I lead UX design at the LEGO Group, where my team shapes the shopping experience and membership programme for one of the world's most loved brands. I care about growing designers, shipping things that matter, and making the case for quality and thinking differently at every level of an organisation.
01 Currently
Role
Leading a team of 5 designers across several product squads, shipping across 30+ markets to over 14 million visitors per year. We own the end-to-end shopping experience on LEGO.com and LEGO Insiders, the group's global membership programme covering acquisition, engagement, and retention for millions of members worldwide.
02 How I lead
The best design teams are curious, direct, and psychologically safe enough to challenge each other’s thinking. My job is to create the conditions for that.
In practice, that means running structured critique that sharpens work without crushing confidence, having honest conversations about growth and development before they become urgent, and making sure designers understand the business context well enough to push back on it. I partner extensively with my peers in Product , Engineering, and Data to make sure my design teams have what they need to succeed.
I lead with context rather than control. I’d rather a designer understand why we’re solving a problem than simply execute my version of the solution. That approach tends to produce better work, and better designers.
I’m also a pragmatist. Craft matters enormously to me, but so does shipping. I’ve learned to hold both and to help teams find the right balance for the moment they’re in.
03 Selected work
LEGO Insiders is the group’s global membership programme, with millions of active members across dozens of markets. I led the design team responsible for the full membership lifecycle — from acquisition and onboarding through to engagement, retention, and the ongoing evolution of member value across Premium tiers.
Working across a complex cross-functional landscape — Product, Engineering, Marketing, Data Science, and regional teams — translating business goals around growth and retention into experiences that feel genuinely rewarding to members, not transactional.
— Detailed case study on request
LEGO.com serves tens of millions of customers globally. My team owns the core shopping experience — discovery, product pages, search, basket, and checkout — across web and mobile.
Much of this work is experimentation-led: running A/B tests, interpreting behavioural data, and making incremental improvements that compound over time. We work closely with Data and Product to make sure design decisions are anchored in evidence, not instinct alone.
— Detailed case study on request
Over the past year I’ve been leading our team’s exploration of AI-powered features for the LEGO shopping experience — mapping use cases, testing real LLM interactions with users, and identifying where AI genuinely adds value versus where it creates friction or brand risk.
I designed and ran an internal AI hackathon for the digital design team, drawing on retail AI case studies from Amazon, Klarna, and others as a springboard. We’ve also been building the team’s AI design capability — embedding generative tools into critique, prototyping, and concepting workflows.
Ongoing work. I’m interested in AI not as a trend to keep up with, but as a genuine design material that changes what’s possible.
Led a team of 3 designers building internal tools for Cazoo’s vehicle operations and logistics function. Designing for colleagues — people who live in a product all day — is a different discipline to consumer UX, and one I found genuinely interesting.
↗ I wrote about designing for colleagues on the Cazoo Tech Blog04 What I bring
Acquisition, conversion, retention, lifecycle — I’ve spent the last few years designing in this space and thinking about how to create genuine long-term value for members, not just short-term engagement hooks.
Working at the intersection of LLMs and consumer e-commerce — testing what works, what fails, and what the design implications are when the system can’t fully predict its own output.
Growing designers is work I take seriously. Structured feedback, honest development conversations, and building team cultures where critique is generative rather than defensive.
Comfortable at the table with Product, Engineering, Data, Marketing, and senior stakeholders. I’ve learned that design influence comes from clarity, not volume.
I treat accessibility as a foundational standard, not a compliance checkbox. Worked on panel discussions with assistive technology users and made the case for embedding it at a senior leadership level.
I’ve worked in high-frequency A/B testing environments and learned how to maintain a coherent long-term design vision while still moving fast and measuring outcomes.
05 Elsewhere
05 Elsewhere
Podcast · Ongoing
What the UX? — Co-host, on Spotify ↗Writing · 2021
The challenge of designing for colleagues ↗Writing · 2020
Leading with design: context or control? ↗Writing · 2019
How to spot a bad argument when designing ↗Writing · Coming soon
On AI, design leadership, and what changes when the material thinks back.
06 Mentoring & community
Mentor
Mentoring minority-led startup founders through MSDUK’s accelerator programme.
Mentor
Mentoring computer science students as they prepare to enter the industry.
If you’re working on something interesting, or hiring for a role where design leadership, digital products, and AI intersect — I’d love to hear about it.
hello@divyensanganee.com