#159 - Building Cross-Functional Research Impact with Judy Xu of Salesforce
Judy Xu [00:00:00]:
Sometimes you're not working with individual designers or product managers, you're working with multiple designers and product managers or sometimes working with their leadership. So you're working across multiple product teams, spending a lot of time doing stakeholder management with not only the heads of design and product and sometimes engineering, but you're also working with those ICs who might be on the ground level thinking about what are the features, what are the functionality. And so figuring out how each of them is persuaded and how to work with each of them is really important.
Erin May [00:00:36]:
Hey, this is Erin May.
Carol Guest [00:00:37]:
And this is Carol Guest.
Erin May [00:00:39]:
And this is Awkward Silences. Awkward Silences is brought to you by User Interviews, the fastest way to recruit targeted high quality participants for any kind of research. Hello everybody and welcome back to Operate Silences. Today we're here with Judy Xu. Judy is the senior researcher at Salesforce, a senior researcher at Salesforce and she's with us today to talk about researching in the enterprise and specifically how to make a cross functional impact. You have lots of experience working in many different enterprise companies. So excited to pick your brain. Thanks so much for joining us today.
Judy Xu [00:01:20]:
Thanks for having me, Erin.
Erin May [00:01:22]:
Great to have you here. Okay, so you've worked at a lot of household big name tech companies including Meta, HubSpot and now Salesforce. Many of our listeners have worked in, you know, large enterprises such as those, but also some have not. So I'm curious if you could just give us a high level view on what it's like to be a researcher in such a large organization.
Judy Xu [00:01:45]:
Yeah, that's a good question. So just a little bit of context for those who don't know Meta and Salesforce you can think of as like these giant corporate enterprises. Whereas HubSpot and some of my other companies I've worked at are much smaller. They're kind of mid sized, maybe even growth and startupy and you would think that they're very different and to an extent they are. But some of the day to day is always the same. You're going to be managing your stakeholders, you're doing your research, you're trying to get them to use your insights. That's not going to change. But I find the biggest differences are in kind of the whole like who are you trying to influence, who are you trying to research on? So like who your users are and then what products you're researching on because that's obviously going to differ based on the environment you're in.
Judy Xu [00:02:29]:
And so B2B and B2C is a very common split. They're going to be researching on different people.
Erin May [00:02:35]:
Gotcha, Gotcha. So the general contour of what your life is like in a large organization might be similar, but obviously who you're working with, the products, that's going to be quite a bit different and influence the kind of research you're doing. Maybe you could tell us a little bit more about that split between B2B and B2C and what that means for user experience research.
Judy Xu [00:02:53]:
Yeah, so I think I'll start with B2C because that's pretty easy for all of us. So you think about your travel app you're using. Like, let's say you want to go on vacation in Bahamas, you're going to be booking your hotel, your flights. You're pulling up a travel app and doing that. And so a B2C product is meant for your daily person, your consumer, so to speak, whereas B2B, they're meant for other businesses. And so when you talk about a user in a B2B context, that ends up being a bunch of different people. So if you think about a travel app like you're. I'm sure you've booked business travel, Erin.
Judy Xu [00:03:28]:
Sure. Yeah. Yeah. So when you book business travel, your company probably has some kind of license or subscription to that product, and you, as the person booking, are just one of the users of that product. But at the same time, you might have administrators, people who are saying, like, these are hotels that you can book. Here are flights you can do, like setting the ground rules. And so those are all different types of Personas or job performers that might be using that same product. And you're solving for all of them in that sense as a researcher versus when you're in a B2C context, you're kind of the end user is a little more clear that it's a little more, you know who it is from the store.
Erin May [00:04:08]:
Right. You're not talking about buying groups and how they relate with each other and come to use the product before and after purchase. It's how do I get this person interested in these shoes or whatever it might be. Yeah, yeah, gotcha. Okay, great. And what are some of the other differences across enterprises? We talked a little bit about what's the same, but a lot is different. So what do you find to be different from a research context?
