As we bring the first season of “If U Seek“ to a close, we’re excited to share our final episode featuring Sotiris Sotiropoulos, a seasoned UX researcher currently leading at Meta. With a rich background spanning B2B, B2C, finance, retail, and telecommunications, Sotiris brings a deep understanding of how research can drive business success while keeping user needs at the forefront.
In this insightful episode, Sotiris shares his experience and strategies for using research to boost profitability without compromising on the quality of the user experience. He highlights key usability metrics that can help measure product effectiveness and user satisfaction, offering practical insights on how to assess and refine user experiences.
You can find If U Seek on Spotify, Apple Podcasts, or Youtube Music.
Preview
Key Points in This Episode Include:
- Building a research-driven culture: Practical approaches to fostering a research-focused mindset within organizations.
- Educating teams on the value of research: Highlighting how research impacts ROI and why it matters for overall business success.
- Integrating research into projects: Effective strategies to ensure research is an integral part of the decision-making process.
Don’t miss this final episode of the season! It’s packed with actionable insights that will help you connect the dots between research and ROI.
You can follow the conversation from the transcript below:
Transcript
If you seek to shape the future, listen to those who design it. Welcome to If U Seek by Useberry, where expert voices guide us to UX wisdom. Layshi Curbelo here, your host on the journey of If U Seek. If you are seeking a different way to learn and understand users, this is the podcast for you. Maybe you are questioning, why If U Seek?
Picture this as an open door to curiosity. In every episode, we’ll strive to explore and gain deep insights from experts shaping their domains. We want you to feel enlightened, educated, or even inspired after each episode. The idea is to foster connections within the UX industry.
Now, an important message. Step into the future of UX research with Useberry. From user recordings to click tracking and user flows, our platform offers a variety of insights for better decision making. Elevate your research game with Useberry. Discover more at useberry.com, follow us on social and drop your thoughts in the comments.
Today’s guest speaker is Sotiris Sotiropoulos, a lead UX researcher with over a decade of hands-on experience. Sotiris has knowledge spanning B2B, B2C, finance, retail, and telecommunications. Beyond research, Sotiris plays an important role in the team, education and mentorship, elevating organization research, operations, and fosters long-term product enhancements. Currently serves as a lead user researcher at Meta. Hope you’re ready with your notebook because this episode of Research Meets ROI starts now.
Layshi: Hello everybody, my name is Layshi Curbelo and this is a new episode of If You Seek. Today with me is Sotiris. Welcome Sotiris to If You Seek.
Sotiris: Layshi! How are you? Thank you very much for having me!
Layshi: I’m doing amazing. Today I’m recording from the beautiful island of Puerto Rico. How about you? Where are you?
Sotiris: Wow, the weather must be great over there. I’m in the beautiful Reading, UK. It’s about to rain a lot in a few moments.
Layshi: I mean, rain has also a little bit of enchantment sometimes.
Sotiris: Of course it has.
Layshi: Well Sotiris, I hope that you are ready to share some insights.
Sotiris: Yeah, absolutely. Happy to share.
Layshi: So the audience also wants to meet you and understand a little bit of how it’s a typical day as a lead US researcher. Tell us.
Sotiris: Yes, of course. So, typically my job as a UX researcher is within a cross functional team. So a team formed by engineers, designers, PMs, content designers, data scientists. My day to day would be in four parts, planning, conducting, analyzing and reporting user research. It’s quite streamlined. I guess. There are other things that I’m responsible for. Some of the things that I found really useful and continuously happening on every week of my job is to run research operations in particular, creating research material, creating user panels, repositories for every other team of researchers to utilize, then setting up metrics across different tools and over time, measuring and making sure that we’re tracking them properly.
And last but not least, of course, is the education part, the mentoring part and the upskilling of the team. Both product and development on research approach and methodologies.
Layshi: Sounds a lot, to be honest.
Sotiris: Well, I can’t complain.
Layshi: But one of the things that I can say, I’m a little bit jealous, this has a entire process. I mean, I’m a UX designer and I have my own process and my own methodologies, but sometimes, because I’m a creator person, I jump here and there and you sound like more structured, something to follow completely.
Sotiris: Well, lots of what we do in research requires some sort of structure, especially the early steps. And also the analysis later on, but it helps a lot, keeping the cadence of continuous research and improving things. So I guess that, as you mentioned, every designer has their own process and we’re all about improving that. So being more efficient and more effective, right?
