Ted Kilian is Regional Director of User Experience Design at SapientNitro. Having joined Sapient in London, he moved to Hong Kong in 2007 on a whim as a freelancer. When SapientNitro came to Singapore a few years later, he rejoined to help build the APAC regional headquarters there.
With more than 15 years of qualitative research methods and expertise in usability and interaction design, his working approach combines curious observation, playful ideation and conceptual structure to craft experiences that bring brand stories and customer stories together.
He has defined strategic opportunities for clients across many industries ranging from travel and hospitality to government, financial services and telecommunications.
Prior to joining Sapient, Ted lectured on qualitative research methods and the “geography of cyberspace”. His Fulbright-funded Ph.D. research on the transformation of Public Space after 1989 in Eastern Europe helped him to understand how behaviours and social meaning could be mobilised to create engagement in public space. These insights remain very relevant today in the social “public space” of both physical and digital contexts.
If you don’t know where you are going, it doesn’t matter which way you go.
Half Day Workshop
Even iterative, lean processes have a starting point and the initial direction set has significant impact on the outcome. In this workshop we will zoom in on that moment at the beginning of a project when an objective is defined and accepted into a design team. It might be the first reading of a brief, the receipt of a request for proposal, the weekly meeting where the boss says what the team must do next, but what the team does next often makes a huge difference in the final outcome.
This workshop will use various techniques to help teams align with their stakeholders around great design questions that are focused, energizing and effective.
Faster horses: Working with people to create a space for design.
Invited Talk (30min)
Design education and practice mainly focusses on the craft of design, innovation and creative thinking. However, in the real world it is often our relationship with our “sponsors” (clients, bosses, internal departments, etc) that makes or breaks projects. We have all seen projects that failed not because of a lack of design skill or innovative thinking, but because the outcome was not on target to solve the problem, or the problem on the table was not the right one to focus on.
In the UX community and the language of design thinking we have started to talk more and more about the importance of empathy, context and iterative validation as ways of being more in tune with user needs in a creative innovation process. We can apply many of the same skills and learnings from those approaches to managing clients and other stakeholders in order to create a space in which it is possible to do great work.