Judy Xu [00:04:31]:
So I think the first thing would be really comes up is kind of the culture. Different companies, different enterprises even have different cultures. So, for example, you can think about the ratio of researchers to engineers or researchers to PMs and designers. That will really influence the type of work you're doing, for example. So when, for example, Meta, just as a larger organization, they have a much larger research team, but not only that, but their research team is embedded within capital D design, which includes content, UX design, research. And I'm blanking on the third one now. Yeah, well, I think it's prototyping, but I'm not 100% sure. Okay, but what that means is that you're naturally closer to your designers in that organization versus at a smaller company.
Judy Xu [00:05:20]:
You think of it, maybe you're a researcher team of one. In those cases you're going to be working a lot closer with your product and your design stakeholders, maybe kind of working across multiple roles. And so based on that kind of ratio, that's just going to really influence the type of work you do. And then on top of that there's also like culture in terms of how and are your stakeholders naturally kind of do they know how to work with research? Do they know what kinds of questions you ask? And what kinds of questions are product stakeholders natural, naturally asking?
Erin May [00:05:50]:
Yeah, and so I guess there's a couple dimensions of that. Right. Like you mentioned, Meta is famous for having a big research team, a lot of investment on the R and D side of things. So there's where research sits in the organization and then there's like the size of research in the organization, I guess. How do those come together and influence things?
Judy Xu [00:06:08]:
So the size, I'll start with the size part. That's definitely, I would say, can be both a blessing and a curse sometimes.
Erin May [00:06:15]:
Sure.
Judy Xu [00:06:16]:
So when you get to these large organizations, the good part of it is that there's a lot of people you can learn from. There's a lot of knowledge out there. You can find mentorship, you can find, you find people who are like minded much faster. At the same time though, whenever you're doing a research study in those contexts, let's pick a. For example. So for example, you're doing research on a topic like identity or avatars in VR, there's probably going to be a dozen, maybe half a dozen other researchers or teams that have touched on something similar. And so oftentimes therefore, you're having to spend more time kind of digging through all of that, learning how and what is different from yours versus theirs. And just to avoid that duplication of work.
Erin May [00:07:02]:
Yep, yep. For sure. There's, you know, knowledge management, obviously a big topic in research, both in terms of the insights coming from users, but also just how do we do things? Right. And, and yeah, is it actually faster to just duplicate effort sometimes, you know, so interesting things that come up with scale. You talked a little bit about the implications on where research sits and the kinds of research that you do. How does that come up?
Judy Xu [00:07:27]:
Yeah, so that comes up more so in terms of. So kind of dialing back when you think about research. Research can kind of go everything from generative research to kind of very broad jobs to be done, Personas, mental models, all the way to evaluative research, concept testing, usability. And so one of the other things you find is when you have these larger research teams or these ratios of, let's say one researcher to one designer, for example, the closer you get to that, in my experience, I find that I tend to fall closer to evaluative. And that's just because in those cases you have a lot of other researchers who can do kind of answer questions across the board versus when you are kind of a team of one and you're supporting 20 team, like 20 designers or 20 product managers, you have to pick and choose your project because everyone wants your help, but not everyone can get it. And so in those cases, you might have to work with your designers to help them level up how to do research or work with your product managers to do that. Another thing that comes up when you think about B2B versus B2C is that in my personal experience, B2B tends to be easier to do, like direct product testing or to do dog fooding, so to speak. Whereas when you're doing B2B products, it gets a little more complicated because again, who is that end user you're solving for going back to that travel app? Are you talking to the person trying to book travel? Are you talking to the administrator trying to set up all the rules for that? Are you talking to the person saying, hey, I want this feature for my travel, such as, like, eco friendly? And so that complication means that in my experience, I find in B2C context, usability testing also becomes more important and tends to happen more often.
Judy Xu [00:09:19]:
Or those evaluative methods. Sorry. Tend to happen more often.
