Overview
Transforming Barclaycard’s Internal Digital Design Agency
Introduction
As the design leader for Barclaycard’s internal digital design agency, I spearheaded a transformative journey to integrate the dynamic practices of an external agency into our corporate environment.
This case study outlines the steps I took to establish a high-performing design function, the value we delivered, and how I effectively communicated this value to all stakeholder groups, including the C-suite, business departments, and external clients. Through strategic initiatives and collaborative efforts, we built a design agency that not only met internal needs but also extended its influence outward, driving significant business growth and engagement.
Internal Assessment and Stakeholder Engagement
I initiated a comprehensive analysis of Barclaycard’s design needs, existing capabilities, and gaps. Engaging with key stakeholders, I gathered insights and secured buy-in for the new internal agency. Aligning our mission and vision with Barclaycard’s strategic objectives was essential to ensure support from all levels of the organisation.
Outcome/Metrics:
Weekly stakeholder meetings and design workshops fostered open conversation within the team and broader stakeholder group, ensuring honest opinions of needs. Initially, Barclaycard’s design capability was lacking, scoring 40% in efficiency compared to an external agency (80+%). This led to low team morale, as stakeholders didn’t recognise the team’s potential.
Resource Allocation and Recruitment
Securing the necessary budget was a critical step, followed by allocating workspace and investing in essential design tools and technologies. I focused on recruiting key roles such as designers, project managers, and developers. Comprehensive training programs were provided to ensure alignment with Barclaycard’s corporate culture and industry standards.
Outcome/Metrics:
A budget of £200,000 was secured, and three senior hires were made to set up the management team (art direction, studio management, and project management). Existing staff received eight hours of training per week for first 4 weeks, setting a baseline of understanding and knowledge. From the initial kick-off, all further hires were evaluated against metrics, with a business case formed from the existing team’s output and the ROI for additional resources.
Defining Service Offerings and Internal Branding
I led the effort to clearly define our service offerings and create detailed service packages. Developing a strong internal brand identity that complemented Barclaycard’s overall branding was crucial for establishing our presence within the corporate structure.
Building and Implementing a Design System
To ensure compliance and strong engagement between design and development teams, I spearheaded the creation and implementation of a comprehensive design system. This system included standardised components, design patterns, and guidelines, which facilitated a unified approach to design across all projects. By building a joint space for understanding and delivery, we enhanced collaboration and consistency, significantly improving the efficiency and quality of our outputs.
Outcome/Metrics:
Over 600 components created, 100% adoption rate by design and development teams within expectation of 6 months, 70% reduction in design inconsistencies driving stakeholder approval ratings of 4 out of 5.
Establishing UX/UI as a respected internal service
One of my key objectives was to elevate the perception of UX and UI from merely a function of building apps and digital initiatives to a respected internal service. I aimed to establish our department as a professional centre of excellence. By delivering consistently high-quality design work and demonstrating the strategic value of user experience, we positioned our team as integral to Barclaycard’s success. This included presenting case studies of our work, showcasing the impact of design on business outcomes, and actively participating in strategic planning sessions with other departments.
Outcome/Metrics:
Bi-weekly design workshops and project overviews were conducted for all projects, shifting to a monthly cadence as the quality of output improved. Case studies were built for each completed project, highlighting both positives and negatives. Taking responsibility and addressing issues positively without finger-pointing, we gained trust and respect from stakeholders. This collaborative approach allowed us to build evidence for change, avoid repeating mistakes, and better reflect resource and schedule needs back to the business.
Workflow Integration and Project Management Tools
We established processes to integrate design workflows with existing corporate systems and departments. Implementing project management tools streamlined our processes and improved efficiency, facilitating better collaboration and project tracking.
Outcome/Metrics:
1 Design-Ops integrated project workflow (nose-to-tail), 100% adoption across Insight and design within 3 months of initiation, reducing project turnaround times by over 30%.
Building Creative and Innovation Functions
I prioritised building a robust creative and innovation function within the design team. This involved fostering a culture of creativity and encouraging innovative thinking. We implemented regular brainstorming sessions, hackathons, and design sprints to stimulate new ideas and approaches.
Outcome/Metrics:
Innovation initiatives were launched across all live and in-flight projects, achieving 100% participation from the design team and significant interest from other teams. This led to the rollout of an initiative called DDLA (Design, Data, Lean, and Agile) from Barclays across the entire Barclaycard staff (6,000 +) delievred by the digital (design) department. We aimed to introduce one new innovation per project, whether in design or business.
Implementing User-Centred Design (UCD)
To ensure our designs truly met user needs, I embedded user-centred design principles into our processes. This included conducting user research, creating personas, and involving users in the design process through usability testing and feedback sessions. Additionally, I trained the team on UCD methodologies and integrated these practices into our workflows.
