TCS Interactive — Digital Rebrand
Repositioning a global technology brand's digital presence from the inside
Redesigning a critical financial system for tens of thousands of pension scheme members
The Problem
When new leadership arrived at TCS Interactive with a mandate to reposition the brand, the digital estate was one of the most visible problems. The existing platform was inconsistent across touchpoints, difficult to navigate, and no longer reflected where TCS Interactive was heading strategically. Content was buried, the knowledge base was underused, and the overall experience communicated neither the scale nor the ambition of one of the world's largest IT services organisations.
This wasn't a cosmetic refresh. It was a signal from leadership that the digital presence needed to match a new direction, and that meant making difficult calls about structure, content, and visual identity at the same time.
My Role
As Design Director at TCS Interactive, I led this project internally alongside a small design team. That context matters: this wasn't an external agency with a clean brief and no political skin in the game. It was me, inside the organisation, navigating a rebrand with strong stakeholder opinions, legacy content decisions to unpick, and a new leadership team whose vision was still being defined while the work was underway.
I owned the creative direction, UX and UI strategy, stakeholder management, workshop facilitation, and project management across the full process from brief to launch.
The Core Challenge
The hardest part of this project wasn't the design work. It was alignment.
New leadership means shifting priorities and a vision that evolves in real time. Getting meaningful sign-off on creative direction requires building trust quickly, presenting with enough conviction to move decisions forward, and knowing when to hold your ground on design principles versus when to read the room. We worked through multiple rounds of stakeholder workshops to establish a shared design language before a single pixel was committed to screen. It took longer than anyone wanted and was worth every hour of it.
At the same time, the structural problems on the existing platform, fragmented content, inconsistent brand application, a knowledge base users couldn't find or navigate, all needed to be resolved in a way that would hold up as the organisation grew. The solution had to be systematic, not just beautiful.
The Decisions That Mattered
We established a design language before we touched the product. Rather than jumping straight into page redesigns, we ran a series of workshops to define the visual and tonal principles that would govern all digital output going forward. This gave stakeholders something concrete to respond to and gave the team guardrails that made every subsequent decision faster and less contested. It's a step that's tempting to skip when there's pressure to show visible progress. Skipping it almost always costs more time than it saves.
We restructured content around what users were actually looking for. The existing structure mirrored how TCS Interactive was organised internally, which was logical for employees and confusing for everyone else. We remapped the information architecture around user intent: capabilities, insights, and ways to engage. The knowledge base in particular was rebuilt from scratch as a genuinely useful resource, rather than a repository of internal documents that happened to be public-facing.
We designed for consistency at scale, not just for the launch. With a global organisation and multiple teams contributing to the digital estate, the rebrand had to function as a system. Every component, pattern, and interaction was designed with reuse in mind, so that future work could be produced consistently without requiring direct creative oversight every time someone needed a new page.
Outcome
The redesigned TCS Interactive platform launched under the new leadership team, delivering measurable uplift in engagement and traffic. More significantly, it gave the organisation a coherent digital design language for the first time, something to build from rather than a one-off project to maintain and watch gradually drift. That distinction, between a project outcome and a lasting system, was the thing I was most focused on getting right.