Erin May [00:09:22]:
And B2C or B2B in B2C? Yeah. Yep, gotcha. And so do you find that it is when you have a lower ratio, so one researcher to say, 10 or 15 or 20 people, you know, doing research on the design and product side, do they end up doing more of that usability type research or. Not necessarily.
Judy Xu [00:09:41]:
I don't think there's a golden answer to that, so to speak. There's cases where some teams will be like, I've met product managers and designers. Like I have a background in running like customer calls or user interviews. And they'll do that. They'll be skilled at. Some are more skilled than others, mind you, but they'll do that. And then there's others who will be like, oh, well, I guess we're just going to assume the best and things happen. Generally though, I think it also depends on the like, what checks and balances do they have as in the, in a company in terms of what QA process do they have, what steps before something can actually roll out? And I'm not as familiar with that side as I'm not an engineer, of course.
Erin May [00:10:25]:
Right, right. I guess the other thing that comes up in large organizations too is you have potentially quite a few different product lines, business units. And so I suppose probably a lot of different kinds of research are maybe getting done at that point as well.
Judy Xu [00:10:41]:
Right? Yes.
Erin May [00:10:42]:
Yeah. So what does this mean for UX research in terms of. We talked about B2B and B2C a little bit. How do you think about KPIs metrics, impacts success outcomes depending on the context you're working in?
Judy Xu [00:10:56]:
Yeah, that's a great question. At the most broadest level, all companies care about their bottom line. That's not going to change, of course. But I feel just again, this is based on my experience a lot more in B2C context, you're seeing a lot more focus on churn, adoption, usage, your heart metrics, satisfaction, system, usability. Because like you pull up your phone, I'm sure there's, if you can find an app you don't like as a consumer, you're not going to use it, you're going to find another competitor, you're going to find another app to use. Whereas in a B2B context, while those metrics are still there, I see a lot more or I've seen a lot more emphasis on things like acv, aov, some of those larger, more like dollar sign, so to speak. And I think that's in part because when you are dealing with B2B products, usage doesn't necessarily operate the same way. So going back to that travel app example, if I as a person booking business travel don't want to use that app, I still have to use that app.
Judy Xu [00:12:02]:
And so that doesn't really. Tracking usage in those cases doesn't necessarily mean the same thing or it won't have the same ramifications if uses goes lower.
Erin May [00:12:12]:
That's right. Right. I suppose if it hit a critical mass where the entire organization revolted because they hated the experience so much. Maybe something would happen, but it would really take probably a lot at that point.
Judy Xu [00:12:24]:
Probably.
Erin May [00:12:26]:
Cool. Talk to me about research operations. You know, that's really been a growing field in the last several years and gets more important as research scales as it does in large organizations. What does that look like? Depending on the shape of the organization.
Judy Xu [00:12:41]:
Yeah. So I would say that larger organizations tend to have more, they're more mature in their research practice, they tend to have more of a fleshed out research operations team as well as processes, which is great because then you have the resources to help with recruiting or the vendors to kind of support you when you can't find certain audiences or don't have enough resources. And there's also often dedicated budget for research. You're not trying to claw your way in the door. At the same time, it's not always unicorns and rainbows because when you are in a larger organization, you also have to deal with those processes. You can think of like red tape, bureaucracy. There's a lot more of that in general and again, good and bad. So one thing I always think about is back when I was first at HubSpot, I think we were like an 8 or 12 person team, really small.
Judy Xu [00:13:35]:
We had one person who had just fully transitioned to research operations and so he was really helpful in terms of onboarding. Here's the process, here's how we recruit, here's how we schedule. But all individual researchers, we had to pull our own lists in HubSpot, scrub them, import them and invite. So we were doing basically all the kind of the basic operations plus all of the data collection and analysis. And so that can be a struggle sometimes because you're just, you're spending time on things that you as a researcher might not want to do.
Erin May [00:14:10]:
Sure.
