Helping The Chosen Reach a Billion People

Reducing friction for user signups

Frontro · Senior Program Manager
Employment: January 2025–September 2026

The challenge

The Chosen has a mission to reach a billion people. Making it easier for viewers to access the show was one part of supporting that ambition.

Frontro supported authentication for The Chosen’s streaming platform across web, mobile, and connected TV. Viewers needed an easier way to create an account and sign in, while login-related problems added to the support workload.

The initial request included a broad range of social sign-in providers. We needed to determine which ones would be useful to the audience, turn those choices into clear requirements, and coordinate the work across teams.

My role

I was the primary point of contact with the customer. I researched provider options, drafted requirements, worked toward agreement across teams, and managed the project’s timelines. When issues came up, I communicated them to the client and worked with the people involved to find a solution. I stayed involved through final deployment and support afterward.

The interface design and engineering implementation were handled by other team members.

Choosing providers around the audience

Rather than treating every requested provider as equally valuable, I researched social-platform usage and compared published user-habit studies with the audience’s demographics. That gave us a basis for discussing where integration work would be most useful.

We narrowed the scope to Apple, Google, and Facebook. Facebook was worth keeping because The Chosen’s audience skewed older, including Gen X and Baby Boomers. We expected it to be more relevant to this audience than general-population usage figures might suggest.

The research helped turn a broad request into a focused recommendation. It also gave the client and our teams a shared reason for the scope we chose.

Keeping the work aligned through delivery

Once we agreed on the direction, I translated the requirements into work the teams could align around. I coordinated timelines, tracked progress, and kept the client informed as questions and issues surfaced.

Scope management was an ongoing part of that work. When additional requests came up, I worked with the team to understand what they would require and helped the client weigh them against the project’s priorities. Those conversations kept requirements, expectations, and delivery plans connected through release and follow-up support.

What we observed

During the launch period, daily signups rose from approximately 15,000 to 44,000: about 2.9 times the earlier volume, or a 193% increase. Weekly support tickets fell from approximately 350 to 230, a reduction of about one-third.

This is how I approach complex projects: I combine research with insights from conversations to bring clarity to the problem, help the team build a shared understanding of what matters, and support them as they create solutions that make a difference.

Want to discuss this project? Contact Joe at josephnewell90@gmail.com.