Layshi: Definitely. So, today our focus is on demonstrating how our audience can utilize research as a strategy to enhance profitability while always keeping users in mind.
I know that is a hard mix. I always try to compare things with things that for us, you know, daily days are regular, right? For me, when I do pancakes I have my own recipe of how to do it and I have my own recipe of how to communicate the importance of research with my clients. But I really want to know your recipe.
Sotiris: First of all, you have to teach me that recipe. I have absolutely no idea how to make pancakes. No, I wouldn’t say there’s a recipe per se, but, what I see in product development, there is a practically a triangle of three main pillars. There’s business needs, there are the user needs, and there’s the implementation visibility.
All these three sides need to be represented properly and be evolved at the beginning and continuously create this kind of impactful experience in the end. My go to strategy with that is to involve research as soon as possible into these conversations and in many occasions, even lead this conversation, even lead the road mapping to the end with discovered user needs to inform decisions that will be made afterwards. In that way, research is not executed reactively as a request, like what you would do with an agency. It’s proactively executed in order to inform this decision making, to inform the road mapping and to inform the implementation that will come later on.
The best strategy to achieve that is to not treat research as in one off incident, as a high ceremony event, if you will, but to have a continuous activity of doing research and conducting research within the team process, like the same as design and development, right? It’s constantly happening, especially, with when the team has a dedicated researcher. That’s something that’s expected. So the question I always ponder and ask many of the teams I work with or teams that don’t work with is when was the last time you did user research and how often was that?
Layshi: That’s a great question and I think the majority of the companies think about research, I don’t want to generalize, but, in terms of the industry, they think about research like one time thing in the year in order to just do a check mark of how good we are right now, or if users are happy with the thing that we are doing. They don’t think about that, this is like an iterated process that is needed in order to actually do a better conversion, do a little bit of ourselves, actually understanding the needs and using those needs for innovation. So, yeah, completely agree.
So that being said, can you share some strategies of how you prioritize user needs while also addressing business objectives? This is another like hard question, but in case of user experience, I always try to humanize the information that I have on my hands and try to say to the stakeholders or to my clients this is important because users are saying this and putting in their words and using their information, their quotes about the entire experience and showing case how they navigate the products, it helped me to communicate that properly. But in terms of research, how do you do it?
Sotiris: So the important thing is to bring in business stakeholders, designers, and everyone involved in the research team, in the research process, quite early on in the conversation. And their needs, their business needs are actually mapped in the research plan. So the best way to begin with this is to have all the documentation, all the right people in this conversation to make sure that all the business objectives are followed and all the business goals are the ones that drive the research itself rather than executing research for the sake of you doing research.
Layshi: Thank you so much for that. I think it’s super important to highlight the process of doing planning. I’m working a little bit with audio visuals and some of my clients ask me, can we do a video, a video of 2 minutes? and that’s typical in the industry. And I try to prepare myself 3 weeks before and in terms of how many lights, understanding the space, even like asking them what kind of clothes they will be using. So the colors, it will have an impact of the way that we use lighting. And when we do the video production, it’s just like two hours, super quick, because we understand already beforehand all different details.
And it takes us so much to prepare, but when we are actually in the field, it’s super easy to work on it, just because of planning. And in design this is the same case as in research. We need to do a lot of planning in order to execute correctly. If not, we are wasting time that is money.
Sotiris: Yes, yes, that is correct.
Layshi: Can you provide some examples of usability metrics that are commonly used to make sure product effectiveness and user satisfaction? We talk about a lot of how we can track success. What are your opinions on that?
Sotiris: That’s great. That’s really a big part of what I do in my work as a researcher. So, experience metrics are highly dependent on the business KPIs, on the business objectives that we were talking about earlier. What we see, what we use usually in B2B can be completely different from B2C. In some cases, you know, satisfaction, customer satisfaction itself may be completely relevant and something else, like mental effort, for example, might be more important instead for the product that we’re assessing. To answer your question directly, a very good measurement of product effectiveness is assessing its utility, so for example, does this product helps solve a particular problem or user need for the customers and for users? To dive into this, a very common instrument to do so is , developed by Jeff Sauro and Jim Lewis.
