Lianne Harrison
I make sure you’re spending time on initiatives that actually solve customer problems — the kind that people happily pay for
I help teams use resources wisely, focusing only on changes that move the needles that matter most to your business
I don’t stop at shipping, I measure, tweak, and iterate until we hit the outcomes we set out for
I'm always listening to users (and internal stakeholders) and turning feedback into valuable insights that drive the right solution
- Previous colleague
Experience
Associate Product Manager, Artlogic
2022 - Present
Project Manager, Rightmove
2017 - 2022
Marketing & Operations, NRG Home Solar
2014 - 2015
My toolbox
Product & strategy
Product vision & roadmapping
User-centric discovery & research
Continuous discovery practices
Storytelling with data
Agile methodologies
Cross-functional leadership
Tailored stakeholder management
Process optimisation
Technical & tools
Productboard
Pendo
Figma
Jira & Confluence
Basic SQL, HTML & CSS
Prototyping with AI
Impact
B2B iOS app case study
Creating a compelling vision
When I took ownership of a B2B iOS companion app, it lacked product direction, had no clear purpose, and was missing the mark with its users.
Early UX research interviews revealed that the app’s value lay in discreetly powering sales conversations, allowing sales teams to focus on selling. Whilst it provided value across all account sizes, usage data showed significantly higher frequency of use amongst larger enterprise accounts.
This insight reframed the product’s role, it could become a core sales enablement tool, opening a new revenue stream and delivering an integrated, end to end solution for selling inventory.
By aligning the team around this sharper vision, we unlocked faster decision making and clearer prioritisation, which contributed to over 50% increase in active users over 12 months.
Placing our bets that align with business goals
The development team was used to working with top down direction on what features to build. When our team’s structure changed, we suddenly had the freedom and responsibility to decide what to work on. The challenge we faced was a flat, backlog full of ideas but no clear link between those ideas and the company’s strategic goals.
I set out to bring clarity. First, we established a clear product goal that tied directly to the wider business goal. From there, we mapped every potential opportunity into an opportunity solution tree, using data to compare and contrast until one high-value opportunity emerged as the clear focus.
This process replaced feature first thinking with outcome driven prioritisation, enabling us to produce a now, next, later roadmap grounded in business value.
The result was a more structured approach to exploration that reduced discovery time and increased alignment across the team.
Always challenging our assumptions
Making trade offs mid-build
Even with strong discovery practices, some risks only surface after development begins. How those moments are handled can make or break a feature.
In one case, we were delivering a quality-of-life improvement with a dependency on another team. We’d factored in the dependency and started building, but midway through, that team’s priorities shifted, leaving us without the planned support.
The development team gathered quickly to assess options. Engineering proposed an alternative approach that could achieve a similar outcome, though without the performance improvements we’d originally aimed for. We time boxed a technical investigation to prove viability, then made the call: proceed with the adjusted implementation to deliver immediate value to users, whilst logging the performance work in the RAID log to tackle when resources became available.
The trade-off protected delivery timelines and user impact, whilst keeping longer-term improvements firmly on the roadmap.
You can't always control what happens but you can control how these are dealt with when they do arise.
Measure, measure, measure
When I joined the mobile team, we had little to no analytics in place — we were essentially flying blind. The rest of the company had adopted Pendo, so I set out to establish a clear baseline for our app’s performance.
Given the app’s seasonal usage, certain metrics like Daily Active Users (DAU) weren’t meaningful. To focus on what mattered, I ran a workshop with the development team to identify key actions, user journeys and behaviours that signalled success. Using the AARRR framework, we mapped possible metrics for each stage, then voted to prioritise the most impactful.
We landed on three core metrics: retention, Product Engagement Score (PES) — calculated from adoption, stickiness, and growth — and completion rates for essential tasks.
Having this shared understanding of product health, allowed us to measure the success of our work and provided evidence to inform and strengthen our discovery decisions.
Listening to our users
Early in my journey transforming a B2B iOS app, we faced a steady decline in Monthly Active Users after the summer lull (August is always super quiet). This raised concern as we knew the art world made the majority of their sales from September - December. So what was going on here?
We asked a lot of questions - did we accidentally ship something that caused users to drop off? Was the analytics tool collecting the right data? Was this normal for the product (we’d only been collecting data since that February)? Were there workflows causing friction? Was it something bigger, the economy was struggling - art is a luxury - and were art fairs taking a hit?
First stop, the data. Our analytics tool told one story, but Apple’s data showed the opposite, usage was actually higher than the previous 90 days. Whilst we couldn’t compare apples for apples we were more curious and turned towards our analytics vendor. We raised a support ticket with them and continued digging deeper.
Whilst we were sussing out whether there was an issue with our analytics, I turned to inbound support requests. This proved really insightful and I uncovered a major friction point, 20% of support tickets were related to login and onboarding issues. These were moments that set the tone and trust for our users and we were silently letting them down.
We quickly addressed the login experience by improving error messaging and clarifying credential requirements, balancing clarity with security. In parallel, we refined the onboarding guide with a clear call to action, resulting in 80% of users who saw the guide clicking through to get started.
By Q4 we released the fixes as well as addressing issues with our implementation and setup of the analytics, and by January customer teams reported noticeably fewer “can’t log in” complaints. By April, Monthly Active Users were up 50% compared to the same time last year.
Whilst we can’t pinpoint exactly what caused the decline in Q4, by refusing to accept the decline at face value, and by surfacing hidden blockers through support data, I ensured the team fixed problems that directly impacted trust. Without this advocacy, those pain points might have quietly festered and continued to frustrate users
- Previous colleague