What Are the Four Game-Changing Questions that Hold the Power to TransformYour Firm?

Sam Black: [00:00:00] Okay, we are live. 

Rusty Speedy: All right, 

Sam Black: this is episode one, take two.

Rusty Speedy: So imagine this. You’re a visionary attorney steering your illegal ship through uncharted waters, but there are four critical beacons that could guide you to unprecedented success.

Sam Black: Brace yourselves because today we unveiled the ultimate compass for legal SU success, for game changing questions that hold the power to transform your law firm’s destiny.

Rusty Speedy: So get ready to unlock the secrets that will revolutionize where you invest your effort, resources, and expertise.

Sam Black: All right, rusty, but why should firms listen to us?

Rusty Speedy: Well, these are the problems we cut our teeth on and that we’ve solved over my 20 year career. And Sam, I think you’ve been working with folks like six years. Is that about right?

Sam Black: That’s about right. Yes.

Rusty Speedy: All right. And the different paths that we’re gonna talk about have been scaled significantly to [00:01:00] like eight figures from six. So pretty big jump there. And these are the, the strategies that we’ve used to get there. And we’re also gonna try to help you, you know, avoid wasting your time and your money by making sure you don’t start down a path that can’t grow with you.

Sam Black: All right. And again, we have worked with hundreds of law firms across the country and get asked all kinds of questions. So we’ve tried to narrow it down to focus this on really four big questions that we wish clients would ask us. And you can kind of categorize different types of firms with each kind of question that they’re asking.

So what are these questions?

Rusty Speedy: Yeah, so it’s how to get more clients?

Sam Black: Then how to make more money?

Rusty Speedy: How do we get the work done?

Sam Black: And finally, how do we build and improve our team? So going into that first one, how do we get more clients? And when we say get more clients we really mean a consistent, predictable, [00:02:00] and profitable method of the client generation process.

Rusty Speedy: And so we’re gonna kind of start saying these somewhat dirty words like sales in this episode. So hopefully that doesn’t you know, make, you wanna turn it off immediately. But one of the things is we wanna work backwards. So we use a system that one of our partners came up with Richard James, who is a bit of a law firm guru, and it’s called the P.C.L.C Yeah, it’s the perfect client lifecycle and what that perfect client lifecycle is, is that someone calls into your firm or submits a form, and we call that a lead. Then they either set an appointment or they don’t set an appointment, they show up, and then they hire. So that is the perfect client lifecycle is they set the appointment, they showed up, and then they hired yeah.

Sam Black: And then, so we’ll also be going into phone management, and you’ll hear a lot about this in next week’s episode. But [00:03:00] basically this is going into having in consistency with your sales process and who’s answering on the phones and making sure they’re doing it consistently.

Rusty Speedy: And then we wanna talk about, where those people that call you come from? Where are the folks that submit the forms come from? And Sam, I think that’s more your expertise. So you want to talk about that a little?. 

Sam Black: Yeah, sure. So again, going back to Richard James asking people who may we think for referring you to us? And basically like just tracking your referral process and where they’re coming from and beyond that, then marketing and making sure that all of your marketing is being tracked through tracking numbers.

You have a lead source and you know what the ROI is on that lead source. So not just are you getting leads from this particular source, but are you actually getting clients who are paying from that source? And then what the ROI is compared to what you spend. All right, question. So that was how to get more clients.

The next thing we [00:04:00] kind of talk about is how to make more money. So this will be in episode three. And so basically this is asking how profitable are we?

All right, so this is asking how profitable are we by not only by office, if you have more than one office, but by case type as well if you’re marketing for more than one case type. So we talk to a lot of law firms who are making money, some three, four, $5 million law firms, but that just doesn’t necessarily mean that they’re profitable.

A lot of times they, as they’re growing in revenues, they’re also growing in expenses. And it’s, it’s often come to us where like, Hey, you know, I’m a $7 million firm, but I am not profitable. I’m barely breaking even. So Rusty, can we talk a little bit more about that?

