Hello there. I'm Fred LaSenna,
a Digital Creative Director and
UX/Product Designer living in New York.
I'm a passionate, seasoned, creative director and product UX designer with vast experience in editorial news production, broadcast television, content development, marketing, branding, and retail.
Throughout my career, I've transformed strategic and business goals into winning designs for cross-platform digital products and experiences—while fostering collaboration, creativity, and successful teams and partnerships.
I'm excited about my work, but also the tools, methods, and approaches to get the job done right. I believe in leading by example and demonstrating the principles of collaborative design, the effectiveness of user-centric approaches, and the efficiency of lean UX methodologies (rapid prototyping, iterative user-testing, etc.).
And while I’m not afraid to roll up my sleeves, I also enjoy creating and coaching high-performance teams to produce outstanding results.
This term "Design Thinking," has become ubiquitous. And while its origins date back to the 1950s and 60s, and effectiveness across many industries is clear, this methodology is still going through its adolescence in the digital space. The implementation and adoption of this approach across an organization, especially one that is large and more established, can be challenging, but it's often gaining support at the highest levels, that requires perseverance.
There is no single way to apply this or any other methodology to an organization or a particular product or business goal. Each comes with its own set of variables. However, there are recognizable patterns to learn from and the clarity gained by even applying it in a light or "lean" form is undeniable.
More recently, I have been exploring the practice of running "Design Sprints," pioneered by the team at Google Ventures — detailed in the book, Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days by Jake Knapp. I am excited by the approach and its focus on bringing a team together to solve a complex problem and track record achieving such solid and consistent results.
“The main tenet of design thinking is empathy for the people you're trying to design for. Leadership is exactly the same thing - building empathy for the people that you're entrusted to help.”
— DAVID M. KELLY
FOUNDER OF IDEO
While adaptable, this general approach is my base and these are the areas I find the most important and rewarding as a designer and problem solver.
A strategic phase for discovery and framing is followed by an implementation phase where potential solutions are tested and validated in a lean environment, then refined through iteration.
Collaborating with both customers, internal teams, and stakeholders throughout the process is critical to determining what products and features should be built, how to build them, and allocating the appropriate resources for success. It's at this intersection where design thinking is effective and most advantageous to an organization.
Monitoring, measuring, and facilitating communication is the key to learning about customers and making accurate adjustments efficiently and swiftly. Therefore, product design is really never finished, but instead, it's an ongoing cyclical process used to elevate the experience of the customer and build brand loyalty.