I found it really actionable to follow up with users actually afterwards and not only gather the quant aspects of it, but also to follow up on their responses with quality feedback and understand what’s driving their predisposition about this. Customer satisfaction itself is a really, not exactly problematic, but a very weird metric, because I’ve seen it used in many situations in isolation and in a very arbitrary way, which sometimes it doesn’t provide any valid data. Asking about satisfaction, for example, quite in general, might provide vague responses back from users, which are rarely actionable. Again, I’ve found that specific instruments such as the ASQ, the After Scenario Questionnaire, again developed by Jim Lewis, has provided a lot of solid material, solid responses, because it assesses three different areas of satisfaction instead of having a generic view on satisfaction, which is a series of views, perceived time, effort and supporting content, which is very useful and you can do something with the results. That’s important thing, right? Combining these instruments with others that are user context dependent can help assess the overall experience. These are not, of course, the only instruments that we use. I’m just stating them. Maybe some of the most important, most frequently used.
Layshi: Thank you so much for actually giving us actual tools. I really value that. I try to do a lot of testing with my clients and the majority of them isolate the questions. Sometimes they say, can we introduce this and this and this? And it’s like, why do you want to actually understand from your users?
Because, oh, the product is good. Good in what type of a scenario? It’s good about user interactions or it’s good because people really like the quality. It’s good what? And you mentioned, time consuming. I remember one time that I was having a client and everyone on the testing were saying that the product was good, but when you notice actual recordings, things that are really, really small, like tasks that were really, really small, it took two or three minutes from each user to finalize. And this is not good.
Sotiris: Happens every time. What people say, what people do and what people say they do are completely different things, as Margaret Mead always put it. It’s really important to do continuous triangulation with this and assess both what people actually say in terms of their attitudes, assess how they feel about something, what are the thoughts and also see how they perform in a particular interface.
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Layshi: Now I want to ask you, can you describe your experience or giving us an example, maybe, of how to conduct user interviews and how you extract insights that inform both things, product design and business decisions?
Sotiris: Really interesting question. So, this is typically a pretty streamlined process. It doesn’t have to do with the methodology per se, specifically with user interviews, but the research questions, and the hypothesis that initiated the research. At the end of the day, there are two types of research when it comes to planning ahead and making this business decision is a strategic research and the tactical research. The strategic research is mainly used to inform business decisions and the tactical research is used to informed product design. That’s the more or less the rule of thumb to all that. As a first step, when a particular study begins I run a series of sessions with my team, the core team and product team and engineers, developers, and of course, the stakeholders, and we try to identify the hypothesis, what is it that we think that the product will do? What problem do we think that This particular product will solve? Then we break down each hypothesis into research questions. One hypothesis might have might be answered with one or two or three or five research questions. Research questions, I mean, what do we want to learn? Then we have to break them down, each research question to the study questions and etc, so how are we going to ask this? How are we going to find this out? And this ends up in bigger groups where we can eventually make the decision, are we running a survey? Are we running a usability test? Are we running any series of interviews? So, this is a process that usually helps my team and the teams I work with a lot in order to kick things off. It is a very good way to plan things ahead, without sticking at the beginning of the early steps on the methodology, like we’re going to do an AB test for that or we’re going to do a usability test for that. And sometimes, these research questions and after a point things are getting combined into a way to set a roadmap.
What I mean by that is you can start with user interviews and then conduct a survey. And after the survey, you take the data and you have a continuous research after that with usability testing with a few interview questions at the beginning. So there’s a lot of ways to plan ahead.
Layshi: You mentioned something that made me a little bit curious. So you mentioned that it’ll depend on the type of audience. Let’s say audience you have is your internal audience, your teammates, your stakeholders and you need to plan around that versus the actual users. What kind of techniques do you use to work with your internal clients, with your internal stakeholders?
Sotiris: As I mentioned earlier, I think that just aving their thoughts heard goes a long way. Many people that are stakeholders that are not like, you know, talking with product folks, friends and, you know, people that work in IT. I have seen that. There’s a some sort of conflict sometimes. Well, everybody means well, the stakeholders, they do have their knowledge of the product, they do have the knowledge of the business KPIs, and they do have some goals. It’s all about communicating this properly and making sure that we’re on the same page and we’re kicking off a research that will answer their questions.
If the stakeholders are not involved from the beginning and they do not participate in the formulation of the research questions then any research that comes afterwards, any findings and results will be dismissed immediately, I’ve seen that in the past many, many times and has happened to me so many times that now I just, you know, slap my hands every time I try to do it.