Rusty Speedy: Yeah. One of the first things you have to do is you have to identify your revenue streams and some. Some offices have a couple [00:05:00] different ways. Let’s talk about different case types. You know, where’s most of your money coming from? So you want to look at that, whether it’s bankruptcy, immigration, personal injury, tax, law.

 There’s all of those guys, or which one generates the most revenue? So that’s the first thing you wanna identify. And then what you have to do is you need to know what you have to do to measure that. So we’re talking about, okay, where’s all the money come from?

Well, how do you know? How do you see that consistently? And then how do you use that to either maintain your current revenues or to increase them? And so we do that with a couple different processes and I’m just gonna list them out here. And those are collection calls, relationship calls. You wanna have a budget setting and review session. You want to be able to break down your revenue by category. And then you have to be able to do your trust reconciliation for those folks that have to do it. And then the things that we measure, the metrics that [00:06:00] we’re gonna say a lot about because that’s, you know, what we do, that’s what we live and breathe. We wanna look at things like your collection amounts, your aging on your account receivables. How quickly do you get paid for your work? And then some things that people don’t necessarily always think about, but the profit per dollar you spend on payroll and what percentage of your gross revenues are payroll. But then some weird stuff too, like profit per attorney. These very expensive staff members that you have, have to be generating revenue. And so we have a couple different principles that we look at to make sure that we’re getting there. And Sam, you wanna get into those? I can’t hear. You’re muted.

Sam Black: All right. So basically those principles look like the more money that you get up front, the lower your cost of collections will be. And another principle is having the least expensive person doing almost everything [00:07:00] that they can do well. So there’ll be a couple resources in the show notes and on our website about this.

But I think those are kind of the principles that we’re looking at with, with this main question. 

All right. 

Rusty Speedy: And so what are the primary aspects that affect profit? And like I said, we’re identifying those revenue streams, but what are the critical drivers revenue by category for your firm? So that’s gonna be one of those aspects. Another one is the expenses by unit created. So when we talk about that, we mean, What are the expenses that are necessary to collect a dollar from your, you know, aging, your accounts receivable? What is the expense to get a client to hire? What is your marketing expense to get that to happen? And then all the way through the sales process. And then like lastly what are the expenses required to file a case and to manage the workload that you have?

Sam Black: Awesome. [00:08:00] So rolling into that, we’ve come to our third question and this will be in episode four of of this series. But basically it’s how to get the work done. So this includes how is your work divided? What is your inventory to do the work, and where is the bottleneck?

Rusty Speedy: Yeah, so going back into the principles that we want to drive to get this to get through this is that we wanna make sure that we’re producing happy clients through this process. That we always keep that case moving through the different stages. So that’s what we do when we work. And when we do that, we have to make sure that we’re over communicating with the client that communication must be our strength in that. In and of itself will keep your cases moving, your clients will be more responsive. And then finally, what your drop off rate is. So your drop off rate would be people who contacted you, who hired, but didn’t finish their case, didn’t continue paying a retainer, for instance didn’t, if they were [00:09:00] like a chapter seven, chapter 13, never got through the end of the case. And then as part of that, we have to be able to look at something that’s a workflow term. And it’s called bottlenecks. What are the stages in your case management that slow you down the most and identifying those and either removing them entirely or increasing the throughput? Again, sorry for all the technical terms, is how we get through there. 

Sam Black: So Rusty, what are some of the metrics or things that firms can measure to make sure that this is moving and how they can identify those bottlenecks?

Rusty Speedy: Yeah, one of the easy ones are your cases, in versus cases out. You know how many people are hiring you versus how many cases you’re closing, so you know if more hiring you than you’re closing, you know you’re gonna start getting a much higher workload. You’re gonna be holding onto cases. And then also you, like I was talking about a moment ago, you wanna make sure that you break those cases up into stages. And then you have a different individual [00:10:00] or team that owns those stages. For example, we have one team that does a document collection process, right? For those cases where you have to call your client, make sure they bring into bring in some information or documents and then. We also want to be able to look at how many of those cases your individual agents or your staff members are moving from phase to phase, and that kinda gets into how do we build and improve that team?

