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
Growth and the Good Life (Live Q&A with Ben and Brian)
What if the biggest threat to your law firm is not your competition, but the noise you let into your life and calendar?
In this live Q&A from the GLM Summit 2025, Brian and Ben reflect on what it really means to pursue growth and “the good life” as a lawyer. This is not a tactics-only conversation. It is about how you think, what you allow into your head, and how you design a practice that serves your life instead of swallowing it.
You will hear Brian and Ben talk about conferences, community, and why most of us go home with notebooks full of ideas and then change almost nothing. From there, he gets very practical about the next 90 days, how to close out the year strong, and how to plan for the future without lighting yourself on fire.
Inside this episode, we get into:
- Turning conference inspiration into actual calendar commitments
- Separating “noise” from inputs that really move your firm forward
- Using 90 day plans to make 2026 less chaotic and more intentional
- Blocking real thinking time so your firm is not run out of your inbox
- Improving the velocity of money in an injury practice so you are not waiting forever to get paid
If you are a lawyer or law firm owner who wants both a profitable practice and a life you actually like waking up to, this one will hit home.
Hit play and use this as your own private debrief from the GLM Summit.
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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.
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If information and knowledge were the answer, everybody would be a billionaire with six-pack apps. You're not. Okay. What you need is more accountability. You need a group that will say, You told me in July you were going to do this thing, and here we're sitting here in October and you haven't done the thing. What's going on? Hello, my friends. Welcome into this week's episode of Life Beyond the Briefs, the number one podcast for lawyers choosing to live lives of their own design and build the kind of practices they actually like showing up to on Monday. Today's episode is a little bit different. It's a live QA session from the end of the October 2025 Great Legal Marketing Summit. If you want all of the notes from this year's summit, you can go to glmsummitnotes.com. I think I have a commercial running for that, probably in the middle of this episode, but it's glmsummitnotes.com. As we wrap up the end of the year, and people are beginning to think about shutting the office down between Christmas and New Year's, and what can we do to kickstart our practice in 2026? This packet of information is going to give you all the information you could ever want, and more probably than you could ever use to get your practice on the right track. Ben and I talk a little bit in this Q ⁇ A session about pausing and taking some time, not for action, but for decision. And that is my wish for you in between Christmas and New Year's is that you have some time to think uh deeply about really what is it that you want your practice to look like and what is it that you're trying to build in your life. So I hope you enjoy this episode and I'll talk to you guys in a week.
SPEAKER_05:Who has who would like to ask a question? We have Lauren has a question. Lauren is dangerous. Lauren.
SPEAKER_00:Hi. What are your um Ben and Brian, what are your key takeaways from the weekend?
SPEAKER_04:Well, listen, I mean, for me, it's it's community, right? So um I've been to four conferences in the last six weeks, as you know, uh as all of our meetings have been moved. Um and this is the the one that I think where everybody is helpful and like everybody's like, what are you working on? What's your practice area, and how can I try to help you? Um and so I didn't I don't have a tactical one because I haven't paid attention to the tactical while we're here. I thought what Jason just showed about the blueberry pancake schema markup stuff, you and I are gonna talk about that on Monday, probably. So I hope you took good notes. But I did not. Um, so that's that's it for me. Um my mine is like gratitude for you all for coming out, for coming across the country, and for continuing to show up on Saturday morning.
