BT (British Telecom) is a massive organisation with approximately 150,000 employees across the UK, India and Hungary. Within this, the design teams for BT Business and EE each comprise around 150 talented individuals per sector (business & consumer).

In contrast, most companies operate with much smaller design teams. For instance, Spotify organizes its workforce into "squads," typically comprising fewer than eight individuals, including designers, developers, and product managers. Many smaller organisations adopt lean design teams to foster agility and close collaboration.

In 2023, I joined BT Business as a Senior Product Designer (they call them Product Design Specialists). Prior to this role, my career path included working at an agency and an engineering company, as traditionally trained as an industrial designer and moved gradually into UX and digital design where I sit now. Before my current position as Lead Product Designer, I worked within BT’s consumer sector, specifically at EE, a brand acquired by BT in 2016 and often considered the stronger brand in the portfolio.

At EE, I was part of a strategic team called Co-Create, focusing on future concepts 3-5 years ahead. This forward-thinking work challenged me to think beyond immediate deliverables and envision how design could shape the future. However, after a year, I made a lateral move within BT to get closer to delivery work. This transition led me to a role more aligned with product design, aspiring to become a Principal Designer. Despite interviewing for the position, I’m still in pursuit of this goal, focusing on building my team and enhancing our products.

Navigating a large organisation comes with its own set of challenges. Over the past two years, I’ve had around five managers, which has been both enlightening and unsettling. While all of them have been exceptional in their own ways, the frequent changes have introduced a sense of instability. Additionally, the people who initially hired me—with whom I had a great rapport—did not end up being my managers, which was a significant disappointment.

What I Love About My Role

1. Connecting with Talented People

One of the best parts of working in a large corporation is meeting and collaborating with incredibly talented individuals. I’ve also contributed to building our design community by initiating a monthly design craft call called Creative Catalyst, which attracts 50-80 attendees. This has been a fulfilling way to foster collaboration and share knowledge across teams.

2. Being Part of a Design Evolution

Seeing the evolution of our design system has been exciting, though keeping up with the rapid changes can be challenging. It’s a continuous learning curve that pushes me to stay adaptable and innovative.

3. Building Leadership Skills

In the past year, I’ve had to step up as a pseudo-product manager due to turnover—we’ve had five product managers within that time. This experience has enhanced my understanding of cross-functional team dynamics and product ownership. Interestingly, I’m now the longest-standing member of my team after just one year.

4. The Benefits

Working at BT comes with tangible perks: an annual raise, a 10% bonus (albeit delayed until June), and great benefits like pensions and product deals. These add a layer of financial security and recognition that many designers appreciate.

5. A Supportive Design Tribe

My core design team has been an incredible source of support. Our weekly check-ins and check-outs every Monday and Friday create a sense of camaraderie and ensure we’re aligned and motivated.

The Challenges of Corporate UX Design

Despite the positives, working in a large corporation isn’t without its hurdles:

1. Lack of Clear Promotion Pathways

Progression can feel ambiguous and slow. While I’ve aimed for a Principal Designer role, the unclear trajectory has made this pursuit more difficult.

2. Uncertain Leadership Vision

Leadership changes and restructuring are frequent, often leaving teams to define their own visions and goals.

3. Structural Challenges

Company structures often change, and while we’re told we follow Agile practices, the reality can vary widely across teams. Legacy technology and siloed working also introduce significant blockers.

4. Office Mandates

BT’s recent push for three days a week in the office has recently been implemented as of January 6th 2025 . Luckily, I live just a 10-minute walk from the Birmingham Jewellery Quarter office, but for others, this mandate can be burdensome.

5. Talent Mismatches

Occasionally, hiring decisions don’t align with the needs of the role, particularly for Product Managers or Scrum Masters. This misalignment can hinder team productivity and cohesion.

What’s Next for Me?

Having worked across agencies, small studios, engineering companies, and large corporations, I’m ready for my next challenge. I’m seeking a role for in a team with mature UX Design and Product Management experience / solid funding and a clear, purpose-driven mission. Ideally, this organisation would:

• Have a human-centered purpose, contributing positively to the world in an ethical way.

• Strives to be leading in accessibility.

• Leverages deep data analytics in their decision making

• Has future technologies such as AI in the forefront of their hive mind.

• Receive funding from both investors and government initiatives, reducing the pressure to constantly prioritise shareholder interests.

Final Thoughts: Should You Work in a Corporation as a UX Designer?

Despite its challenges, I’d still recommend working in a large corporation as a UX Designer. The benefits, financial stability, and opportunities to learn from a wide array of talented people make it a worthwhile experience. However, it’s essential to go in with your eyes open: expect slow-moving processes, evolving structures, and the occasional frustration. For me, this experience has been an invaluable stepping stone, but my heart is set on making a meaningful impact in a more agile and purpose-driven environment.