Who is doing that? Sam, you wanna speak on that? You’re muted again.

Sam Black: And this is the fourth question that we’re. Of going through. And and this will be episode five of the series, but this, I think this is the biggest thing that firms kind of take for granted. They’re so normally focused on those first three questions, getting more clients, getting more money, and getting the work done.

That this is kind of like the, the last thing that firms think about. And oftentimes something that you’re, you need to be maybe a higher level law firm to [00:11:00] kind of acknowledge. But this includes how do we hire and promote character? How can we create a culture of growth and accountability and how do we make the employee’s journey a win-win?

So this is a lot of having the right person in the right seat. And we’re referencing like the e o Ss system to to go through that. And again, this will be linked in the . Notes. Notes and then creating incentives and having to measure those incentives. So how are you incentivizing each department or each employee to get the, the work done?

So it’s a win for them and for, for you. So Rusty, what are some things that we can look at when we’re going through this?

Rusty Speedy: Yeah, like Sam, Sam mentioned, we use . That traction system, that entrepreneurial operating system. And in case you ever wanna look into that, it’s a book by Gino Wickman, where he kind of goes through how you set that up in your firm, how you manage it. But anyway, one of the things you look at for your staff members is you grade them on a system [00:12:00] of plus, plus minus or minus is what these staff members are.

And when you use that, four is to break those employees into sections. Which are your A players, your best people, your B players who are about average, and your C players who need a lot of work to bring it up. Or you have to be able to measure what they’re doing, making sure they’re getting back on track. Or, you know, another one, as Richard says let them be a superstar somewhere else, so not your firm. And then easy stuff like are they logging in late? You know, how many absences do they have? That’s the stuff you wanna look into very regularly on top of a bunch of other things that I’m sure we’ll get into.

Sam Black: Awesome. So now we’ve gone through these kind of big questions that that we’re hoping law firms ask us. We wanna also organize firms into different . Different levels. And there’s, this is just because there’s different answers or [00:13:00] different recommendations based on the different levels. So this will be more clear as we go through this series, but kind of asking, okay, what firm am I?

And where, where do I fit right now? Because the questions and these answers do need to be. Tailored to your firm for where you are now, and it might change as you kind of go through and progress through these levels. So Rusty, do you wanna go into the first one that we’re, we look at?

Rusty Speedy: Yeah. And, and I do wanna say this, there’s, there’s no shame in being in one of the lower levels here. We all started there. And what you have to do is you have to decide when you’re at that first level, are you gonna be creating a chicken shack or skyscraper? And if you wanna create that skyscraper for your business, you have to make sure you have a very Solid foundation. So just to give you an example of where we started at Level Zero Firefighter I was working with Bert Diener, who’s, you know the co-founder of this company. And, you know, he had just [00:14:00] opened his law firm in this small town called Snow Hill, which is where I’m from. And the office we worked out of was over top of lingerie shop and You know, not that embarrassing, but it felt like it at the time. And you had this little door in between the lingerie shop, and I don’t even remember, a coffee shop, I think was the other one. And you had to climb these stairs to get up there. And then there were like three different offices in there. And then me and two of the other guys who worked there worked out of the break room.

We had like a laptop set up on a counter in a break room to make that happen. And one of the characteristics of that, not to, you know, put too much of a pin in it or not to hammer the point or belabor The point is that you’re broke. You know, maybe you’re getting into some revenue, but you’re definitely not getting in profit and you’re definitely not making as much as you wish you were making, especially after you’ve done things like go to law school and spend all that money [00:15:00] on that. You wanna make sure you’re getting return on that investment. And also you wanna make sure you’re giving yourself a better quality problem and not, you’re not dealing with the same problems day in, day out. Like, you know, we forgot to make the deposit, or, oh, we just didn’t make money this week. So we’re trying to get past that point.

