Life Beyond the Briefs
At Life Beyond the Briefs we help lawyers like you become less busy, make more money, and spend more time doing what they want instead of what they have to. Brian brings you guests from all walks of life are living a life of their own design and are ready to share actionable tips for how you can begin to live your own dream life.
Life Beyond the Briefs
Why “Client Happiness” Beats SEO Every Time | Brittany Green
Forget SEO. Forget paid ads. What if the real key to law firm growth is… client happiness?
In this episode of Life Beyond the Briefs, Brian sits down with Brittany Green, co-founder of Best Era Law Firm Consulting, to talk about building a values-driven, relationship-first law firm that actually feels good to run.
Brittany went from being a "Client Happiness Director" at a small firm to co-creating The Way—a simplified, people-first operating system for small firms who want freedom, fulfillment, and financial clarity.
Inside this episode:
- The grassroots beer-at-a-hockey-game referral that led to a $100M case
- Why she swapped a “10-year vision” for a 5-year destination
- How “The Way” creates structure without suffocating solos
- Why branding isn’t a logo—it's culture
- What makes a firm the wrong fit for Best Era
- How to train your team without becoming their full-time babysitter
This episode is a must-listen for any lawyer who’s done with hustle culture and wants to build a law firm that works for their life—not the other way around.
More from Brittany Green:
Learn more about Best Era Law Firm Consulting: https://bestera.io/
Explore the Para Era paralegal training program: https://mailchi.mp/bestera.io/paraera
Listen to The Way podcast: https://podcasts.apple.com/us/podcast/the-way-with-best-era/id1760546831
If you’re ready to stop chasing metrics and start creating meaning—hit play now.
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Brian Glass is a nationally recognized personal injury lawyer in Fairfax, Virginia. He is passionate about living a life of his own design and looking for answers to solutions outside of the legal field. This podcast is his effort to share that passion with others.
Want to connect with Brian?
Follow Brian on Instagram: @thebrianglass
Connect on LinkedIn
It was like preseason, nothing exciting, but he, you know, decided to give out some tickets to friends and family of his clients. And not only does he give them out, but the important thing was that he ended up showing up at the game and chatting with these, these people, most of whom he didn't even know. He just knew they were connections through, you know, former clients, current clients goes around, says hi to them all, says hey, anyone want a beer? You know, I'm going up to grab one. This guy says, yeah, sure, I'll get one with you. And so he buys him, you know a beer. And the guy says oh, so you're a lawyer, like what do you do?
Speaker 2:And he says yeah, you know I'm joined by Brittany Green, co-founder of Best Era Law Firm Consulting. She's the mind behind a marketing approach that has zero to do with ad spend and everything to do with making your clients feel seen. We're talking grassroots growth, high impact relationships and how Brittany helped land a $100 million case with a beer and a minor league hockey game. If you're exhausted by just post more on LinkedIn advice and ready to build a practice that actually feels good to run, this episode is your permission slip. Let's get into it. Hello everybody, welcome back to the show. Today's guest is my friend, brittany Green. Brittany is one of the co-founders of Best Era Law Firm Consulting, who's celebrating their first year in business just maybe this last week or two weeks.
Speaker 1:Yeah, May 10th was our official one-year mark.
Speaker 2:Congratulations for making it this far.
Speaker 1:Thank you and thanks for having me today.
Speaker 2:And you're formerly the marketing director for Ryan McKean up in the Connecticut Trial Law Firm. Yes, correct, thanks for having me today and you're formerly the marketing director for Ryan McKean up in the Connecticut trial lawyer, connecticut trial law firm.
Speaker 1:Yes, correct, yep, yes. For four years prior to Best Era I worked for Ryan McKean. I started actually, my official first title was client happiness director because we really didn't have enough money, as the firm you know, in their marketing budget to hire a full marketing director. And by all means I don't think I was qualified back then to hire a full marketing director and by all means I don't think I was qualified back then to consider myself a marketing director. So came in as that and worked my way up to marketing director.
Speaker 2:That's the story of most law firms. Right, you hire somebody who's not qualified to be a marketing director. Sometimes we call them a marketing director, sometimes we call them the CMO.