Judy Xu [00:14:10]:
And so kind of contrast that again with those hoops and whistles you might have to jump through at a larger organization. So let's say I want to use Qualtrics and my organization doesn't let me use Qualtrics for surveys. Well, in those cases you might have to fight with the legal team. You have to fight with your research operations will not fight per se, but you have to kind of make that business pitch for a specific tool or for a specific vendor if they don't already use it.
Erin May [00:14:37]:
Right. And I guess that's the grass is always greener. Startups versus larger orgs.
Carol Guest [00:14:41]:
Right.
Erin May [00:14:41]:
You're either pulling your own list or you're, you know, dealing with red tape or you know, other things as well. But pros and cons to all of that awkward interruption. This episode of awkward silences, like every episode of awkward silences, is brought to you by user interviews.
Carol Guest [00:14:58]:
We know that finding participants for research is hard. User interviews is the fastest way to recruit targeted, high quality participants for any kind of research. We're not a testing platform. Instead we're fully focused on making sure you can get just in time insights for your product development, business strategy, marketing and more.
Erin May [00:15:15]:
Go to userinterviews.com awkward to get your first three participants free. So also in any organization, regardless of the size of the organization, of the research team, of the design team, you're working with stakeholders. Right. You're working in a system to get research done and to get insights shared and get insights used. So tell me a little bit about how this changes in different cultures and different shapes and sizes of companies.
Judy Xu [00:15:43]:
Sure. I think at the end of the day the job of researcher doesn't change in terms of we're trying to get our insights used to your point. And that's never going to go away. Right. We don't do research in a silo. However, for example, how we frame insights does change based on kind of the culture and based on what stakeholders are looking for. So some companies or some, you could say product engineering, design teams, they might be more used to seeing data, statistics, all those details in a chart, kind of similar to what you might actually find in an academic presentation, they want to see is this statistically significant, what's the confidence interval? And that's what they find persuasive. And honestly, as a researcher, if that's what they want to see, that's okay.
Judy Xu [00:16:30]:
But in contrast, at other companies, stakeholders might just care about what are the top use cases, what are the priorities, what are the top opportunities. Just I don't care about stats, just tell me what's 1, 2, 3. And in those cases, that polish and storytelling might be more persuasive. And so how you persuade or influence stakeholders, how you frame your deliverables will change based on that culture. And oftentimes what I find best in succeeding in those environments is to look at other researchers and look at what they've done and kind of use that as almost like a stake in the ground for kind of here's kind of what a baseline might look like and kind of improve from there.
Erin May [00:17:08]:
Yeah. And I guess you're assuming that what they've done is somewhat effective, right? That it's working well enough. Yes. Yeah. Because I was going to ask, when you're, you know, when you're joining a new organization. Right. We talk a lot about as a researcher. Some organizations are going to be more mature in their research practice, others less so.
Erin May [00:17:27]:
And that might be something you want to interview for and understand before you even. Do you think about getting to know what kind of stakeholders you're going to be working with before starting a job? Or is it the case that there's always going to be a mix and you're just going to kind of react to what shows up when you're in the role?
Judy Xu [00:17:43]:
Yeah, I think there's a personal opinion and then of course there's the general opinion, which is like you should obviously know who you're going to be working for. I think personally though, your design and your product stakeholders, they're never going to go away. Those are almost from all the places I've worked at and all the people I've talked to, those are almost always your key stakeholders. Outside of your other researchers. Outside of other researchers, of course. And then outside of that, though that does vary quite a bit because in those larger organizations you will see data science, you will see marketing, competitive intelligence, competitive marketing intelligence, product analytics, product operations, customer success, business processes, like all of these other groups and all of these other functions that you may work with or might sometimes cross have, maybe sometimes even like overlap with. So a good example I point to is product marketing at multiple roles I've been in. Oftentimes research or UX research can somewhat overlap with product marketing, both in terms of types of questions we're asking, but also based on what product teams need.