And then getting into things like making more money. And

Sam Black: Yeah, 

Rusty Speedy: a couple other levels

Sam Black: so what I wanted to explain here too is that if you’re at this level, probably your most important question right now is, how do I make more money? And that answer there is might look different for this particular law firm in this . Point than somebody that may be a little bit more advanced, that is a $7 million firm, but not necessarily making more profit.

So the next levels we’ll consider is level one at an an attorney level, probably like a single attorney firm. Level two is you’re getting into the manager level. Number three, you’re at c e o level, and then level [00:16:00] four you’re at the investor point. So again, these will become defined as we go through the episodes and we’ll be giving examples of each and especially firms that we work with.

But we wanted to pick, kind of paint this picture here in the first episode. And so over the next next four episodes, we’ll be diving really deep into each of these questions.

Rusty Speedy: And we’re gonna talk about the different processes, technology and software to, you know, level up faster, different measurements and reports to make sure you don’t go backwards and that you continue to improve. I.

Sam Black: So you can see all of the episodes and any of the resources that we talk about in these episodes at four eyes.com/podcast.

Rusty Speedy: And I forgot to mention one of the resources, and that’s that optimization calendar. So when we were talking about the P C L C at the very, the very beginning where you’re getting more clients, did I say calculator or no? Cal calculator, sorry. And basically you [00:17:00] plug in your numbers, how many leads you’re getting a month, how many hires you’re getting a month, and your average case value. And it’ll show what little tweaks to your processes will do and how it creates exponential returns on that investment in that time. So anyway please go to that four is.com/podcast website and you’ll be able to submit some questions that we may talk about in future episodes or we may provide you directly with more resources to answer them. And lastly, you could hire us or talk to us and we do it for you.

Sam Black: ​Okay, we are live.

Rusty Speedy: All right,

Sam Black: this is episode one, take two.

Rusty Speedy: so imagine this. You’re a visionary attorney steering your illegal ship through uncharted waters, but there are four critical beacons that could guide you to unprecedented [00:18:00] success.

Sam Black: Brace yourselves because today we unveiled the ultimate compass for legal SU success, for game changing questions that hold the power to transform your law firm’s destiny.

Rusty Speedy: So get ready to unlock the secrets that will revolutionize where you invest your effort, resources, and expertise.

Sam Black: All right, rusty, but why should firms listen to us?

Rusty Speedy: Well, these are the problems we cut our teeth on and that we’ve solved over my 20 year career. And Sam, I think you’ve been working with folks like six years. Is that about right?

Sam Black: That’s about right. Yes.

Rusty Speedy: All right. And the different paths that we’re gonna talk about have been scaled significantly to like eight figures from six.

So pretty big jump there. And these are the, the strategies that we’ve used to get there. And we’re also gonna try to help you, you know, avoid wasting your time and your money by making sure you don’t start down a path that can’t grow with you.

Sam Black: All right. [00:19:00] And again, we have worked with hundreds of law firms across the country and get asks all asked all kinds of questions. So we’ve tried to narrow it down to focus this on really four big questions that we wish clients would ask us. And you can kind of categorize different types of firms with each kind of question that they’re asking.

So what are these questions?

Rusty Speedy: Yeah, so it’s how to get more clients.

Sam Black: Then how to make more money.

Rusty Speedy: How do we get the work done?

Sam Black: And finally, how do we build and improve our team? So going into that first one, how do we get more clients? And when we say get more clients we really mean a consistent, predictable, and profitable method of the client generation process.

Rusty Speedy: And so we’re gonna kind of start saying these somewhat dirty words like sales in this episode. So hopefully that doesn’t you know, make, you wanna turn it off immediately. But one of the things is we wanna work . [00:20:00] Backwards. So we use a process that Richard James, who’s, you know, one of our partners in a law firm guru came up with, and that is the P C L C, the perfect client lifecycle.