Speaker 1:Yeah, and that's you know, I think anyone who's got director or obviously C-suite level in their title, unless you have subordinates underneath you who are you directing. So yeah, maybe rethink that term. If this is your first marketing hire for your firm, Think about what you're calling them.
Speaker 2:I definitely want to come back to that, but I'm curious because we have a director of happiness also, who was a position that we acquired after a marketing director, but you started as a client happiness director position before the marketing director was in place. What kind of things were you responsible for?
Speaker 1:So anyone out there who knows anything about the book Unreasonable Hospitality, go read it, if you haven't.
Speaker 1:By Will Godera, if you know the show the Bear, that's there, it's all connected.
Speaker 1:But essentially we ran our firm Ryan ran his firm on that idea of unreasonable hospitality before, honestly, the book was even out, before we really knew that that was sort of the term to use. But we knew that the most profitable way we could market was to just do right by our clients right and do right by our referral network. And of course that meant, instead of paying marketing vendors, bring someone in-house who can be there to actually physically talk to clients, be there to actually physically talk to referral sources, bring them gifts, create events centered around these people and just foster that community that we had for the firm. And through those measures we were able to obviously grow the firm and then again I could grow into marketing director, right where we were finally at a stage where, okay, now we can talk to these other marketing vendors, someone can run our SEO for us, someone can, you know, help us with some TV ads. We're finally at that level, but before that it was just again doing right by one client at a time.
Speaker 2:That's crazy evolution from not even sophisticated enough to have a marketing director to TV ads in four years.
Speaker 1:Yeah, yeah.
Speaker 2:Help me with that, because there's lots of law firms that never get to can now run TV ads, because that's an enormous nut to be paying for month in and month out. So what did? Was it one big case? Was it a handful of big cases? And everything got reinvested back in. How did they go from no marketing director to TV in four years?
Speaker 1:Yeah, and I know this one's actually like definitely the biggest misconception, because you know we did get known for in 2022 October, we did win an amazing case. We got a hundred million dollar jury verdict you know, incredible, incredible case. But lo and behold, we have still, as of today, nowhere near getting paid on that. Obviously, you know the firm no longer exists. That's how long it's been. We have still, as of today, nowhere near getting paid on that. Obviously, you know the firm no longer exists. That's how long it's been that we were still waiting on actual victory from that case. But so, yes, of course, everyone in their minds saw that case and immediately assumed any success we were having after that was right. We just shoved money at our problems, and that is certainly not the case. We did not. Yeah, we did not have any sort of major, huge cases of that nature. Certainly, we had some bigger ones that still settled and, yes, they were strategic about reinvesting money into the company, but nothing so outlandish that it'd be any different for the majority of, I think, pi firms out there.
Speaker 1:What I think always made the difference was from very early on, in their firm they ran on an operating system. Ryan was very strategic about everything he did when it came to structuring that firm and the growth of that firm. I mean even down to things like our intake process right, which is obviously very important for PI. Things like our intake process right, which is obviously very important for PI. We made it a point to have. I think by the end we had three or four intake specialists. That even for the call volume size I think a lot of PI firms would think were too many.
Speaker 1:But it was things like that and understanding where the holes were, that we weren't missing cases, we weren't missing value anywhere, you know, finding ways to work up cases again. Going back, even right, a big part of having me as a client happiness person was finding these holes in people's experiences with us right, where, if they weren't happy then they're not thinking about going getting treatment because they're not understanding the importance of their case right, if they are happy with us, we're overly communicating to them their needs, what needs to happen for this case to be successful. It drives up the value right. So I think, just in general, all of our systems that were in place, all of our structure, was ultimately what drove our success and got us to a financial place to invest in all these other areas.
Speaker 2:So Ryan probably doesn't remember this, but I interviewed him on this show maybe a month or two after that verdict, and it's probably my fault that you haven't been paid yet, because I asked him if there was any chance that it wasn't going to get paid and he told me that, because the interest on $100 million is so high, of course it's going to get paid. And here we are, two years later and he hasn't. Yep, of course it's going to get paid.
Speaker 1:And here we are, two years later and he hasn't. Yep, you jinxed it. It is up on appeal, where, I mean honestly, it's like every day. It could be the day that it finally drops. So, knock on wood, we're, all you know, hoping for the best for that client. He certainly deserves it.