Judy Xu [00:18:58]:
Sometimes I'll have a product I've had product managers ask me. It's like, hey, who's going to be end up using this? Is this what do they need in North America versus in Europe? Kind of who should we be targeting? And so there are nuances there, of course, but it becomes more of a fuzzy line at those, you would say almost like larger organizations because it's like research can own it or UX research can own it, but marketing can also own it.
Erin May [00:19:25]:
Sure.
Judy Xu [00:19:25]:
Or maybe another team can also own it. Whereas when you're often like a team of one or a smaller company, sometimes there might not be those other functions. Sometimes data analytics might be merged in with UX research, for example.
Erin May [00:19:38]:
Yeah, yeah. Because at the end of the day, right. It's just trying to learn about the market, learn about users and who can help us learn. And smaller organizations, sometimes that's me and myself. Yeah, absolutely. So working with stakeholders is important. We're talking a little Bit about how you're always going to be working with Basically designers and PMs in a UX research role and getting back to just working with them in a way that's gonna work for them. Right.
Erin May [00:20:04]:
That's going to. Whether that be like what format should the readout be in? Or Right. Are we co creating the research or do you want just the big reveal at the end? Things like that. Do you find that there are similarities for designers like this or PMs like this or is it more kind of case by case and get to know the people?
Judy Xu [00:20:21]:
I feel like it's heavily still case by case. And that's largely because everyone else has experience working with different folks. So again, I've met product managers that are very, very research savvy. They know how to use research insights, they trust research. You don't have to really persuade them. I've also met product managers for whom it's like pulling their teeth. You're trying to constantly banging their doors saying like, here's what we can do, here's how we work with you. And there's a bunch in between, of course.
Judy Xu [00:20:56]:
And so my personal take would be to take it on a case by case basis. From what I've generally seen though, product as a function tends to respond better to large numbers. So survey data can be more persuasive than interview data sometimes, especially when you're trying to move or influence them to think in a different way.
Erin May [00:21:19]:
Yeah.
Judy Xu [00:21:20]:
On the other hand, designers, I would say generally again because they have a lot of designers have user experience in their titles and they're also coming in my mind from the same place of trying to create a better user experience. They're a lot easier to partner and work with and they want research. Oftentimes it's often the case wherein a designer wants more research than a research might be researcher might be able to provide.
Erin May [00:21:48]:
Yeah. So more demand than there is supply in the design to research relationship. Yeah. And that's a good problem to have, right? A problem, but a good one, all things considered. Yeah, yeah. So as you said, every person is unique and you got to get to know the people as you do with user research. But sometimes helpful to come in with a basic idea of how folks might be oriented and how to make an impact. Let's talk a little bit more about stakeholder influence.
Erin May [00:22:14]:
So I'm startup person, I'm fascinated by enterprise organizations and how they work. So you can't talk about enterprise organizations without talking about matrices. Right. You get a lot of matrix setups and so how do things like that, the structure of the organization, impact how you build those relationships and have positive influence with the stakeholders you need to influence to make an impact in your role.
Judy Xu [00:22:39]:
Yeah. So for context, for those who don't know, matrixes are cases in which people are rolling up to their individual functions. So, for example, research reports, up to research design, reports of design, product to product, so on and so forth. But you're kind of spread across one product area. So I'm working with a product manager or multiple product managers, multiple designers, multiple engineers and other functions. And so they don't share the same management chain as me. And so that's kind of what it means to be matrixed, in a sense. And what that means is at the same time, sometimes your, I would say your incentive structure is also different because therefore a PM is going to be beholden to their management chain and the product, whereas researcher, they're going to be incentivized again to influence the pm.
Judy Xu [00:23:32]:
But sometimes that directionality isn't always there or that bidirectionality is always there. Right. And so that means that you're often having to influence outside your immediate team and sometimes above your immediate team. On top of that, I would say that often in these matrix organizations, or just across organizations across the board, you have again, that ratio, one researcher to N number of product or design stakeholders. And what that means is sometimes you're not working with individual designers or product managers, you're working with multiple designers and product managers or sometimes working with their leadership. So you're working across multiple product teams in that case. And so what that means is you're spending a lot of time doing stakeholder management with not only the heads of design and product and sometimes engineering, but you're also working with those ICs who might be on the ground level thinking about what are the features, what are the functionality. And so figuring out how each of them is persuaded and how to work with each of them is really important.