And that means you know,

All right. So we use a system that one of our partners came up with Richard James, who is a bit of a law firm guru, and it’s called the P.C.L.C Yeah, it’s the perfect client lifecycle. And what that perfect client lifecycle is, is that someone calls into your firm or submits a form, and we call that a lead.

Then they either set an appointment or they don’t set an appointment, they show up, and then they hire. So that is the perfect client lifecycle is they set the appointment, they showed up, and then they hired yeah.

Sam Black: And then, so we’ll also be going into phone management, and you’ll hear a lot about this in next week’s episode. [00:21:00] But basically this is going into having in consistency with your sales process and who’s answering on the phones and making sure they’re doing it consistently.

Rusty Speedy: And then we wanna talk about. Where those people that call you come from? Where are the folks that submit the forms come from? And Sam, I think that’s more your expertise. So you 

want to talk about that a little 

Sam Black: Yeah, sure. So again, going back to Richard James asking people who may we think for referring you to us? And basically like just tracking your referral process and where they’re coming from. And and beyond that, then marketing and making sure that all of your marketing is being tracked through tracking numbers.

You have a lead source and you know what the ROI is on that lead source. So not just are you getting leads from this particular source, but are you actually getting clients who are paying from that source? And then what the ROI is compared to what you spend. All right, question. So that was how to get more clients.

[00:22:00] The next thing we kind of talk about is how to make more money. So this will be in episode three. And so basically this is asking how profitable are we? All right, so this is asking how profitable are we by not only by office, if you have more than one office, but by case type as well if you’re marketing for more than one case type. So we talk to a lot of law firms who are making money, some three, four, $5 million law firms, but that just doesn’t necessarily mean that they’re profitable.

A lot of times they, as they’re growing in revenues, they’re also growing in expenses. It’s often come to us where like, Hey, you know, I’m a $7 million firm, but I am not profitable. I’m barely breaking even. So Rusty, can we talk a little bit more about that?

Rusty Speedy: Yeah. One of the first things you have to do is you have to identify your revenue streams and some. Some offices have a couple [00:23:00] different ways. Let’s talk about different case types. You know, where’s most of your money coming from? So you want to look at that, you know, whether it’s bankruptcy, immigration, personal injury, tax, law.

There’s all of those guys, or which one generates the most revenue? So that’s the first thing you wanna identify. And then what you have to do is you need to know what you have to do to measure that. So we’re talking about, okay, where’s all the money come from?

Well, how do you know? How do you see that consistently? And then how do you use that to either maintain your current revenues or to increase them? . And so we do that with a couple different processes and I’m just gonna list them out here. And those are collection calls, relationship calls. You wanna have a budget setting and review session.

You want to be able to break down your revenue by category. And then you have to be able to do your trust reconciliation for those folks that have to do it. . And then the things that we measure, the metrics that we’re gonna [00:24:00] say a lot about because that’s, you know, what we do, that’s what we live and breathe.

We wanna look at things like your collection amounts, your aging on your account receivables. How quickly do you get paid for your work? And then some things that people don’t necessarily always think about, but the profit per dollar you spend on payroll and what percentage of your gross revenues are payroll.

But then some weird stuff too, , like profit per attorney. These very expensive staff members that you have, have to be generating revenue. And so we have a couple different principles that we look at to make sure that we’re getting there. And Sam, you wanna get into those?

I can’t hear. You’re muted.

Sam Black: All right. So basically those principles look like the The more money that you get up front, the lower your cost of collections will be. And another principle is having the least expensive person [00:25:00] doing almost everything that they can do well. So there’ll be a couple resources in the show notes and on our website about this.

But I think those are kind of the principles that we’re looking at with, with this main question.

All right. 