Speaker 2:It's really interesting, though, because the story of how that case came into your firm really is through Ryan's grassroots networking, exactly so you want to tell that story.
Speaker 1:Yeah, I mean and this is a testament, I think of course, to again Ryan understanding the value in client happiness and doing right by one person at a time and that sort of marketing. So yeah, the long and short of it is a good friend of his. He was a criminal defense attorney in our area in Connecticut, so Ryan and him have been good friends for a while. And Jay, this guy also understands the value of referral, networking and doing right by your people, and so he has season tickets. They do it's a local stadium, I mean, they do multiple sports, sporting events, concerts, anyways. There was a minor league hockey game happening. It was like preseason, nothing exciting, but he, you know, decided to give out some tickets to friends and family of his clients. And not only does he give them out, but the important thing was that he ended up showing up at the game and chatting with these people, most of whom he didn't even know. He just knew they were connections through former clients, current clients Goes around, says hi to them all, says, hey, anyone want a beer?
Speaker 1:I'm going up to grab one. This guy says yeah, sure, I'll get one with you. And so he buys him a beer and the guy says, oh so you're a lawyer, what do you do? And he says, yeah, I'm criminal defense. And he says, yeah, you know, I'm criminal defense. And he's like, yeah, you know, a buddy of mine could use a lawyer. And he's like, you know, what did he do? And he's like, oh no, no, no, he doesn't need criminal defense. But he got injured at work. He was paralyzed, you know, at his factory that he works at. And so you know he says I got a guy and at that time, you know, didn't necessarily have any business taking that big of a case, you know he had just started Connecticut trial firm, I mean, you know, with the vision of being a grand trial firm.
Speaker 2:But you know he had never tried a case worth more than I think he said like a hundred thousand or something like that, maybe, um and uh, that's like a bad Damon movie, rainmaker, like you put all this time and effort into marketing, but really it is through connections that our biggest cases come in, and using a tool like a lead docket or some other good.
Speaker 2:CRM. You know that the vast majority of your cases, and certainly the vast majority of your money, actually comes from people who you've taken care of in the past or who you've taken care of right now. All right, so you all. One of the things that you teach at Best Era Marketing is called the way.
Speaker 1:Yes.
Speaker 2:Which we were talking before we got on is a little bit hybrid US. It's like EOS Lite maybe for firms that are doing you described as less than $10 million in revenue, who maybe don't have a full stack team and don't have the ability to monitor all these KPIs that US can demand of you. So why don't you walk us through how you're utilizing that in BestEra, which is a small consulting company, at least for now?
Speaker 1:Yeah, well, and we plan to be. That's our hope is that we do. Yeah, we hope we don't plan to scale. We don't want to grow more than 10 people if we can, which is, yeah, it's exciting for our vision, and a part of that, of why we think we can do that vision, is because, yeah, from day one, we started our business using the way operating system which, yes, brian and I created.
Speaker 1:Brian, our old firm always ran off of EOS traditionally, but he realized that they didn't do it successfully until, like you said, they were much closer to 10 million in revenue and we were almost a team of 40 people at that point, when it really felt like EOS made sense. So, yes, the way basically became came out of Ryan saying this is something I wish I had when it was just myself and my partner that started the firm, and it was just us, and then Allison, his wife, who came on very quickly as sort of an operations person. And so, yes, so from day one, with even just one of you, if it is just a solo person, you can take the way and you can have leadership meetings every week, you can set your visions, your values. We call it instead of vision. We call it destination. This is another sort of major shift from EOS, which, of course, they suggest doing a 10-year vision, we suggest five.
Speaker 1:And this one. Our reasoning for that actually ended up because, when Ryan and I sat down and created Best Era and we're like, what are we going to do here? We made a 10-year vision because we were sort of going off EOS first, and then we had a chance to help another family lawyer in our area. He knew what we were trying to build and he said, hey, why don't you come test drive everything on me? So we sat down with him and we were like, okay, well, let's talk about where you see yourself in 10 years. And he was like whoa, 10 years? No, I don't even know what next year is going to look like for me. That's way too scary, like I don't, you know. So we said, okay, okay, what's five years? You know, you can probably picture yourself in five years, right, you can at least picture vaguely what you think your life is going to look like, what you want it to look like. And he said, yeah, yeah, yeah, you're right.
