BOSTON, JUNE 2, 2026 — the block — campus + revops, archived
The Block — Campus + RevOps
◐ B2B PM · INSTITUTIONAL CRYPTO RESEARCH
─ OPENER ─
The Block is an institutional crypto data and research firm whose customers ran money for a living and whose product was, depending on the day, a Snowflake share, a PDF, or a phone call returned within the hour. Multiple surfaces: the Campus education product, the ETF launch page workflow on WordPress, the Polymarket × Campus sponsored-microcourse vertical, the .co homepage redesign competitive audit, the RevOps automation pipeline behind Salesforce closes. The bi-weekly Product and Engineering status update sat above all of them.
The job was build it, ship it, and write it down carefully enough that leadership could read the bi-weekly update in under five minutes. That discipline transferred everywhere: the ETF launch page scopes easier when you’ve already drafted the version that fits in 90 words; the Polymarket microcourse builds faster when you’ve already drafted the five components out loud. Institutional B2B doesn’t have UX to lean on, only the agreement.
The firm restructured around me; the products didn’t. This page is about the products. The investigation board below is the build calendar in forward order: multiple surfaces, sanitized artifacts, and a public reference link at the end. The Methods strip is lean by design: most of the receipts from institutional B2B work have to be redacted before they ship.
─ INVESTIGATION BOARD ─
Polymarket × Campus: Sponsored Microcourses PRD v1
Scope locked at 5 components: homepage module, Learn page hub, in-article recirculation, embedded course player, reporting requirements.
The Block's editorial audience already reaches Polymarket's target market; Campus already produces the educational format. The 5-component build connects the two surfaces without standing up a new product team: sponsor-native distribution against the existing engagement loop.
RevOps manual handoff steps per Closed Won: before vs after (manual steps)
Polymarket × Campus PRD v3: 5-component shipped state
All 5 components landed; Sales One-Pager template productizes the partnership for repeatable revenue-team sale.
Sponsored microcourse becomes a recurring revenue line, not a one-off integration. The Sales One-Pager template means the next sponsor ships without per-deal product involvement. Partnership becomes infrastructure.
Block Pro 2.0: competitive landscape kickoff
Product audit + competitive teardown kicked off. 9 enterprise data and research platforms benchmarked across pricing, coverage, and API surface. 3 stakeholder interviews (sales, research, head of data) scope the proposal for the incoming CEO.
x402 / A2A / MCP: internal strategy memo
Internal strategy memo. x402 payments, agent-to-agent (A2A) handoffs, and MCP integration mapped to 6 monetization patterns for the agent economy. A future-facing PM thesis, authored under the research firm's editorial roof.
bi-weekly P&E: final update + KR3 delivery
Final bi-weekly P&E status update. 3 production Claude Skills shipped against Q2 Objective 5, KR3: etf-page-creator, stakeholder-update, jira-automation. The writing discipline, encoded as tooling and handed off.
─ METHODS ─
| TASK | AGENT / TOOL | MODEL / COST |
|---|---|---|
| production tooling | 3 Claude Skills (etf-page-creator + stakeholder-update + jira-automation) | per-token billing |
| revops automation | Zapier + Tables (11 workflows + 10 intake forms + central DB) | SaaS |
| PRD authoring | Claude Code + Confluence | per-token + SaaS |
| AI media generation | Nano Banana Pro + Veo 3.1 / Kling 3.0 + ElevenLabs | per-credit |
| analytics | GA4 | free tier |
─ 4Q ─
A-4.Q1 What is this?
Product Manager at The Block, an institutional crypto data and research firm. The work spanned multiple surfaces: Campus education, the ETF launch page workflow on WordPress, the Polymarket × Campus sponsored-microcourse vertical (PRD v1 to v3, 5-component 0-to-1 build), the .co homepage redesign competitive audit, and the RevOps automation pipeline behind Salesforce closes. The agentic-engineering thread ran through all of it: three production Claude Skills shipped against the P&E Q2 OKR (etf-page-creator, stakeholder-update, jira-automation), AI-assisted image, video, and voiceover generation for the Campus 201 enterprise launch, an internal x402 / A2A / MCP strategy memo mapping six agent-economy monetization patterns, and the daily PM workflow onboarded onto Claude Code for the rest of the P&E team.
A-4.Q2 Why this approach?
The decision wasn't which surface to specialize on. The decision was which discipline to anchor the role around: engineering speed, design taste, or writing compression. Institutional B2B PMs spend more time writing than building because the customer relationship is the product, and the relationship is documented in agreements, briefs, and status updates that leadership and partner teams actually read. The bi-weekly P&E update was the marquee version of the writing discipline, and it became one of the three Claude Skills shipped against the Q2 OKR. Pick the writing-heavy version of the role on purpose, then ship the tools that compress it.
A-4.Q3 What would break?
Three failure modes the role guarded against, named and patched on the record. Handoff multiplication: seven manual handoff steps per deal in the RevOps process before automation, each one a place humans could drop the work. The fix was an end-to-end pipeline (eleven Zapier workflows + ten product-specific intake forms + a central Tables database) collapsing the chain to a single Salesforce 'Closed Won' trigger. Documentation sprawl: seven competing team-doc hubs, roughly twenty-five orphaned Developer Sync pages, five-plus overlapping onboarding paths. The fix was a 10-week P&E Department 2.0 execution plan consolidating into a per-product Confluence architecture with a centralized Templates Library. Status-update theater: writing the bi-weekly to look good instead of to surface real status. The fix was building each update around named risks and unresolved decisions, then shipping stakeholder-update as a Claude Skill so the discipline outlasted any one PM.
A-4.Q4 What did I learn?
Institutional B2B is a relationship product. The infrastructure has to disappear; the relationship has to remain. The PM who ships the tool that automates the work is the PM who scales past their own bandwidth.