He accepted and put his imprint across the entire structure and output of the company. Contemporaries reported that he commanded A-R as though it were a battleship. His "Official Office Memoranda", giving instructions and setting rules for everything down to the frequency of filing and the decoration on the walls, became a legend throughout ITV. Under his leadership, the company went from having one employee (himself) to becoming Europe's first and largest commercial television broadcaster in under a year. In that time, he supervised the conversion of the former headquarters of the Air Ministry, Adastral House, into Television House, A-R studios and administration headquarters, which also served as the headquarters for ITN, the TV Times and, at first, Associated TeleVision, A-R's main rival. At the same time, he was also actively involved in defining the station's identity, formulating the programme plans, creating an advertising market for television, chairing ITN and negotiating industrial relations with the film and broadcasting unions. Many stories are told by old ITV hands about Brownrigg's idiosyncrasies, especially his dominant - or domineering - manner, his name-dropping, his willingness to generalise outrageously on any subject and his requirement for very junior staff to salute him and his fellow directors. However, personal friends also point out that he had a great sense of humour and an ability to laugh at himself - many of the anecdotes about him may therefore have derived from him in the first place. Retirement Brownrigg's A-R pitched itself as a formal, rigid broadcaster. In order to avoid comparison between A-R and the American networks, Brownrigg ensured that A-R was more "British" and "Empire" in its attitudes and identity than even the BBC. This had the desired effect, removing the accusation the commercial television would be "vulgar" or too light. However, by the 1960s, increased competition and a change in spending-power demographics was evident in the United Kingdom. With the planned launch of BBC-2, aimed at the young and the upper middle-class, the new pirate offshore radio stations and a rejuvenated Radio Luxembourg, the senior management of the company felt that the future lay in younger viewers. To counter the competition, they decided to relaunch the station as Rediffusion, London and introduce new programming aimed at younger people and a new identity designed to be less "stuffy" and more able to compete with BBC-2. In this new environment there was no place for Brownrigg