Speaker 1:Okay, so that's, you know, one of our very first sort of things that we changed about us, which was five year destination instead of 10 year vision, and we call it a destination because that's really what it is. Right, we want you. We want to find out what sort of trip you want to be on in five years and and where you want to end up, so that we can then work backwards right and help figure out again what that trip's going to look like. What kind of people do you need to take with you on it, right? What kind of systems are you going to need to pack, you know, to get you where you need to go? Yeah, that was really. The biggest difference between EOS and the Waze is the five-year destination and then setting those values. And then the biggest thing for us too, was just the amount and types of meetings.
Speaker 1:Eos traditionally you know, you've got like 90-minute weekly meetings, which is just so much time for a lawyer to be giving up in their week, right? Especially then as you add more people to a leadership team too, like if you're asking three, four lawyers or high C-suite individuals giving up 90 minutes of their time. That's a lot of money right, so we changed it to 30-minute weekly meetings. You tackle one big issue a week, essentially, and we found that that's lawyers, again, also like to talk a lot.
Speaker 2:Everybody's got to have their say in the room.
Speaker 1:Exactly. So if we tell them nope, you've got 30 minutes, you've got to make your case as to if your issue is the most important that week. And if you didn't make your case, then you know you got to hold off and you've got, you know, a set amount of time to come up with a solution to it. So we just think it forces people to again just have more structure, to be more intentional about everything they're doing when they're coming to those meetings every week. So I'd say those are sort of the two biggest structural changes from EOS is the five-year vision and shorter meeting times.
Speaker 2:So we have never done, until this year, a 10-year vision. We've been running on EOS for five or six years, but it's the exact same thing it's like. When I joined the firm, my dad was 61 and a 10-year vision would have put him at 71. And it's like I don't-.
Speaker 1:That's such a huge change in life.
Speaker 2:I don't know what a 10-year vision looks like, and so we've operated on five-year visions. And then this year we got ambitious and we finally set a 10-year one. But the thing that came out of our annual meeting this year is our target has always been like a dollar figure, like a revenue dollar figure and then a profit percentage, and it just means that means so little to me, right, because once you get to a point where you're making good money, it's like the next $1,500,000, it really doesn't matter. It's really about all of the other stuff that you described as the destination and the journey to the destination. That's what's important. And so I came out of this meeting and I was like I really don't. You know, we're going to set 10, 15, 25 million. I really don't care about that. I really care about is this the kind of place that I still?
Speaker 1:want to show up to on.
Speaker 2:Monday, and so that sounds exactly like what you've, what you've done by saying we don't want to be any larger than 10 people.
Speaker 1:Yeah, exactly. And like when we work with firms, that's exactly the conversations we have when we help them set their five-year destination. Because it's right Don't get me wrong we certainly ask for a revenue goal right, because that obviously gives value into like, okay, well, how many cases are you going to need to hit that Right? Sure, obviously important. But, yeah, we have that honest conversation of what do you, as the owner of this company, want your life to look like? You know, are you going to want to be able to take six weeks off a year? You know, and there's a high likelihood of if you want six weeks off a year but you also want a team of 50, that could be really hard. I mean, even with every system in place, like it can be sometimes hard to unplug yourself right for six weeks out of the year.
Speaker 2:You mean it's not make more money work four hours.
Speaker 1:Who would have?
Speaker 2:thought I thought it was, if I just work half the hours, I'll make twice as much revenue and twice as much profit. All I need to do is get the right people into the right seats.
Speaker 1:Right, yeah, who would have thought, yeah, exactly Right. So you know, and this one comes back actually, to that first family lawyer that we sat down with and was scared away by 10. So we, we bumped it down to five. And that was his thing too, where he's like I just want to. You know, well, I guess I got to keep making more money. And well, I, you know, I guess I've I've got to do more marketing and I've got to get more people.