Rusty Speedy: And so what are the primary aspects that affect profit? And like I said, we’re identifying those revenue streams, but what are the critical drivers revenue by category for your firm? So that’s gonna be one of those aspects. Another one is the expenses by unit created. So when we talk about that, we mean

What are the expenses that are necessary to collect a dollar from your, you know, aging, your accounts receivable? What is the expense to get a client to hire? What is your marketing expense to get that to happen? And then all the way through the sales process. And then like lastly what are the expenses required to file a case and to manage the workload that you have?[00:26:00] 

Sam Black: Awesome. So rolling into that, we’ve come to our third question and this will be in episode four of of this series. But basically it’s how to get the work done. So this includes how is your work divided? What is your inventory to do the work, and where is the bottleneck?

Rusty Speedy: Yeah, so going back into the principles that we want to drive to get this to get through this is that we wanna make sure that we’re producing happy clients through this process. That we always keep that case moving through the different stages. So that’s what we do when we work. And when we do that, we have to make sure that we’re over communicating with the client that communication must be our strength in that.

In and of itself will keep your cases moving, your clients will be more responsive. And then finally, what your drop off rate is. So your drop off rate would be people who contacted you, who hired, but didn’t finish their case, didn’t continue paying a retainer, for instance [00:27:00] didn’t, if they were like a chapter seven, chapter 13, never got through the end of the case.

And then as part of that, we have to be able to look at something that’s a workflow term. And it’s called bottlenecks. What are the stages in your case management that slow you down the most and identifying those and either removing them entirely or increasing the throughput? Again, sorry for all the technical terms, is how we get through there. 

Sam Black: So Rusty, what are some of the metrics or things that firms can measure to make sure that this is moving and how they can identify those bottlenecks?

Rusty Speedy: Yeah, one of the easy ones are your cases, in versus cases out. You know how many people are hiring you versus how many cases you’re closing, so you know if more hiring you than you’re closing, you know you’re gonna start getting a much higher workload. You’re gonna be holding onto cases. And then also you, like I was talking about a moment ago, you wanna make sure that you break those cases up into stages.

And then you have [00:28:00] a different individual or team that owns those stages. For example, we have one team that does a document collection process, right? For those cases where you have to call your client, make sure they bring into bring in some information or documents and then. We also want to be able to look at how many of those cases your individual agents or your staff members are moving from phase to phase, and that kinda gets into how do we build and improve that team?

Who is doing that? Sam, you wanna speak on that? You’re muted again.

Sam Black: And this is the fourth question that we’re. Of going through. And and this will be episode five of the series, but this, I think this is the biggest thing that firms kind of take for granted. They’re so normally focused on those first three questions, getting more clients, getting more money, and getting the work done.

That this is kind of like the, the last thing that firms think about. And oftentimes something that you’re, you need to be maybe a higher [00:29:00] level law firm to kind of acknowledge. But this includes how do we hire and promote character? How can we create a culture of growth and accountability and how do we make the employee’s journey a win-win?

So this is a lot of having the right person in the right seat. And we’re referencing like the e o Ss system to to go through that. And again, this will be linked in the . Notes. Notes and then creating incentives and having to measure those incentives. So how are you incentivizing each department or each employee to get the, the work done?

So it’s a win for them and for, for you. So Rusty, what are some things that we can look at when we’re going through this?

Rusty Speedy: Yeah, like Sam, Sam mentioned, we use . That traction system, that entrepreneurial operating system. And in case you ever wanna look into that, it’s a book by Gino Wickman, where he kind of goes through how you set that up in your firm, how you manage it. But anyway, one of the things you look at for your staff members is you grade [00:30:00] them on a system of plus, plus minus or minus is what these staff members are.

And when you use that, four is to break those employees into sections. Which are your A players, your best people, your B players who are about average, and your C players who need a lot of work to bring it up. . Or you have to be able to measure what they’re doing, making sure they’re getting back on track.

