Scaling MPL Call Break Through Retention and Trust

Call Break had meaningful scale, which made small weaknesses in onboarding, retention, or fair play commercially important. I owned the product from early in its growth and worked with a 15-person cross-functional team across engineering, design, business, data, marketing, and revenue.

I spent two years building a clearer picture of why players left or returned. That included more than 3,000 customer calls, support feedback, competitor analysis, and funnel data across D1, D3, D7, and longer-term retention. I broke important journeys into client-side and server-side events so we could distinguish product failures, connectivity issues, and player behavior instead of relying on assumptions.

Those findings shaped onboarding help, leaderboards, tournaments, fantasy and trump formats, matchmaking improvements, and other product changes. For new players, we focused on teaching the game and reducing early confusion. For established players, we created repeat reasons to return and compete.

Fraud was another core part of the work. I examined edge cases and recurring behavior, then worked with data, AI and ML, and engineering colleagues on indicators for multi-account use, player collusion, and suspicious hands. The objective was to protect legitimate players while limiting attempts to game the system.

The product became one of MPL's top-three revenue-generating games within 24 months. It served more than 100,000 daily active users and contributed 25% of company revenue. The team received MPL's Best Team Award for its growth, and I shared the monetary award with the engineers, designers, marketers, and revenue colleagues who built the outcome with me.