Speaker 1:But then we were like, well, is that what you want? And he's like well, no, I actually love the family feel of my firm, Like I love that there's 10 of us and I don't ever really want to grow more than that, but yeah. But then, of course, in his mind he's like but you know, how do I achieve more money without that sort of growth? And he was another one where he's like it's very valuable to him to take these longer vacations with his kids, right, they're at these great ages where he's like, oh, I want to experience my kids while they're still young and you know, I can make these memories with them. And that's exactly why we were like, yeah, that can happen, this is, this can all happen, but it needs to get set into a vision first, because we need to know exactly what you want your life and your firm to look like before we can then work backwards and say, okay, well, again, how are we going to get to there?
Speaker 2:I think that dose of reality is really missing from a lot of podcasts and coaching programs and consultants, because most consultants would give you some answer like well, what if I told you that it was just as easy to run a 50 person firm and you could still take six weeks of vacation, right?
Speaker 2:Right, if you, if you just, I don't know do these three things. And and the reality is, for most small law firms, the owner is going to remain the operator for a long time and, and you lose those windows of time with your kids, like, your kids aren't going to be seven for very long, right, and if, and if you spent this building, building the firm, in the hopes that you might sell it in the future I've seen Ryan talking about recently the okay, you could sell it at a certain EBITDA multiple or you could put a team in place and continue to make enough revenue. I think so much of the grow to scale for the sake of scale or ego or whatever has really overshadowed the realities of like no, we're doing this so that we can have a great life.
Speaker 1:Exactly Right and right, going back quickly, like what you said with with most programs out there, it's it's this is the one way right that you have to do it. And and, yes, here's how to take your to eight figures Right, and this is the correct way to do it. And that was a big thing for us too, where, yeah, not everyone wants that one path right. And, yeah, everyone's firm looks different, everyone's life looks different, everyone's goals are different. So we don't have this one set magic. You know, do what we did and you'll be successful. Instead, it's we find the version of success that's going to work for you and we just use the experiences we've had being in the field ourselves and help you find ways to achieve that, whether it's finding and suggesting the right systems and softwares to put in place, whether it's helping you find and structure who you do or don't need to hire. So, yeah, we go with such a much more personalized approach in that way, with the way.
Speaker 2:Can you guys determine a law firm or a law firm owner who would be a right fit or a wrong fit for your program?
Speaker 1:I mean, honestly, more than anything, I think it's a personality match for us. It's someone who we know is going to be willing to do the work more than anything. Right, it's someone who doesn't have an ego behind them. You know, to be completely honest, right? I mean you need to be someone who's willing to be a little vulnerable and admit you know the faults and the hidden spots that we're going to try to dig out, right and try to identify for you. And if we can tell that, you know, if we're just going to give you the advice and the strategies and you're not going to change anything, then yeah, we'll be honest and say, hey, you know, I don't think we're the right people for you, because we want to see your success just as much as you. Right, I mean you can continue to pay us all you want, right, and we can tell you advice?
Speaker 2:Yeah, you know.
Speaker 1:Right, but we want to see someone actually finding success, you know, in what we're doing to help them. And so, yeah, we'll be honest with people and say, you know, if you're not forward minded, right, if you're, yeah if you're not willing to be vulnerable and help us find those weak spots and be willing to change them, then it's usually time to move on. But so far, I mean, my marketing brand of course, goes back to how we've branded Best Era, I think from the beginning, and we've, I think, done a really good job of just attracting our people. I don't think we've found someone so far where we're like I don't think you're the right fit for us.
Speaker 2:Who's the bigger Taylor Swift fan? Is it you or Ryan?
Speaker 1:Ryan only knows Taylor Swift because of me.
Speaker 2:Me well, look the era's references, are you?
Speaker 1:yes, I mean his. His daughter does love, love taylor too. So he's, you know, always, always been the a taylor dad for her. But no, oh my gosh, I mean her and I are almost the same age. Uh, she's about a year and a half ahead of me in age, and so I was. I. I've been a fan since 15, since debut, when you know she's just enough ahead of me where every time she released an album I'm like, wow, it's like she knows what I'm going through in my personal life. You know she knows what boy broke my heart that week.
Speaker 2:So I remember you and I. You and I met out at the files conference last year and you boycotted the Jake Gyllenhaal talk.
