certainly will call each other out. We’re not competing.

When things get tough, that’s when you can really tell whether or not you are doing things the right way.

As you moved, how long are you at Comcast? Where do you go next? How do you start evolving?

I’m going to answer your question directly, but I’m going to back up real quick to frame it. I also have always been a goal setter. It’s generally been natural for me. This comes from my competitive upbringing, wanting to win a championship, having individual goals and all that. Even when I was selling tickets for the Sixers, I had this written goal. It was over my desk and I also wrote it in magic marker on my bathroom in my apartment. It was, “CEO of the Philadelphia 76ers.” As I eventually showed up on the Sixers doorstep to try to break into the organization, that’s why it was the Sixers because I wanted to run the team.

When I moved in the sponsorship sales with Comcast Spectacor, I knew that that was going to be something I would have to be very knowledgeable about to run a team one day. In my next step after that, I felt like I needed to get management experience. Pat Croce’s brother ran the sales group at the time. It was Comcast Spectacor Joe.

Joe and I had very direct conversations with each other. I shared with him where I was looking to eventually gain experience. Joe was honest with me. He said, “When you’re ready and when we have a spot available, you’ll be considered.” In the meantime, I was impatient and felt like I was ready. Fortunately, I was able to get hired by Dave Rowe and over at the Philadelphia Eagles to run my first sales group, which was corporate sales at the Philadelphia Eagles.

That was in pro sports when Komoroski was over there. That’s where I broke into pro sports with those guys. It’s right when their offices are still at the Vet in the NovaCare Center. I was there at ‘96, ’97 or somewhere in ’98 and ’99. We missed each other. I probably might have been there a little bit because then I started to do some training when they built the NovaCare Center. We were probably there right about the same time. That’s interesting. You’re at the Eagles and that’s your first management experience.

I was able to work with a phenomenal group. First of all, our owner was Jeffrey Lurie and Joe Banner was the president at that time. Len Komoroski, who hasn’t learned from him?

Would you rank Joe Banner as one of the all-time best negotiators of all time?

I never had the opportunity to be in a room with him, which is a big regret of mine that I never got to see him at work, but it’s the stuff of Legend.

You might know Mike Kuntz of Turner Construction. We did a lot of work with him. I was down the shore with him having dinner with him and his wife. We’re talking about painful experiences. He goes, “Joe Banner was the only person who ever made me cry in my whole life.” I got to watch him do a couple of deals when he was at the Browns. He has this phenomenal approach of starting at the backline.


ASO 30 | Successful Sales Leader
Successful Sales Leader: Every day’s a heavyweight fight. You have to hold yourself accountable. Then the next day comes and it’s round one again. You got to have that same energy you had the day before.

I was sitting there trying to figure it out and they were doing an AB deal. I’m trying to figure out what his move was. I said, “You start at the backline.” He can’t back up and he’s so ballsy. He’s not in a counter-offer because he’s already backed up. When I say backline, he’s at the furthest far back he wants to be.

I had an immense amount of respect for Joe when I was there. I was a few layers away from him. He was a pro, certainly from Len as well and Scott O’Neil was also there. Scott was the only person I knew that had a job at a company, got his MBA from Harvard and took the same job. It never added up to me. It’s maybe why I never got my MBA.

I don’t want to waste two years and then come back to the same spot I was at before. Scott was there and Jason Canela was on the premium hospitality side. It was a great short run. I was there for railroads last two years. Scott had left and joined another friend of ours, Seth Berger, to start a company called After two years at the Eagles, I got back to the sport I’m most passionate about, which is basketball. I was employee number eight at

Was there something with AND1 there?

For those who will remember, AND1 at its peak was a basketball sneaker and apparel company that started with the Trash Tee, the sayings on the shirt. At their peak, we’re number two in the basketball footwear and apparel business, only next to Nike in the entire world. The CEO of that company was Seth Berger who was another Hooper and went to Penn. Scott, myself and Seth would run in the same circles playing pickup. Seth left AND1 and started Many of our original employees did come from AND1, but that was the original connection. The seed money came from AND1 as well, but it was a separate entity.

Were you there for a short time?

I was there for eighteen months. This is what I describe as the most meaningful eighteen months in my entire career. I had left pro sports and the corporate world. It was the first time I’d ever worked for a startup. As an employee, you’re a part of almost everything in one way or another. The way I describe it is in eighteen months, we managed to raise $21 million, hired 53 people, burned through $21 million and had to lay off 53 people, including ourselves.