SPEAKER_05:I did resist texting you, Lauren, uh, during Jason's talk because Brian had a slide up because don't text your marketing director while you hear something. But for me, it's this. So anytime uh I go to an event, so um what I learn is that my input into the law firm can actually be done in 30 minutes or less a day. Um and by that I mean there's a lot of noise in the world, but what if I'm doing this work, and this is this is a lot of hours and you know, going to bed at uh 8:30 and waking up at 2 or 3 in the morning, but not to do work just because the stress is there, right? And the anxiety. Um uh and Dan Kennedy explained to me the whole NBA um uh betting scandal thing in depth uh yesterday. So I didn't have I'd seen the headline. But you just I just realized that there's so much of my day-to-day life where I'm letting noise in, either through news that I can't do anything about actually. It may be interesting, but I can't actually do anything about most of the things bad weather, bad politics, bad wars that dominate the news. Um, time screwing around on social media where I'm not you know using it as a branding piece, but kind of absorbing, you know, like everybody else, like cat videos, like that's just crazy. I do it, but then I get here, I'm too busy and too tired to do it. And you realize the whole world just goes on anyway. Like it's it's it's good. So that's that's a philosoph, as you might expect, right, and not be surprised about a philosophical takeaway. What I am trying to do um with with my life is to clean up as much of the noise as and and declutter from as much of the noise as I can, because the older I get, the more I realize I can't really, you know. Um I'm in some church groups, for example, and a lot of the discussion is about like the politics of the day, and people get all upset. I'm like, you know, I can't really do anything about it, right? And it's okay to say that, and it's okay to not get involved in a shouting match on social media or in a church group or something like that. Uh, because I have views that are uh Sandy's like, shut up, shut up. You know, I try to be nice. I try to get people listen, that's a long answer. I try to get people to think clearly. And um uh Jay Henderson was a really great nugget yesterday about interviewing and asking the second level question and the third level question. And I think I'm an expert, like if I have a superpower, it's making someone who I'm having a conversation with, whether they are in the serving me the coffee at the store or you know, a young lawyer or young referee or anybody, like making them feel like they've had a wonderful, wonderful conversation because I'm really good at asking second level, third level, fourth level, fifth level convers uh questions, being genuinely interested in their story. And even if they never ask anything back to me about my story, that's okay. I've dinged the world. Now that's a long answer to your very simple question. Um, but you know, the older I get, the more sort of philosophical and reflective I get. And that is a superpower that I have and I work on, and I and every single day I know that um there are people, and it sounds like bragging, but there are people I inter I interact with that I I know that I become the highlight of their day because no one else has been interested in their life, genuinely interested in their life. Next question. So if you ask tactical, you know, there was a time like I did everything tactical, and now it's like so we spent a lot of time uh at Dunglass Law just we weeding out, trying to um we have so many ideas, and and we're all like different conferences, and we come back with so many ideas, and we all listen to some of the same podcasts and some different podcasts, but we have no uh loss uh no lack for ideas. Our biggest challenge is keeping the culture of the firm great by focusing and and pushing each other to focus on what will actually move the needle. And he does this really Brian does this really, really well. We'll have a long discussion and kind of go three letters deep, and then we'll ask the big question, he'll ask the big question, like okay, but then what? Like, how does that change anything? And so it makes our lives, I think, cleaner because we're not as chaotic as we used to be, I think. Um but that's what we we just work on all the time. If you were if you were a fly on the wall at our EOS annual meeting, like you would see um hard questions, you would see tears, you would see uh cheering for each other, um, you would see hugging, and you would see coming out of that meeting um a f a real focus on okay, guys and gals, 90 days. What can we do in the next 90 days to k number one, keep the lifestyle that we have? It is very good. Number two, uh really keep control of the of the growth that we have. We've been blessed. I'm sorry, do you have something to add? No, no, no.
SPEAKER_03:Yeah, so I want to ask about that. So um, can you talk about not the what happens in the EOS room, but then taking that from the room to the firm and getting everyone else on board and rowing in the same direction? And when you've got so much to do, maybe you're understaffed, you're still trying to get people to go and push forward and do to go the extra mile. How do you get those people to come on board and come along with you and go farther?
SPEAKER_04:So let me tell you a story first about not rowing in the right direction, right? So, in in one of our practice areas in the long-term disability practice area, one of the deliverables is a consultation. It's a um, it's a one-hour long Zoom call with him after a review of your medical record and your insurance policy, and it cost$2,000, right? And we had somebody, and and and at one point last year, like the consultations had just fallen off a cliff. We hadn't done one in 10, 12 weeks. And um, and what we learned was the woman who was in the position of selling that consultation felt like a used car salesman because she didn't believe in what we were doing. She didn't believe that we were delivering$2,000 worth of value. Well, people that he's talking to are doctors, dentists, business owners, and the benefit of having a disability claim approved for them is eight, ten thousand dollars a month, right? And so she couldn't close the gap of 60 minutes of time for$2,000, but it's saving all the frustration of going six months without being made your benefit. Um, and when we learned that and we took her out of that position and we put our new intake person in that, you've done what 53, 54 this year? Yeah, we'll we'll do uh yes, about at least one a week. Yeah. So the most important cultural thing for us, Brandon, is is making sure that the people who are client-facing on our team really, really believe in what we do. And I don't I don't believe that's a problem, likely in your law firm, right? Knowing what I know about you and your area and where you recruit people from. Um, but it might be for somebody else's firm, right? Everybody has the paralegal who um who doesn't actually believe in the thing that we're