Speaker 1:Yes, I take things seriously. Yes, you know, I had my friendship bracelets on too, and everything, and I said, nope, not going in the room.
Speaker 2:All right, so you have a marketing course and maybe we could teach your marketing director mastermind that's coming up and you're, you know, as I understood what you said, teaching people who are like you, who got hired as a marketing director but actually don't, at the in the early stages, know a whole lot about marketing, how to get to one-on-one level and so what you know, if you had to go into the two, three basics of somebody who gets, I don't know, hired out of college, who has a marketing direct degree or has a communications degree or doesn't have either of those, what do they not know?
Speaker 1:that are the first couple of things you need to teach them. Yeah, I mean for the law firm specific genre here of marketing, it's really that what they're probably taught in their marketing degrees is that you're not going to go straight to those sort of traditional advertising sources, right, which I think most people coming out of those traditional marketing degrees have all of that knowledge and understand these places. But traditionally in these law firms, the majority of them are obviously not ready for that. So it does come back to how do you market through community events, how do you remarket to clients. So those are really the biggest sort of points.
Speaker 1:And then branding, but in again, I think, maybe a less traditional way of what I'm sure many marketing degrees are thinking of brand, because it's not just find the perfect logo, it's you need to make sure that your law firm's brand has a true voice, right. And this comes back to where we need to make sure that the law firm owners have created a law firm that has very set and distinct values and culture that can then be used for the marketer to brand right. So, yeah, just the exact way to brand law firms. And then again, how can we market to us essentially a smaller community and client population versus traditional paid advertising, shall we say?
Speaker 2:The challenge that I hear in a lot of that is the managing up to the lawyer, because lawyers don't hire marketing directors to find out what their values are or to do community events. We hire them to rank our website better, make us famous on social media and get more clients. Now, that get more clients. And that happens when you get aligned on the values and when you do the community events far faster and far more cost effectively than when you do the digital marketing stuff cost-effectively, than when you do the digital marketing stuff. But it really is a mindset shift away from what everybody else is doing or what the activities you see everybody else taking, to the things that are the tried and true guerrilla, grassroots methods for solo and small firm owners. And so how much time, I'm curious, do you spend teaching your cohorts how to talk to their lawyers in a way that the lawyer will listen?
Speaker 1:Yeah, that's a good question and it's interesting because this is my first cohort of my class that I've created. So it'll be interesting, of course, as time goes on. But I did structure the course where I did allow not just marketing people to take the course. So I do have a couple law firm owners who are solo right, obviously don't have any sort of marketing person with them yet. So it's been interesting because we do have a live component of the class every week to be able to see the conversations of the law firm owners that are in this group, understanding now, the need and connection for having these conversations with the marketing people there.
Speaker 1:And then hearing from the marketing people because this is really where the teaching of that has come out, more so than my pre-recorded lessons and, yes, hearing from them saying, okay, yeah, did you talk to your lawyer this week about X, right, like what we talked about in this lesson. So it has been nice to see that through this, through taking these, this course, these, the marketing people in the course, have started, you know, creating these conversations with their lawyers that they hadn't thought to bring up before. You know, and and and. So now it is getting these lawyers thinking about. Okay, I know, yeah, obviously to them they were. It never occurred to them that this should be part of marketing, this should be part of the plan, and so it has been fun to see that this course has sort of created that opportunity, I guess, for these firms to finally tie pieces together and understand the need for sort of some of those yeah, those culture and operational pieces to finally come in together with the marketing.
Speaker 2:As you're answering that question. I mean it does seem to me that it has to be a right culture, fit with the lawyer who's going to accept that kind of teaching and education for their marketing director or invest in their marketing director at all to begin with. I mean, so many lawyers get to a certain point in their career and they decide that marketing is more fun and that they're going to be the ones that go to conferences myself included and they don't take their marketing directors to enough stuff and they don't invest in these people. And then we get frustrated with them because we aren't seeing the results that we want.