Erin May [00:24:39]:
Yeah. I'm thinking back to what you were talking about at the beginning. The difference between B2B and B2C. And this sounds very B2B. Right. It's not just one user. We've got lots of different users that we've got to be thinking about. So that sounds like more people.
Erin May [00:24:53]:
It could be challenging. How do you balance all of these different sort of constituencies in an efficient way? Right. And still get work done.
Judy Xu [00:25:00]:
Yeah, there's no magical solution, unfortunately. Some things that I just personally do is like block my calendar, set up one on ones in this case, it does help when you are in person and you can kind of just do those water cooler chats. If you can't, you can always try to set up time for it or check in with them. If there's any research, let's say your fellow researcher has produced a piece of work that you might think is relevant, share it with them. There's a lot of different ways to engage. Personally as an introvert, I actually struggle with this. So this is constantly something I always try to look for more ways to do, but there's no one answer.
Erin May [00:25:40]:
Yeah, very common, the introversion in researchers asking the questions of users. And that comes up a lot too. Just the sort of can't overstate the importance of building relationships as a form of stakeholder management goes along for sure.
Judy Xu [00:25:54]:
But on that end, I think one of the benefits again from being in a large enterprise is you can learn from others, you can seek that mentorship a lot easier and oftentimes from more senior research or research leaders. And so that is definitely a blessing in these kinds of environments wherein it's like, hey, I struggle with communication, can you help mentor me in this? Or I'm trying to build stakeholder influence, can you help me? I'm trying to build this hard skill, so on and so forth. And so that definitely does help. And that also not only helps in terms of how you work directly with your teams, but also can help you in terms of building that network within your research community as well.
Erin May [00:26:35]:
Awesome. Cool. So we've talked a bit about stakeholder management, different kinds of research you might end up doing in different kinds of enterprise organizations. Any kind of closing tips in terms of if you want to be successful as a researcher in a large enterprise organization, what are some important things to keep in mind?
Judy Xu [00:26:55]:
Yeah, I think I kind of go back to one thing that my, I think it was my intro stats professor always said was wallow in this particular and she put this image of a pig wallowing in mud in front of all of us. But the reason why she said it was because a lot of what at least a lot of what happens is you have to learn in the job, especially when it comes to B2B because a lot of it's on business processes that you might not be experienced with. So for example, if you were to tell me who are all the users for this travel app? Of course, going back to that travel example, you might be able to assume some things because us as individuals, we've booked travel before. But if you were to say, hey, tell me all of what goes on in a pharmaceutical company. Tell me all of what goes on in a telecom company. Do you know everything? Probably not. Or even like within one function, like what goes on in a sales function? Who are all the people within that? And so a lot of it comes back to learning and being onboarded onto a new space, new type of business almost. And so learn from other people.
Judy Xu [00:28:09]:
There's a lot of resources, but at the end of the day, doing it and being in the midst of it I find is probably the most effective. And then also, of course, like work with your managers, create a 30, 60, 90 day plan. All of that probably pretty standard stuff.
Erin May [00:28:26]:
Yeah, yeah. And when you say wallow, I love that. And I'll remember the image of the pig in the mud I'm picturing, as you said, you're sort of absorbing and taking in the information I also hear and tell me if this is how it's meant, like not rushing to figure everything out. You're sort of sitting in it for a bit. Yeah, yep. Yeah.
Judy Xu [00:28:45]:
And I think that it's also just generally, at least when it comes to the actual hard skills of research, that's also really important as well. Right. How do you learn a new analysis, analytic technique? How do you use a new tool? How do you use a new method? A lot of it is you can listen to other people talk about it, you can watch demos, but until you actually do it, until you actually try it or it will be hard to actually crystallize in your head. Yeah, yeah, yeah. So wallowing. And then one other thing I will say is just like, keep an open mind, be flexible, learn on the fly. But I think that all kind of comes back into like trying it.