Outcome/Metrics:
We conducted a minimum of three user tests per project, completing thousands of user testing cycles per year. We onboarded one third-party service provider for large-scale testing and established a guerrilla test unit to serve as a focused research point. Through Ventures, we embedded a full set of testing units in the Digital Eagle Labs Network of repurposed branches. These initiatives were proposed, built, and delivered during my time with the Ventures team.
Establishing an Integrated Research and Insight Unit
To deepen our customer-led understanding, I established an integrated research and insight unit. This unit was tasked with gathering and analysing customer data, market trends, and behavioural insights to inform design decisions. The unit worked closely with the design team to ensure that all projects were grounded in a thorough understanding of customer needs and preferences.
Outcome/Metrics:
The impact of insights on design decisions was significant. Leading to a drop in customer dissatisfaction and increase in speed and engaement with new and existing markets.
Funding and Resourcing
I built a lean, agile, and profit-centered team, which allowed us to remain flexible and competitive. This approach ensured we were under control and focused on maximising our return on investment in people, technology, training, and development, all while aligning with the business’s strategic intent. By maintaining this focus, we demonstrated our ability to manage resources effectively and deliver high-value outcomes. This operational efficiency led to productive business-led discussions with the finance department regarding funding, resourcing, and strategic direction, ensuring continued investment and support for our initiatives.
Outcome/Metrics:
We delivered a 100% ROI on technology investments within three months by resolving technology issues and aligning software usage (versioning, training, and alignment). This effort regained 3-4 hours per week per staff member by levelling the technology landscape. By being lean, agile, and in control, we improved profit margins and could make strong business cases for any required funding, enabling fast and evidence-based decisions from finance.
Negotiating a Smooth Transition from External Agency
A critical challenge was negotiating and removing the incumbent external third-party design agency while establishing the new internal function. This process involved handling issues related to handovers, gaining access to design files, and ensuring payment before the release of assets. Leveraging my negotiation skills, honed through past engagements, I successfully managed this transition. By working closely with both the external agency and internal business units, I ensured a smooth and painless transition. This included orchestrating detailed handover sessions, securing critical design assets, and resolving any payment disputes amicably. This seamless transition allowed us to hit the ground running with our new internal agency.
Outcome/Metrics:
Within the first two weeks of my engagement, 100% of design and project assets were retrieved. This achievement followed months of heated negotiations and contract discussions between the existing digital and finance teams.
Training and Supporting Team Members
One of my core beliefs is “Live and die by the team.” I placed significant emphasis on training and supporting team members, providing them with a fair, honest, diverse, and inclusive workplace and the oversight, mentoring, and resources needed to excel. By being a role model and championing both the individual and the team, I fostered an environment of continuous learning and development. Regular mentoring sessions, skills workshops, and leadership development programs were integral to this approach, ensuring that every team member felt valued and empowered.
Outcome/Metrics:
Ongoing mentoring sessions were conducted by senior leadership, with each member mentoring 5-7 individuals based on their needs. This led to a positive increase in employee satisfaction and engagement scores within the design team throughout my engagement with the team. Through learning and two-way dialogue with the team, we introduced an Individual Contributor (IC) career path to complement the corporate banking routes.
Enhancing Collaboration and Quality Assurance
I formed cross-functional teams that included members from design, development, and business units. This fostered collaboration and ensured cohesive project execution. Developing and implementing quality assurance measures was key to maintaining high standards for all design outputs. I established performance metrics to monitor the agency’s impact on corporate projects and overall business goals.
Outcome/Metrics:
We established 12 cross-functional teams (PODs), which tripled project completion rates by integrating designers into project teams. Quality assurance protocols were implemented, evolving into a full design governance system using globally accepted design principles. This system included maturity scores that drove the strategic intent of the business. All projects were reviewed, with maturity, adherence to principles, and project quality scores recorded, along with deviations and mitigations, for risk and decision-making forums.
Feedback Mechanisms and Regulatory Compliance
I set up regular feedback loops with internal stakeholders to gather insights and continuously improve our services. Ensuring all design activities complied with industry regulations and internal policies was a priority, demonstrating our commitment to corporate integrity.
Outcome/Metrics:
Using the governance system (lIVE) on all projects on-going feedback sessions were conducted, compliance audit results, and stakeholder satisfaction ratingsgathered and delivered back to senior stakeholder groups. Including design and others as required. The ssytem was transparent, open to all and embed into the product practice (sign-off/risk) forums
Service Expansion and Adaption
Gradually, we expanded our service offerings based on feedback and evolving corporate needs. Continued hiring and training of new talent supported growing demands and maintained our competitive edge. I fostered a culture of innovation, encouraging the team to stay ahead of industry trends and adapt to new challenges.