Or, you know, another one, as Richard says let them be a superstar somewhere else, so not your firm. And then easy stuff like are they logging in late? You know, how many absences do they have? That’s the stuff you wanna look into very regularly on top of a bunch of other things that I’m sure we’ll get into.

Sam Black: Awesome. So now we’ve gone through these kind of big questions that that we’re hoping law firms ask us. We wanna also organize firms into different . Different levels. And there’s, this is just because [00:31:00] there’s different answers or different recommendations based on the different levels. So this will be more clear as we go through this series, but kind of asking, okay, what firm am I?

And where, where do I fit right now? Because the questions and these answers do need to be. Tailored to your firm for where you are now, and it might change as you kind of go through and progress through these levels. So Rusty, do you wanna go into the first one that we’re, we look at?

Rusty Speedy: Yeah. And, and I do wanna say this, there’s, there’s no shame in being in one of the lower levels here. We all started there. And what you have to do is you have to decide when you’re at that first level, are you gonna be creating a chicken shack or skyscraper? And if you wanna create that skyscraper for your business, you have to make sure you have a very

Solid foundation. So just to give you an example of where we started at Level Zero Firefighter I was working with Bert Diener, who’s, you know the co-founder of this company. [00:32:00] And, you know, he had just opened his law firm in this small town called Snow Hill, which is where I’m from. And the office we worked out of was over top of lingerie shop and You know, not that embarrassing, but it felt like it at the time.

And you had this little door in between the lingerie shop, and I don’t even remember, a coffee shop, I think was the other one. And you had to climb these stairs to get up there. And then there were like three different offices in there. And then me and two of the other guys who worked there worked out of the break room.

We had like a laptop set up on a counter in a break room to make that happen. And one of the characteristics of that, not to, you know, put too much of a pin in it or not to hammer the point or belabor The point is that you’re broke. You know, maybe you’re getting into some revenue, but you’re definitely not getting in profit and you’re definitely not making as much as you wish you were making, especially after you’ve done things like go to law school [00:33:00] and spend all that money on that.

You wanna make sure you’re getting return on that investment. And also you wanna make sure you’re giving yourself a better quality problem and not, you’re not dealing with the same problems day in, day out. Like, you know, we forgot to make the deposit, or, oh, we just didn’t make money this week. So we’re trying to get past that point.

And then getting into things like making more money. And 

Sam Black: Yeah, 

Rusty Speedy: a couple other levels 

Sam Black: so what I wanted to explain here too is that if you’re at this level, probably your most important question right now is, how do I make more money? And that answer there is might look different for this particular law firm in this . Point than somebody that may be a little bit more advanced, that is a $7 million firm, but not necessarily making more profit.

So the next levels we’ll consider is level one at an an attorney level, probably like a single attorney firm. Level two is you’re getting into the manager level. Number three, you’re at c e o [00:34:00] level, and then level four you’re at the investor point. So again, these will become defined as we go through the episodes and we’ll be giving examples of each and especially firms that we work with.

But we wanted to pick, kind of paint this picture here in the first episode. And so over the next next four episodes, we’ll be diving really deep into each of these questions.

Rusty Speedy: And we’re gonna talk about the different processes, technology and software to, you know, level up faster, different measurements and reports to make sure you don’t go backwards and that you continue to improve. I.

Sam Black: So you can see all of the episodes and any of the resources that we talk about in these episodes at four eyes.com/podcast.

Rusty Speedy: And I forgot to mention one of the resources, and that’s that optimization calendar. So when we were talking about the P C L C at the very, the very beginning where you’re getting more clients, did I say calculator or no? Cal calculator, sorry. [00:35:00] And basically you plug in your numbers, how many leads you’re getting a month, how many hires you’re getting a month, and your average case value.

And it’ll show what little tweaks to your processes will do and how it creates exponential returns on that investment in that time. So anyway please go to that four is.com/podcast website and you’ll be able to submit some questions that we may talk about in future episodes or we may provide you directly with more resources to answer them.

And lastly, you could hire us or talk to us and we do it for you.