The real story of it was we did get caught in the bubble bursting with the internet. We did several tremendous things. We were generally on track relating to our business plan. We became the second-highest traffic basketball website in the world at our peak, but we hadn’t monetized it. We weren’t making money yet. The bubble burst and our investors got nervous. We sold the company for pennies on the dollar. The only thing of value at that point was the database. Eighteen months felt like a decade, but it taught me truly how to deal with adversity.

From that point forward, there are unique novel things that happened to me business-wise, but before Hoops TV, I wouldn’t know how to deal with them. I may jump in or panic a little too quickly. After Hoops TV, it taught me that you have to be measured. This is the time you have to be calmer, more thoughtful and collaborative. That’s why I say it’s probably the most meaningful part of my career, even though it was only about a year and a half.

You were in a pure management position when you were in Hoops TV. Was it a hybrid role?

It’s important to research the brand you’re calling, but it’s even more important to research on the person you’re calling.

It was a hybrid role. I ran two of the areas of the company. I was hired to co-run content acquisition. Go out and hire the basketball announcers and coaches that we had on the website. Do deals with youth tournaments so we can fill in the content and stuff. It was me and Brad Greenberg who had left the Sixers. He was the General Manager of the team.

While the company, by most measures, didn’t succeed, Brad and I had a hell of a time. We did some great content deals and people on the air like the Hubie Browns of the world. The content we were showing wasn’t being shown anywhere and these great high school players played in these AAU games. I also ran the ad sales department. We had done some very nice deals with companies like Powerade, Coke Company, Footaction and others but not enough to make a profit.

Let’s bring you to a couple of stops. How does your leadership get a huge swig of entrepreneurialism? You’re part of the solution in a startup and you’re figuring out how to scale up. How does your leadership and management philosophy start to evolve at this point? You got a little bit more relaxed and patient with things. How else?

Back around that time, I did have a very senior executive say to me, “You’re limiting yourself.” I said, “What do you mean?” He said, “I’ve worked with you for quite a long time. You’re talented at certain things, but you’re not a great listener. You’re capping your potential from a leadership and a management perspective if you don’t figure that out.” It was interesting because, in hindsight, I can say how selfish and self-serving cocky I was early on. I was being told that time and time again, but I didn’t hear it.

For some reason, it clicked at that point. That’s where I started to turn the corner to understand what leadership and management are and commit to working on the skills that I was poor at. Listening and understanding the value of other people was something I needed help learning. I got an executive coach. It was life-changing for me, not just career-wise but my relationships as well. That helped teach me some tactics to be a better listener and be somebody that does understand and encourage as a manager and a leader where other people speak up and share their thoughts, opinions and experiences to get to a better spot.

It might not have been the answer you’re looking for, but I did have a big a-ha moment halfway through my career where if I didn’t hear what that executive said to me at that point, I wouldn’t be where I am. I’m convinced. I’d probably be out of the industry. Maybe I’d be an individual seller again somewhere, but certainly, I wouldn’t be in a position of significant leadership.

I’ve been on the phone all day with leaders in different industries, selling what is consulting and what they do. Very few people can talk about their flaws. Most behave in a way that only talks about how Teflon they are. You can tell that you know where your gaps are. I’m with you with the listening part and I learned to shut my mic off. I want to jump on. Throughout my whole career, I had a similar experience. In some, I have to work because my trigger is to go.


ASO 30 | Successful Sales Leader
Successful Sales Leader: You’re capping your potential as a leader by not being a good listener. So what do you do? Hire an executive coach. Learn how to be a better listener and encourage others to share their thoughts.

That’s why working with the coach helped me because once I’d heard and truly understood that I was weak, I didn’t know what to do and the coach helped explain to me. I remember the first week where I’m pounding him. I’m like, “Tell me what to do.” He’s like, “It’s not going to work that way.” At the end of the week, he goes, “You’ve been patient with me. I know it’s been hard for you, but I am going to give you a goal. I know you like goals. Here’s your goal with listening. Try next week in 1/3 of your meetings to do more listening than talking.”

I go, “That’s a failure. It’s 33%. That’s a solid F.” He goes, “It’s not. It’s huge progress.” Much like you described, it takes energy and commitment to it. I probably failed more than I succeed at it still, but I’m committed to it. I check myself. When I do fail, I try to go back and make sure that I correct it. It’s not easy, but it’s essential. The most meaningful time in my career was when that executive said this to me.

You have such a large organization. You have so many sellers. Correct me if I’m wrong, but you have anywhere from 5 to 8 reports all in as managers between your creative team, partnership team and retention side. You talked about those values of transparency, integrity and greatness. When you think about those values and you look at your team, what is something you end up coaching most on? It’s individual performers because I assume you can get in the weeds and jump in there when you’re sharing that stuff. What’s something you end up coaching? When you look at salespeople, what frustrates you because you’re so competitive?