doing or doesn't believe that your client is injured. Like Bill Biggs was on this stage a couple of years ago and said he'd ban the word soft tissue in his law firm because when it's an insurance word that has infiltrated personal injury firms, when we say the word soft tissue, we're denigrating our clients' injuries. So if you don't have people who actually believe in what you're doing, it's really hard to move forward. So what is what does it look like after our EOS meetings? So after uh an annual or a quarterly, we typically will hold a staff meeting where we buy lunch, we do some kind of activity, and we explain, almost always explain all of our rocks for the next quarter. Here's where we've been, here's where we're going. Sometimes we sanitize things. We're looking, you know, like we were looking to replace a lawyer, right? Didn't necessarily want the lawyer to know that we were looking to replace her. So sometimes we sanitize that, but but by and large, we're sharing 80, 90% of the goals of what we're working on for the next 90 days. Um and then we have departmental uh quasi-EUS meetings that are separate. So the long-term disability team meets once a week, the personal injury team meets once a week. And then once a month, we have what we call a brain boost meeting that's actually not it's not run by either one of us. It's run by Krista, my wife. And um, we cross-pollinate the wins. So the LTD team will share what did we win last month, PI team shares what did we win because we found the two teams didn't really know much about their processes. And they'll share something they've learned in Filevine or in Lead Docket or in marketing, or that intake is overheard on the three phone calls. So that everybody in the room has the benefit of knowing what everybody else has done. So that's by and large how we maintain the culture. Um, and then from a hiring perspective, you know, we don't meet with anybody who we're hiring anymore. Team hired two paralegals this week while we were here. Um, and I I am meeting with a new lawyer on Monday. Um, but everybody who interviews at the firm comes through and does a panel interview with probably like 40% of the rest of the firm and everybody who will be on their team, right? Because there's so much cultural stuff that you can miss um being rude to staff or or mean to, you know, like one time we didn't hire somebody because she didn't hold the door coming into or out of the bathroom for somebody else. Like that's a culture issue, I think.
SPEAKER_05:We were getting we missed that though. That was the team telling us, uh-uh, you're not gonna do that. We don't want this person working with us. I'll say, and then Brandy, you may have a follow-up to that, having heard this, but you know, one other thing that uh I think that we're I'm good at at least is having team team members in the disability space in on these conversations, these uh conversations with with our clients, and at the end of every conversation, turning and saying, just imagine what you just heard on your worst day. Like I'm you probably have never felt like or experienced or you know had a diagnosis or been unable to work like this. Like, and I will say to them, because they're all younger than me, we always have to remember how good our lives are, just by being here working in Fairfax, Virginia, in the United States of America, in a building that's cool in this in the summertime and it's warm in the wintertime. And, you know, Brandon, like not assuming um, it's kind of what Dan was saying yesterday about the immigrant experience. Like they have something many immigrants uh to America have something to compare their life here to, to where their life was before, that our people, our children, our youngins who work for us don't have that experience. Um and it just, you know, God, we're just trying to reinforce how how grateful uh we are and we need to and we need to be about our lives. Does that does that help or raise a different um question? Yeah. Thank you for that. Yes.
SPEAKER_07:Is this working? Yes. Uh thank you so much. This is my first time here, and I've gotten so much out of it. I really appreciate it. Um, my question is as we move toward the next 90 days, you know, PZ, we're deep into our 26th strategy, uh, building out what it's going to look like, calendars, different things we're gonna be participating in. How much of your guys' next 90 days will be making decisions that are intentionally tied to your 26th strategy? Or are these more 90-day things that you're trying to implement in the 90 days or that you're looking forward to the next year? And what does the team typically do at this point, each of those pockets to plan for successful 2020?
SPEAKER_04:I promise we didn't seed that question. I promise we didn't seed that question because we do have a 90-day plan framework here. Um No, so what I what I heard the question would be is in you know, in Q4 as we wind down to the end of the year, how how do you kind of square, like I just came to a conference and I learned a bunch of new things with I'm maybe I've thought about my 2026 goals, but probably I haven't already. What are you what are you really working on in the next 90 days? I'll tell you that my team in the next uh how many years days we got left? 66 days left in the year is working on closing out 2026 or 25, right? So the most important thing in an injury practice in October is getting demand packages out the door so you can get offers in in November, so you can get money in before Christmas. That's what my team is working on. Um I don't know on the LTD side what what you guys are focused on. And then I can come back and talk about how that plant, how we are working on 2026.
SPEAKER_05:The thing that uh so first of all, globally as a firm, um we actually do prepare for our quarterly meetings and our annual meeting. So, you know, but we don't just show up, right, and and do the meeting and take the direction from the coach. So we we spend at least one session, which may run several hours before that meeting actually happens, to start to refine what we want. I'll tell you what the LTD team is is working on, and it's very, very exciting. So for let me simplify this. We get a giant ass claim file in from the insurance company, we figure out why they denied the claim, and we respond to that. And we win 85% of the time that we we are doing that. That's where we make our money there. Um, and now we I built um uh our own GPTs that uh l are scary because they look at the record and they go through our training, uh, the machine does, and it asks the questions back that I would be asking that and it really helps is reduced from you know a long, long time to wrap your arms around a claim file to a matter of two days to wrap your arms. So now we do our art. I mean, our art is once we've wrapped ourselves around that, right? Um, is now creating the response and the and the better claim file. And we're able to do that art a lot faster. And so um, you know, sending, so for example, out to Filevine's conference, but how many took three? Four.