Erin May [00:29:24]:
Absolutely awesome. Time for our rapid fire section. What is your favorite part of being a researcher?
Judy Xu [00:29:31]:
My favorite part, I have two parts, so I'm cheating here a little bit.
Erin May [00:29:35]:
Yeah, I'll allow it.
Judy Xu [00:29:36]:
My first part is honestly, delighting customers, delighting users. I remember distinctly when I was at HubSpot, this was one year into Covid and this was back when like everyone was like still like chickens without our heads. We had no idea what was happening. And I remember this customer or this user saying, thank you so much for doing this because they are spending so much time in those tools that making their experience better is really meaningful. And so that kind of sentiment of making that user experience better is just something that is one of my favorite parts of the job. And then the other part I think is just being able to learn. And this is more so Within, I would say both B2B and B2C. But a little bit more into B2B is I've learned so much about different types of businesses, different types of roles, different types of just like how things work that I've never even thought about.
Judy Xu [00:30:30]:
And that always just kind of gets me up in the morning. It's like you don't know what you're going to learn.
Erin May [00:30:36]:
Yeah, yeah, I can relate to both of those. All right, top three resources that you would recommend to others.
Judy Xu [00:30:44]:
I think generally the standard, like Nielsen and Norman Group blogs, Medium. Those things you can also look into, like Lean ux. Just enough research, those are probably going to give you like a pretty good sense. The other thing is obviously leverage your network, do informational interviewing, talk to other folks. And I do know that some people talk about boot camps. I've never gone through one of them, so I can't really say anything there.
Erin May [00:31:12]:
Yeah, yeah, just enough research. Always recommend it. Everyone loves it. If anyone listening hasn't read it, definitely check that one out. You mentioned Medium. Is everyone still hanging out on Medium? I know, it was the place seven years ago when I first started here. Are you still using Medium as much as you used to?
Judy Xu [00:31:28]:
Not really. I just pointed out because there are informative articles, but at the end of the day, you're almost researching UX research in general when you're trying to find something. And Medium is just one of those resources to do so.
Erin May [00:31:42]:
Yeah, for sure. Where can folks find you? Are you active on LinkedIn or anywhere on the interwebs?
Judy Xu [00:31:48]:
Interwebs, no. Okay, LinkedIn. But if people are reaching out, just please write a message. Don't just, like, assume I'm going to accept because you get asked or you get connections from random people that you never know.
Erin May [00:32:01]:
That's true. That's true. So LinkedIn's the place with a message.
Judy Xu [00:32:05]:
With a message.
Erin May [00:32:07]:
Awesome. Well, Judy, thanks so much for being with us and demystifying enterprise organization research a little bit. It was awesome to chat with you and thanks again.
Judy Xu [00:32:17]:
Thanks again for the opportunity. Erin, it was great chatting with you as well.
Carol Guest [00:32:20]:
Awesome.
Erin May [00:32:27]:
Thanks for listening to Awkward silences brought to you by User Interviews Theme music by Fragile Gang Foreign Silences Listener, thanks for listening. If you like what you heard, we always appreciate a rating or review on your podcast app of choice.
Carol Guest [00:32:52]:
We'd also love to hear from you with feedback, guest topics or ideas so that we can improve your podcast listening experience. We're running a quick survey so you can share your thoughts on what you like about the show which episodes you like best, which subjects you'd like to hear more about, which stuff you're sick of, and more just about you, the fans that have kept us on the air for the past five years.
Erin May [00:33:11]:
We know surveys usually suck. See episode 21 with Erica Hall for more on that. But this one's quick and useful, we promise. Thanks for helping us make this the best podcast it can be. You can find the survey link in the episode description of any episode, or head on over to userinterviews.com/awkwardsurvey.