Layshi: Yeah, sometimes we really want to jump into the job, not necessarily into the planning. I got you. So, I work a lot with accessibility and as you mentioned, it’s super important to keep it in mind that research needs to put in from the beginning. And you will have a lot of different specialties that really want to be from the beginning. And it could be hard to manage different teams, big different opinions from people that are specialized. In my case, I always try to find a common way to put at least the opinions of the people that are important in order to make a product and this is a technique that I use with my team. If we cannot have the time to do a meeting, maybe just put all the comments in a Figma file and try to check it out before we launch, at least we have something written down. If we don’t have the alternative of a meeting. If you don’t take into account that particular phase, it will be super hard to actually add it afterwards. So, what is your opinion on that? Because it’s super hard to put everyone in the same page, in the same room at the beginning.
Sotiris: It is. That’s true. My go to strategy to this, would be definitely documentation, documenting as much as you possibly can. Of course, excessive amount of documentation is not helpful to anyone. So just the most important information, make sure that everybody understands the business objectives, everybody understands the research objectives, everybody understands why are we doing this research in the first place? And what are we trying to achieve? And then have an iterative format. Sometimes, some people might not want to be involved in that process. To give you an example, many teams I work with, they want to be there and observe the sessions while the research is being conducted.
Some others, they don’t have enough time to do that. Some are really fancy in taking notes. Some others actually hate note taking. So, funny enough, designers really love being there. Engineers as well, because they’re hands on, they’re building something, they are the craftsmen. So practically they want to see how people use what they have created.
Having this iterative process and understand that some people will be involved at the beginning, some people will be involved later on. And have this flexibility and have the documentation there to mark everything that is important, resolves that issue.
And second layer of safety nets that are used for that is after a series of sessions after the data collection and after the analysis in all these three stages, I go back to my team and, you know, have a debrief session. So everybody’s up to date with what’s going on, what are the research findings? What are the insights? And again, it’s an iterative process.
Layshi: It’s super important to understand how people love to communicate. Actually talking about education and how people learn from different ways. Some people are really into audio. So voice notes into the files. For them is just amazing. But some people, as you mentioned, are note takers, so they need to actually write. But, it doesn’t matter the way that it’s been selected, it is the way that we actually do documentation. That is the key.
Sotiris: Yes. Yes. Correct.
Layshi: I don’t know if you have the same experience, but, I’ve been in different companies where I start doing design and after, and when it gets to development, it’s really different. In your experience, I want to ask you, how do you collaborate with UX designers and developers to ensure that user research findings are effectively translated, right? You have something that people are saying, and now it’s the turn from UX designers and developers.
Sotiris: Yeah, yeah, that’s true. About what you just mentioned, about the design before and after implementation, like half an hour before this session, I was watching a particular meme saying that exact point. It had like the actual Captain America and then next to it, which is before implementation, like, the Figma Captain America and then it’s, like, after that, and it’s someone goes playing as Captain America.
Very silly, and it is a true pain point. Every single UX designer I’ve worked with has had this particular problem in the past. We are there to advocate for that. We are there to advocate that there’s a reason that the design is made in such a way, right? There’s other guidelines, there are heuristics, there’s data derived from research. There is a reason that someone made the decision to make that button that big and that color and laid it out in that place.
The actual process of collaboration with UX designers and developers is a pretty organic process for me. As I mentioned earlier, everybody is involved from the beginning. There is a complete transparency of the ongoing research and what’s been going on. That said, I found that when it comes to the output of research, there is a significant difference between evaluative research and generative research. Evaluative research is practically the result of assessing a solution, like, usability testing. The output of that is very easy for teams to absorb, because it’s typically a list of things that don’t work, a list of pain points, a list of heuristics, a list of usability issues. It’s quite easy for someone who is both designers and engineers to make something out of that. It’s a tangible result.
The problems begin with the output of generative research. So, discovery, interviews, anything that has a more qualitative format and it’s not as tangible. And, the output of that, requires a lot of extra effort and a lot of conversation both for myself as a researcher and the designers in my team where we collaborate to distill this feedback that comes in a user format and translate it into something tangible for the team to implement. That takes a lot of time. It improves over time though, that’s the good thing. The first time that I go about to begin a generative study with any of my teams, and I try to do that as early on as I commit to that team as possible, it’s kind of exposing them to the situation and understand how it looks like to have a list of user needs instead of something very, very tiny, intangible about where to place this button and how to name that button. And it helps a lot with informing the road map as well.
Layshi: I really like how you mentioned involving the entire life cycle. As I work with accessibility sometimes people say this is only in in the code. It’s like no, this is also in the UX writing part, so we need content people here. Sometimes it is the designer part because it has color contrast and developer can actually handle that but if we actually think about it on the design side user experience we can manage that beforehand.