Speaker 1:That's exactly right and I mean that's obviously a huge part of what we believe in InvestEra is to train everybody on your team and give everybody these opportunities. So being able to write, have, have this course specifically for for the marketing people. And it is obvious from the other people who are in my cohort, which you know, that their lawyers are obviously receptive to these conversations are having because from the get-go they realize the importance of them taking this course to begin with. So, yeah, I do love that. That's who our Best Air community is as lawyers, that you all are the type of people that understand the need for giving that to us.
Speaker 1:And I mean, again, it comes from the get-go of me being with Ryan at our old firm. He always gave me these opportunities as well. If he thought there was something useful for me to absorb whether it was a book, a webinar or a conference, right, he took me to Lex within my first year or so working there. And then I've gone with him every year since because he did understand the importance of what my purpose was. And yeah, I mean Ryan never stopped rainmaking for the firm, right he was.
Speaker 1:And yeah, I mean Ryan never stopped rainmaking for the firm, right he was always like you, like interested in that stuff and so much so that, yeah, he got out of the traditional lawyering and was only rainmaking and you know the CEO component of it. But never did that stop him from saying we also need to make sure Brittany's growing in this as well. She has ideas too. She has values in what she's bringing to the table here too. So, yeah, it's super valuable to see that so many of these lawyers now that are understanding the purpose of training everyone on your team.
Speaker 2:I'm bringing three people out to Lex with me this year. Nice, because I don't understand Filevine. I need you guys to go to Basecamp and make this thing for me.
Speaker 1:Yeah, and apparently they're like ramping up Basecamp. I guess they're doing like two yeah, so we're excited about that too. I know I'm like base level of understanding Filevine Marissa on our team, who's part of our. She runs our para-era component of S-era and she's a Filevine whiz. She took Filevine University and all that good stuff, so look for her. We're hoping that she's going to be doing some sort of teaching in some capacity at Lex. So we're excited for that.
Speaker 2:Yeah, I'm sure I'm going to understand that we're new users and I'm sure it's going to be amazing, but it is definitely not intuitive.
Speaker 1:No, not at first, but I will say they provide a lot of great training and things like that. So I mean I do love it. I thankfully it's all I've ever known. Obviously, ryan was always on it at the old firm, so it is all I know. But I'm excited to see what guests they have for Lex this year. You know Jake Gyllenhaal wasn't okay, but Nelly was great, though.
Speaker 2:last year Nelly was amazing. I seriously thought Nelly was going to be depressing, yeah right. An old rapper rapping to a bunch of old, predominantly white male lawyers. Yep, I thought it was going to be sad, but it was actually amazing.
Speaker 1:It was so amazing, I was surprised and, of course, yeah, my brain was like, oh yeah, I know a couple of Nelly songs, and then I'm like wait, this was my whole high school. Yeah, I was like wait, this was like every dance in high school. Okay, yeah, yeah, no, it was amazing.
Speaker 2:All right, well, brittany, this has been a lot of fun. Do you have anything else coming up that you want to plug?
Speaker 1:So, like I said, we've got ParaEra that we're launching really big at Lex. So if anyone's listening to this and is planning on being at Lex, we will definitely be there at a booth. Paraera, quickly, is a training designed strictly for personal injury paralegals. Marissa was our lead paralegal at Connecticut Trial Firm Just amazing. She's developed amazing training programs for us and she basically can be your firm's lead paralegal, so that you don't have to have someone dedicated in-house to train your paralegals as they come on, and for ongoing training as well, which is super exciting. And our favorite is because we are millennials. We of course, went all nostalgia for the branding and it's super 90s themed and we're going to have some fun 90s surprises at our booth.
Speaker 2:I love how much fun you're having with the brand.
Speaker 1:Yeah, I mean it is. I love that, you know, not to say that law firms can't have as much fun as this. Of course they can, but of course we live in a little bit more of a serious world with law firms, clearly. So yeah, being able to market Best Era to lawyers and again, I think, because of the way we've branded it, we're not hooking those serious, you know, grumpy lawyers, we're hooking the ones that are forward thinking and fun.
Speaker 2:It's not who you want to work with anyway.
Speaker 1:Exactly, that's exactly right.
Speaker 2:So we're just telling you right up front who we are, and if you can't get a Taylor Swift reference, then move on, all right, and we'll link to all that in the show description. Brittany Green, thank you for hanging out.
Speaker 1:Thank you.
