Inside Line-Up: How We Decide What to Build Next

At Line-Up, we believe ticketing technology should be reliable, flexible, and scalable - but most importantly, it should develop in line with the evolving ticketing landscape and audience expectations.

The way we see it, we have two sets of people we need to delight - the teams that are using Line-Up to power their ticketing and their customers that are buying the tickets.

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To achieve that, it’s more than just adding countless features because we can. As we grow Line-Up, deciding what gets built, how and when is vital, and so we’ve welcomed our first Product Manager, Raymond. His role? To make sure our platform keeps pace with the needs of today’s ticketing teams and the expectations of their customers.

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Why now?

To date, we’re really proud of the approach we’ve taken to building our platform. We’ve also been fortunate to have had regular, insightful feedback from our current clients and fellow ticketing experts from across the sector. However, overall product ownership was shared across a few members of the team.

We wanted a dedicated role focused on turning feedback, market insight, and platform usage data into a clear, prioritised product roadmap - so the improvements we make have the biggest possible impact.

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Meet Raymond

Raymond brings over 15 years’ experience leading product strategy and delivery across industries such as Travel, Ticketing, Fintech, Health Tech, and eCommerce. His track record in building roadmaps, stakeholder engagement, streamlining product processes, and delivering scalable solutions makes him an ideal fit to help steer our platform’s future.

As Line-Up’s first dedicated Product Manager, Raymond is laying the foundations for how we embed product thinking across the company, and establish strong feedback loops with our users.

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Our core pillars

At Line-Up, we are guided by our three core pillars:

1. Ultimate Flexibility - Configurable and customisable  for different sales models and customer journey requirements.
2. Reliability & Scalability - ready for your busiest onsales and peak traffic without a hitch.
3. Open & Connected - Champions of integrations via open and well documented APIs.

Those pillars are our North Star. But what does that mean in practice? When it comes to product management, these pillars define our approach, especially when building features, but it must be combined with an Audience-first approach, both the people using Line-Up every day, and the people buying tickets - so the user feedback we get from both is crucial.

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Turning feedback into features

With Raymond in post, our product process is sharper and more collaborative:

• Client-led insights - regular conversations with our users to uncover what’s slowing them down or holding them back.
• Data-driven priorities - using platform analytics to identify the changes that will make the biggest difference.
• Fast feedback loops - rolling out improvements quickly, then refining them based on real-world usage and user feedback.
• Integration-first thinking - making sure our APIs remain well documented and fully featured, allowing data to flow smoothly to CRM systems, websites, marketing automations, and BI tools.

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What’s changed already - and why Everybody Loves Raymond

In his first few months Raymond has:

• Reviewed and organised a 200+ item feedback/ideas backlog into clear themes, cutting noise and surfacing the highest impact work.
• Connected customer feedback from our previous feature request tool, along with internal sources into a single, themed view to spot patterns and prioritise effectively.
• Aligned delivery priorities with client implementation timelines.
• Evaluated new product management tooling to improve planning, discovery, prioritisation and product-delivery processes.
• Embedded early product discovery into the process so new ideas are developed and validated before being prioritised for delivery.

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What’s coming next

Looking ahead, our future roadmap priorities and product process refinements will focus on:

• Establishing a clear product vision and roadmap, moving from reactive delivery to a strategic plan aligned with customer needs and market opportunities.
• Enhancing self-service and account management; expanding customer account functionality to reduce support and improve the user experience. Setting the ground work to support flexible membership programmes.
• Continuous improvement in the Box Office/Dashboard, with priorities driven by feedback and ideas received.
• Continuing to improve the discovery of delivery flow. Making discovery a consistent part of the process to validate ideas and prioritise based on customer value and commercial impact.
• Refining tooling and reporting - Implementing tools and dashboards that integrate product, support, and commercial data for better decision making.
• Supporting scalable growth - Preparing the product for increased transaction volumes and more complex integrations.

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When your ticketing technology works harder for you, your team can focus on what matters most: selling the show and delighting your audience.

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Emily Childs

Head of Community