So, having this conversations with research from the beginning and put in people from development will help a lot. This is something that I think it’s a myth. Companies think that these kind of meetings take more time and actually don’t help because they take longer than the entire process. But the reality is when you do all these meetings before, after the production phase is super quick. Super, super quick. I don’t have your experience.
Sotiris: I absolutely agree. Absolutely agree. We save time by making sure that these things are considered from the beginning.
Layshi: Yeah, working in isolation never works, just saying.
Sotiris: Yeah, yeah, absolutely.
Layshi: I love when I do a little bit of research beforehand. I don’t want to say that I’m a stalker. Just kidding. But I was in your LinkedIn and noticed that you are really allocated in terms of the profession of researchers. That is super important. So, I noticed that you put a post about how companies tend to undervalue the importance of research and how the entire industry of research has been working around companies and profitability. So, I would like to ask you, if you don’t mind sharing some of the strategies that you approach to educate higher ups.
Sotiris: Yeah, first of all, I’m flattered. Thank you so much for reading some of my posts. Other than that, if I understand the one that you possibly mentioned, I’ve observed a particular situation when it comes to UX research and sometimes with UX design as well. They are considered by some as expensive practices, taking a lot of time and effort sometimes. They’re brought quite late to the party and the request is to do things that have to be done very, very quickly because “there is no time”. This happens more often in less mature teams rather than mature teams. And by maturity, I mean UX maturity and UX research maturity.
Other times, research is skipped completely because it takes too long. My response to this is always, it takes too long compared to what? Because business decisions take time, might take weeks. Development takes time, sometimes months. So is this really about timing and delays? Is the problem that research takes two weeks and design four weeks? If we’re releasing something that has value, and we’re on the right way, and we have mitigated risks. Um, my second observation to that is that people are considering this with what Kanban calls the attribute substitution. So practically answering a very difficult question with a substitute, with another question that it’s related, but it’s different, and the difficult question, is probably, do we know enough about our users to release this particular product? Or, will this product solve a problem for our users? Because people think that only research can answer that, they go like, we don’t have time for research. So they ask the question, do we have time for research? No.
Therefore there’s this kind of discrepancy in the logic, and, at the end of the day, research is not an expensive sport. It doesn’t take too long. It takes just enough to make sure that whatever we’re building has a lower risk and addresses the needs that our users have and our customers have. Same thing with design. As we can wait for developers and engineers to develop and create the products, to write the code practically, we can wait for a few days to discover some things, discover the needs and as our users some questions and assess their experience and measure some stuff.
Layshi: I love when you mentioned that they already answered the questions before they do the actual questions. They are sometimes saying like, do we need research? No, I think we have a designer that can do some questions and use some tools. And this is a little bit more on an opinion side, um, but I would love to, to talk to you about generalized and people that are really into specializations. Sometimes companies prefer someone that can do everything, and they don’t take into account that people that have a specialization, it’s because of a reason, right? And so, it’s so important to add value from your specialization in the correct moment for the company. Companies think that they are expensive or take too much time or there’s not the moment for doing that. And the majority of time, this happens with research. Do you have any takeaways on there of how we can communicate? Like, you know what? Maybe UX designers don’t need to do research because they need to actually focus on solving problems in a creative way.
Sotiris: Well there is always this kind of a T shaped format in my head of how, you know, uh, people can utilize their knowledge and their skills, so you can know a lot about a topic and a few things about other topics as well. My background as a UX designer many years ago has helped me a lot to communicate with UX designers right now. and it has also helped me a lot with developers and engineers. My background in startups has helped me a lot communicating with business stakeholders.
So, whatever background someone has or whatever knowledge they have about a topic helps them to communicate better and to understand better. I’ve seen people struggle a lot especially in software where they are, let’s say, designers, where they were trained in print and they jumped into software and because interaction was not something that they were used to, they struggle a lot. That’s what I mean by understanding more about the one side or the other of your skill set. In terms now of how to improve that is to talk with more people that are not within your knowledge, but elevate a lot your own knowledge. That’s what I always try to do. And I always say to my stakeholders, you have the knowledge of the product, you have the business knowledge, I need you, you’re the subject matter experts. I need you in this session to explain to the rest of the product team why are we doing all this? What’s the needle? What’s the KPI we’re trying to move? I’m here to help you, find the best way to answer these questions, that’s my job. A UX designer is there to provide their skill set and find us the best way to create a solution. Same thing with developers, they’re there to actually implement the solution. I cannot do that. So I feel that everybody’s needed. Everybody’s required and they can collaborate properly within a team.
