Bold opening: A bold reinvention is underway in Washington, and it hinges on rethinking every corner of the Nationals’ business and fan experience. And this is the part most people miss: it’s a startup mindset inside a storied baseball franchise.
Jason Sinnarajah charts a new course for the Nationals
During his first week as the Nationals’ president of business operations, Jason Sinnarajah scheduled 14 hourlong meetings with each department, laying out a concrete plan to reset both the business and baseball sides of the organization after years of progress and pause. He joined the team on January 6, just ahead of Opening Day, and reports to the ownership board alongside Paul Toboni, president of baseball operations, who was hired in September.
“I’ve been drinking from a firehose,” Sinnarajah told Sports Business Journal from Nationals Park, describing the flood of questions, listening, and staff introductions that come with a leadership refresh.
Though he hadn’t been eager to leave the Kansas City Royals—where he served as senior vice president and chief operating officer since 2023—the Nationals’ offer’s clarity and potential persuaded him. He notes the importance of respecting his current ownership while evaluating a new opportunity: “I think it’s important to respect your owner in your current seat.”
3 Questions With Jason Sinnarajah
What have you been doing day-to-day to get ready for the season? “We’ve got to hit our revenue targets, so I’m reviewing partnerships, renewal timelines, and the key relationships I need to manage. On the market side, I’m focusing on the creative direction, distribution, and brand identity—how we communicate it—and getting everything lined up because we’re two months away.”
What trends are you following in baseball? “We just moved to Nationals.tv, and I’m watching closely what the RSN transitions have meant, given MLB’s broader TV umbrella. I’m also keeping an eye on new products—my technology background keeps me curious about how innovations can improve the fan experience—while considering the macroeconomic environment and its impact on live entertainment.”
What impact have mentors had on improving the ballpark experience? “In Cleveland, I worked under Mark Shapiro, Andrew Miller, and Brian Barren. Their approach to segmentation and ballpark zoning informs my thinking. In Kansas City, under John and Brooks Sherman, we redefined food, beverage, and game-day experiences, and introduced tech like Go-Ahead Entry. All of those ideas are on the table, but they must fit this market.”
Sinnarajah was drawn to the president role, the Washington market’s potential, ownership’s long-term vision, and his ties to the area. He met his wife, Jessica, at the University of Virginia’s Darden School of Business. “Where else do you get a fresh start on both the business and baseball sides? Usually it’s one or the other. It’s almost like a startup in the sense that we’re starting from the ground up.”
The Nationals were a powerhouse in the National League during the 2010s, culminating in the 2019 World Series title. They have struggled to reach the postseason since, finishing last in the NL East in four seasons. Sinnarajah and Toboni aim to steer the organization toward steadier success, adopting a leaner front office after several leadership changes.
“What’s in the past is in the past. I’m impressed with the Lerner family,” Sinnarajah said. “This feels like a metamorphosis—thinking differently, changing, and building a stronger foundation for the future.”
A strategic first move: exiting MASN and joining MLB’s TV umbrella for local rights. MLB TV offers reach, stability, and a proven blueprint for the team’s broadcast strategy, he explained: “It was time for us to move on, and we wish MASN the best.”
The Nationals have also been evaluating sponsorship and naming-rights opportunities. Excel Sports Management helped secure a multiyear jersey patch deal with AARP, and the team is now pursuing a long-sought ballpark naming-rights deal. “We’ve had strong interest,” Sinnarajah noted.
Sinnarajah is still in the early stages of evaluating franchise-wide opportunities. “One thing that stood out is we don’t have an airline sponsor,” he observed, signaling a potential area for targeted partnerships. He also plans to enhance the in-game experience and concessions, drawing on his Royals experience with Joe’s Kansas City Bar-B-Que at Kauffman Stadium.
The Nationals have drawn fewer than 25,000 fans on average for three straight seasons. Sinnarajah intends to inspect every ballpark space, grow the fan base, and target younger audiences and tourists, aiming for tangible improvements in 2026 and beyond.
“This experience should be part of your Washington experience,” he said. “Give us a chance. Come to the ballpark. You’ll see incremental improvements in 2026, and certainly more in the future.”
Industry voices see promise in Sinnarajah’s approach. Mark Shapiro, president and CEO of the Toronto Blue Jays, who previously worked with Sinnarajah in Cleveland, praised his intellect, diverse skill set, and ongoing professional growth. Minnesota Vikings COO Andrew Miller, who also worked with him in Cleveland, called Sinnarajah a transformative leader capable of guiding teams through change.
Controversial note and invitation: As the Nationals redefine their identity, some fans and analysts may question the balance between rapid business-led changes and preserving on-field continuity. How much risk should a franchise take on in pursuit of a broader market reset? Do you believe these investments will translate to on-field success and a demonstrable jump in attendance? Share your take in the comments.