Two things popped into my mind and you did mention one of them. I am a sales student. I’m very comfortable speaking with all of our sellers and our account managers about any aspect of selling, whether our sales philosophy and process or any individual steps of selling like prospecting. I’m a total presentation geek. I’m always offering up my services to our sellers when they have a big pitch. I love all of that. I’m often spending a lot of my coaching time with coaching and selling techniques.

I’m often coaching quite a bit about the importance of developing relationships both internally and externally. I’ll give you one example of what I’m saying. We teach and train our team. We believe that before calling a prospect, it’s very important to do your basic research on the brand you’re calling, but it’s more important to do your research on the person you’re calling. I say it all the time. A company has never made a decision, but people within that company do make those decisions. I’m often coaching this to approach quite a bit.

I see it a lot. I see sellers that are buttoned up and have done a ton of research on a company but don’t know how to connect personally with the decision-maker and they’re not going to get to a deal there. Our organization, MSG, we’re a matrix organization from a structural perspective. What that means is there’s not a hierarchy that you can easily point to. You often have to work across departments. There’s nobody at the top saying, “Listen to Ron in terms of what he’s doing.” To succeed in that organization, you have to have trust-based relationships across the entire organization.

I do an awful lot of coaching with this. We’ve represented this great portfolio. There are leaders of all those businesses and I treat them as if they’re my boss and partner. You can imagine when my team’s looking to get deals done, especially across those properties, they often have to work with multiple leaders and get to the right place for the sake of the deal. That’s a lot of what I’m spending my time coaching.

From sellers, what frustrates you?

It’s a lack of preparation. I’ve always believed that it drives me crazy when somebody takes the lazy way out on prospecting, somebody else sent in through the CRM a company in a particular category and then you see the run of everybody drafting the other companies in the category. That’s one example. Next is presentations. It’s when you don’t role-play and practice your presentation before delivering it. These types of things drive me insane. If you talk to any of my direct reports, especially the SVPs that run my sales groups, I’ll drive them crazy with this when I see an unforced error because we didn’t prepare properly.

I’ve made a whole business on charging people for this because it is unbelievable how sloppy people are. A $50 sale requires $50 worth of preparation and $10,000 sale requires $10,000 preparation. You have to put your time in and that’s what people don’t get. It doesn’t sell itself. That’s why we need salespeople. Here are the last three questions. Speed question, speed round. You have a 7 to 9-year-old niece, nephew, son or daughter. They say, “What’s success?” Say it in their terms.

If your friends talk about you, they say you’re a great teammate and a kind human being.

You’re prepping for a sale, getting ready to go into the biggest sale you’re going to make and prepping your team for it. What song are you playing in your head?

My email address is Stars@NewKidAgain. You probably know where I’m going. I go Hangin’ Tough by New Kids on the Block.

My Tim Ferriss question is what’s the book you gifted most besides mine?

Scott O’Neil recommended a book to me years ago. It’s a very obscure one called The Magic of Believing by Claude Bristol. I’m going to summarize it in five seconds. When you were a kid and you believed you could accomplish anything, this book gets you back to believing that you can.

Ron, I love that you’re on. I could do this all day. You might be the only one I offered to bring back because there are so many topics we haven’t even covered. I so appreciate your time. Thank you so much.

I’m sure we’ll talk soon.

Thanks, Ron. I appreciate you.

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About Ron Skotarczak

  As Executive Vice President of Marketing Partnerships for Madison Square Garden Entertainment Corp. (MSG Entertainment), Ron Skotarczak is responsible for developing and advancing the Company’s overall business goals across its marketing partnership and premium hospitality sales and service groups. As part of this, Mr. Skotarczak is charged with ensuring a world-class experience for the Company’s partners through exceptional service, activation plans and execution. Mr. Skotarczak spearheads the Signature level sales efforts, developing cross-venue, multi-platform solutions that leverage MSG Entertainment’s portfolio. This includes performance venues: Madison Square Garden, Hulu Theater at Madison Square Garden, Radio City Music Hall, the Beacon Theatre, and The Chicago Theatre, as well as a variety of live entertainment offerings. Among these offerings is the Company’s own production, the Christmas Spectacular Starring the Radio City Rockettes; Boston Calling music festival; and Tao Group Hospitality, which features entertainment dining and nightlife brands. And the Company has two regional sports and entertainment networks, MSG Network and MSG+, which deliver a wide range of live sports content and other programming.