Of course, this is not always easy, especially when we stick too much to this must be done first, or this is a priority, or this is more important than that.
Layshi: I really like that you bring the concept of T shape. I was having a conversation with a friend and I mentioned that people that are on T shape they are the connectors in companies because there are the people that have enough knowledge to work around different departments, but also have enough knowledge of something that can actually give you the advice on that particular case. And you always need at least three or four connectors to help your company grow. I don’t want to move too far away from our topic, but I really am into the T shape kind of person because we are in a world that people tend to generalize, but they don’t think about, like, even your knowledge on cuisine or doing pancakes can help you in your actual work.
Sotiris: Absolutely. Absolutely. Totally agree with that.
Layshi: So we almost finalized but I want to also ask you what professional advice do you wish someone had given you once you started your career in UX research.
Sotiris: Wow. I think that that’s my favorite question so far because I tend to try to prove my mindset and my process a lot so I always go back and say, how did I do that back then? Or, you know, I have a lot of mentees and I’m going like, what do I wish to know when I was in their place?
I think the one thing my go to thing would be to read a lot and read with a genuine interest and read with purpose. By purpose, I mean read the material that is relevant to your ongoing research, to your ongoing study. I find it really useful and I’ve learned a lot when I watch training videos or read a particular book or a series of articles or talk to people about, let’s say, a topic, surveys and the errors that may surface in surveys, for example. And I was reading that before I conducted a survey study. That’s really useful because you constantly improve your process, you adjust accordingly, you go back and forth, you will not solve everything in one sitting, of course, but every single time your process will be better. Your research will be better. Your analysis will be better. And you become a better researcher. And the practical thing that I found that works for me is that I block time in my calendar at the beginning of my day for 30 minutes to one hour to read very relevant research books and studies and papers that are relevant to the work that I’m doing, during working hours. So, the first 30 minutes of my job is reading because I’m reading to make this research that I’m currently running better, and then I do that for the next one and the next one ends. It’s really, really helpful way to get yourself unstack, first of all, and to elaborate more on your process, be more detailed.
Layshi: That actually reminds me, when I started my career, I was really into the tools. I was thinking in that moment of my career that if I know really, really well the tools that will lead me to be an amazing designer and after that, after a couple of fails, I noticed that it’s not the tools, It’s actually what you do with the tools Um, but I remember myself seeing YouTube videos while I was working because I want to execute this that I was seeing in the actual work that I was doing. Take some tricks of how to do this in an expedite process in order to be better in the things that I was doing in that moment on the company.
And I remember that that helped me a lot in different situations that I remember some of my managers tell me like, you are really efficient and I was like, well, I’m looking to YouTube videos while I’m working. But it was because of that, I was doing a good job. Do you have any recommendations about books? Because you mentioned that reading is so important for research.
Sotiris: Yes, of course. I mentioned earlier Kahneman, “Thinking, Fast and Slow” definitely a go to situation. Walter F. Heuyer who has written extensively on psychology research, very interesting book, very well-structured book as well. And I do have next to me, actually, this amazing book called “An Introduction to Psychometrics” by Colin Cooper. It’s, the one I’m actually reading right now. It’s very good to help with rating scales and go into detail about psychometrics and measure things. So, yeah, I’m actually working on this right now, so it’s quite a useful tool.
Layshi: And for people that are listening to us, that maybe they are not into books or either into watching videos, this podcast is also an alternative.
Sotiris: Of course, absolutely.
Layshi: It doesn’t matter what are the type of way that you consume content, it is that actual action of consuming the content that is important.
Sotiris: Absolutely. I find podcasts and audio books equally valuable, especially with qualitative matters that do not necessarily have a lot of quants and tables and graphs and stuff like that, that you only have to listen to. So yeah, definitely useful.
Layshi: Well, thank you so much Sotiris for actually sharing all your knowledge with the audience of If U Seek. If we want to make you some questions or just connect with you, what are the ways that are better?
Sotiris: Yes, absolutely. So my LinkedIn profile, I think it’s the best way. I’m more than happy to answer posts and questions and everything like that, so feel free to reach out.
Layshi: And you can find interesting content on that LinkedIn profile.
Sotiris: Yeah, you can trust on knowledge, you already have done your due diligence. So thank you for that.
Layshi: Well, thank you so much, Sotiris, for being part of If U Seek.
Sotiris: Absolutely. Thank you very much for having me and have a nice day.
Layshi: It will be to the next one. Bye.
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