The U.S. Open championship trophy Lew Sherr received when he left the United States Tennis Association sits behind his desk at Citi Field.
Nearby hangs a poster from the 2025 U.S. Open mixed doubles championship, a reimagined event that drew a star-studded field and delivered strong fan engagement and commercial results.
The mementos reflect Sherr’s 15 years at the USTA, for which he helped transform the U.S. Open into one of the most lucrative annual events in global sports.
During Sherr’s tenure as chief revenue officer (2010-22) and later CEO and executive director (2022-25), tournament revenue doubled to more than $500 million annually. Attendance topped 1 million fans in 2024.
He played a pivotal role in securing a 12-year, $2 billion media rights renewal with ESPN and implementing plans for the $800 million renovation of Arthur Ashe Stadium.
The opportunity to replicate that growth as president of business operations for the New York Mets proved too appealing to pass up. Now, Sherr says, the most important item in his office is the 2026 schedule, with an autographed photo of the 1986 World Series title team close by providing inspiration.
“I wasn’t looking to leave for another role, but this is a transformational opportunity, and perhaps my proximity being here in New York made that point even more evident to me,” Sherr told Sports Business Journal, citing the team’s iconic history, passionate fan base, investment from ownership and impending $8.1 billion Metropolitan Park casino development project as extremely attractive.
“But what drew me here more than anything else is this is one of those rare opportunities professionally where all the ingredients were in place for incredible growth and sustained success. I also feel like I left the USTA in a good position, and that was important to me.”
When Mets owner Steve Cohen sought a replacement for M. Scott Havens, who announced he was stepping down in May amid what Cohen called “differing perspectives on long-term strategy,” he only needed to look across Roosevelt Avenue.
During those visits, Cohen and Sherr built a relationship, often discussing how the U.S. Open evolved into a business powerhouse.
“[Steve] is one of the most intellectually curious individuals you’ll ever meet,” Sherr said. “We had a series of conversations over quite a lengthy window, just exchanging ideas around the U.S. Open business, which I think afforded us both an opportunity to maybe get to know one another in a way that provided a level of comfort that perhaps you don’t typically see in these kinds of situations that might have a more traditional search.”
The Mets are coming off a season in which they established Citi Field records for ballpark-related revenue ($311.4 million) and attendance (3.18 million fans), and ranked eighth in sponsorship revenue, according to SponsorUnited — providing a strong foundation for Sherr as he looks to expand the club’s business operations.
Cohen was enamored by the U.S. Open’s blue-chip roster of sponsors, first-rate facilities and premium hospitality that has resonated with New York’s corporate market. He hopes to emulate that at Citi Field, with even casual fans feeling as if each game is a special event.
And Cohen believes Sherr’s track record and mindset is exactly what the Mets need, sources familiar with the hiring process said.
“Lew shares my vision for creating an exceptional fan experience at Citi Field and making the Mets an even greater part of New York’s cultural fabric,” Cohen said in a statement.
“I am confident that Lew’s extensive experience and track record of success in driving growth and innovation at organizations across sports, entertainment and media will make him a great addition to our leadership team.”
Sherr downplayed the risk of working under the swift-moving Cohen, who has shown a penchant for overhauling his C-suite when he doesn’t get desired results.
“He has every right to be demanding, but his demands are not unreasonable,” Sherr said. “Every aspect of this role is more exciting to me than it was before I joined. The relationship with ownership has been even better than I could’ve hoped, and I came in with great expectations, too.”
The Mets’ total allocations for 2026 payroll and luxury taxes are projected to climb to nearly $480 million, according to Spotrac. It gives the club a strong base from which to build.
“We have, in many respects, doubled down on what I’d refer to as the core business,” Sherr said. “And the core business, to me, is that unwavering focus on the fan experience, leveraging data to be more effective selling tickets at the right time and being more strategic in our approach to sponsorship. I have sort of repurposed some jobs to make sure that we have all the support we need to drive those initiatives. The other part has probably been trying to establish more of a longer-term, multiyear vision for the organization.”
Metropolitan Park, on 50 acres of Citi Field parking lots, will include a Hard Rock Hotel with a casino, sportsbook, restaurants, bars, a 5,650-seat music venue and a Taste of Queens Food Hall. It also will create 25 acres of public green space, 23,000 union jobs, $1 billion in community benefits and infrastructure improvements, including a revamped, ADA-accessible 7-line train station, according to Metropolitan Park officials.
The development is projected to be finished in June 2030.
Amid construction beginning in the neighborhood, the team has created a dedicated site for fans to personalize their travel plans based on real-time transportation information. Pre-paid parking, $5 promotional codes for the Long Island Railroad and expanded ferry service will be available.
“While we’re excited about the transformation of the district, we’re also being thoughtful that it doesn’t impact our fan experience in a negative way,” Sherr said.
While Sherr noted the project is its own entity and the team is not involved in the details of the construction process, he noted his role will involve how the Mets operate within the district, which could see 10 million people coming through annually, and how that could buoy their business, while also thinking about their obligations to nearby residents and being a great partner.
“To be a part of Steve’s vision for what this area could be is incredible,” he said. “Having spent 15 years as part of this district, it’s so much bigger and more expansive and more exciting than anyone could have imagined.”
Chief Operating Officer Samantha Engelhardt described Sherr’s leadership style as focused on empowerment.
“He takes a really thoughtful approach to culture and developing people and making sure that his team is set up for success,” Engelhardt said.