Outcome/Metrics:
We had a retention rate of over 85%, losing the remaining 15% of staff to other design departments (5-7%) within the bsuiness network and/or life moments (moving house) etc. This was achieved by having differing routes for progression, breaking down into managerial and Individual Contributor, this was a key differentiator to other banks and even internal departments.
Growing the Design Function Beyond Internal
Recognising the potential to expand our impact, I looked to grow the design function beyond internal projects to also support outward-facing initiatives. This involved collaborating with business departments and leveraging networks such as Barclaycard Ventures and Barclays Eagle Labs to offer design services to banked clients. By doing so, we not only enhanced our internal capabilities but also created new revenue streams and strengthened client relationships.
Driving further Engagement
I was instrumental in taking the service forward through sales departments, helping them to visualise ideas and drive deeper engagements with new and existing business. This approach significantly helped in securing new clients and retaining existing ones by showcasing our design capabilities and demonstrating tangible value to their operations.
Outcome/Metrics:
150+ external visualisation/innovation projects completed, being recognised for an increase in client retention rates and over £3 million in client retention.
Demonstrating Value to All Stakeholders
Aligning with Strategic Objectives, I directly connected the outcomes of our work to Barclaycard’s strategic goals, such as digital transformation and customer experience enhancement. Demonstrating clear ROI, I presented examples of how our design solutions contributed to revenue growth and cost savings.
Outcome/Metrics:
Our design governance system, based on design principles and a maturity matrix, enabled us to align our daily design work and output with corporate goals and strategic intent, using a scoring system. Showing compliance, devition, risk and mitigations.
Quantifying Business Impact
I showed how improved design output led to increased customer acquisition, retention, and higher transaction values. Highlighting cost savings achieved by handling design work internally versus outsourcing, along with efficiencies gained in project timelines and budgets.
Outcome/Metrics:
Taking the business from £6 million investment in 3rd party services (agencies) to a under £2 million yearly design team cost. The two third saving on external costs (£4m), attributed sales numbers (£3m) and difference in cost to deliver 15+ projects compared to 5 before my enagement, gave us a RoI of over £20 million.
Showcasing Operational Efficiency and Quality
Providing metrics on reduced project turnaround times and effective resource utilisation highlighted our operational efficiency. Using client feedback and user testing results, I demonstrated the high quality and positive reception of our design outputs.
Outcome/Metrics:
Reduction in project turnaround times from 18+ months to 9-12 months, resource utilisation rates went from 20% to 60% (industry std), and internal client feedback scores doubled in their positive sentiment.
Emphasising Stakeholder and End-User Satisfaction
Survey results and testimonials from internal stakeholders reflected high satisfaction with our design services. End user feedback showed improved user satisfaction and engagement with our designed products and services.
Outcome/Metrics:
Stakeholder satisfaction survey results showed a 70% increase in trust and belief in services and ability to deliver.
Underscoring Strategic Alignment and Compliance
I emphasised our role in maintaining regulatory compliance and mitigating risks, protecting Barclaycard’s reputation. Our efforts in maintaining brand consistency, accessibility and vulnerability across all digital touchpoints were also highlighted.
Outcome/Metrics:
Initially, accessibility compliance adherence rates were so low that the FCA considered removing products from the market. Following our engagement and the development of a new design system, this risk was eliminated, and our framework became the gold standard for other business units.
Demonstrating Talent Development
Statistics on talent retention and professional development initiatives showcased our commitment to continuous improvement and skill enhancement, contributing to the agency’s success.
Outcome/Metrics:
We designed two targeted professional development programs: a corporate management route and an Individual Contributor route. These programs allowed design staff to have progression plans that reflected their individual needs.
Timescale and Conclusion
This transformative process took place over the course of two years and continued to 5 years before being promoted into new areas of the bank. By effectively communicating our value to all stakeholder groups, including the C-suite, business departments, and external clients, I ensured that our contributions were recognised and valued across the organisation. This led to sustained support and investment, enabling us to build a high-performing internal digital design agency that delivered exceptional results, supported Barclaycard’s growth, and expanded our influence to external clients through strategic business networks.
Throughout this process, my pragmatic, flexible, and structured approach was crucial. By balancing strategic vision with practical implementation, I ensured that our initiatives were both ambitious and achievable. This methodology fostered an environment where innovation thrived, and the team remained focused and aligned with our business goals.
Role
Head of Interaction Design - Barclaycard
Team
Digital Experts / UI / UX / Data and Insights / Research / Business Analysts (BA)