Biglight
Brought in to rescue two client projects, then asked to reshape the design team itself — process, principles, and growth strategy for a digital agency in transition.
The Problem
Two key client projects were off track. The Adidas team had lost confidence in BigLight's design function following a bad hire, and a Magnet Trade engagement had stalled — ideas were on the table but no clear direction on how to move forward. Both needed senior design leadership to step in, own the problems, and rebuild momentum with the clients. Internally, the agency's leadership were understandably cautious — they'd been burned, and needed someone who could demonstrate competence through doing, not just directing.
Beyond the projects, the wider design team lacked structure. There was no shared process, no design critique culture, and no framework for how designers should grow. The team was talented but operating without a playbook.
"Darren is not afraid to challenge, but this is always done in a positive, constructive and pragmatic manner"Jane Gleadall, Co-Founder BigLight
The Result
Both client projects delivered on time and to budget. Adidas and Magnet Trade both progressed to second-phase commissions, retaining £346k in business for BigLight. Beyond the project work, a design team playbook was created covering mission, values, and process — alongside the foundations of a training and growth framework for the team.
- £346k
- Retained business from second-phase commissions
- 2 Projects
- Rescued and delivered, both progressing to phase 2
- Seamless Handover
- Successor built on the work rather than reworking it
Overview
The Role & Impact
Experience Design Director (March–October 2022), leading the UX, UI, and UX Research teams while covering for the Head of Design. Responsible for hands-on design direction on both client projects and for reshaping the team's ways of working.
On the Adidas project, I led the design team while also producing the work myself — getting hands-on with the UX and UI to rebuild credibility quickly. I clarified the brief with the client, simplified the design process, and established regular communication that restored their confidence in BigLight. As trust grew — both with Adidas and with BigLight's leadership — I progressively handed responsibility back to the team, leaving them in a stronger position than I found them. The project completed with strong user testing results and direct praise from the Adidas team.
On Magnet Trade, the approach was similar — lead from the front, do the work, then step back. The challenge here was different: ideas existed but decisions didn't. I used existing user research and competitor analysis to set a clear direction, scoping features pragmatically to reduce delivery risk without being overly cautious. Presentations and workshops with the Magnet team kept them close to the process and generated ideas for future phases.
On the team strategy, I introduced bi-weekly design critiques, stand-ups, and retros — improving collaboration, workload visibility, and output quality across the team. I created a design playbook covering mission, values, and process, and began developing a training and growth framework defining roles, expectations, and shared design knowledge resources.
The strongest validation came after I left: my permanent replacement gave positive feedback on the work produced, using it as a foundation to move the team forward rather than starting again.