SPEAKER_04:Four, I took three.
SPEAKER_05:So you took three other team members there because it's very hard for one person to go absorb everything, come back and translate it for the team. And the team is at different stages of their own personal development and personal knowledge about AI and technology and stuff. And the ones that we sent out there came back on fire. Uh I'll say uh just a word about that.
SPEAKER_04:Like the biggest um change that's happened in our firm in the last year has been identifying what I will call our technology champions. So people who get really interested in learning how to build Filevine or learning how to maximize our use of HONA. Uh or Lauren is oh, Lauren left, I won't say anything. Oh, you're there. Okay. Or learning how to do all of the uh zapier and the lead docket and the technical things so that we don't have to worry about it. We go to a conference and we're like, all right, here's a cool idea. But I I believe maybe a third of what the product rep just said about it from stage, can you go and figure out does it actually do that thing? And then having somebody on the team whose job it is to attend the new product uh feature webinars. Because every everybody out there in the hallway, like if you're switching technologies from one to the other case management system, communication system, whatever, like you you probably need to do a better job of realizing and recognizing whether your current software does the thing that the new software is telling you it does. And it it probably does. Uh, and so I have Tammy on our team and Mary on the LTD team who really pay attention to these product uh feature update webinars and try to build that thing before it even comes up to us. And they have big spreadsheets of what we're working on now and what we're working on next and what we might think about working on later.
SPEAKER_05:And and I would say too that, you know, as they were heading out to uh Falvine's conference, um the the people that we were sending came to us and said, you know, how do I maximize this investment of our money and their time and heading out to uh to Salt Lake or wherever it was? Um and and and ran we become unbeatable. When when you have people like that on your team, and you know this, right? You just become friggin' unbeatable because everybody can be a good lawyer and everybody can reach a reasonably good degree of being an actual lawyer. But it's these little things that end up uh uh giving a better client experience than anybody else can give. That I think have made a big difference.
SPEAKER_04:Let me let me just come back and answer the question about twenty how are you getting ready for twenty twenty-six. So the thing that we've not been historically good at is showing up at our annual meetings with real knowledge about our numbers. And so we've you saw on um on Thursday I put that uh our 2025 goal on the board and I said 8.7 million, whatever, we were nowhere near it. Because we didn't, when we made that projection, have an accurate understanding of what our average case value was, how many uh cases we needed to get to that number, how many qualified leads we needed to generate to get to that signed case number, how many leads, phone calls we need to generate to get to a qualified case number. And so the thing that I would spend time on as I get ready for my 2026 planning is making sure that I really understand my data. Um and so we're in we're in lead docket, we're in file vine. I I look at uh average case value, time on desk, kind of moving, moving backwards. Um and then yeah, that's that's what I would be looking for. And then where are the constraints? So law firms generally have one of three constraints number of leads, percentage of sales, or production, right? And I think it's really hard to fix more than one of those at a time. And when you fix one, you're gonna identify the next one. Uh and so for us in 2025 on the injury side, it's been production. I have a bunch of stuff that is sitting because we're understaffed, which is why we're hiring two paralyzes. Um in other years, it's been uh it's been lead conversion. And so as we, and I've talked to a couple of people about this this weekend, as we moved from a firm where when you called, the receptionist set a meeting with the lawyer to a firm where when you called the receptionist put you to overseas um intake, then to in-house intake each time we incrementally increased our conversion rate and lost fewer cases into the ether. Right now we're sitting out on the injury side somewhere north of 90% of the cases that we want uh who call us, sign with us, up from 65%, right? So that's a I don't know, 30, 40% increase without an additional marketing spend. It is more expensive to have somebody in-house in America answering your phones than it is to somebody on their couch in Belize answering your phones. But I'm closing 30% more cases without spending any additional marketing dollars. And in and you know, my suspicion is that when we solve the production problem and now that we've got the conversion problem solved, 2026 is gonna again be a leads problem. Not a problem, but the opportunity, right? The constraint to us making more money in the law firm in 2026 probably will be a leads problem.
SPEAKER_05:So why don't we we've got about 30 minutes left. Um this is a great 90-day plan and framework. Uh, but it really, and we've been talking about it, it really only works if you want to go to the next slide if you master your calendar. And I've I've talked about this for years, uh and it is uh you know, the subject of the no BS time management for entrepreneurs. Which you haven't read the book, honestly God, like you should go read it. Like there's a reason that Dan invited me to that book, and I was honored to do it, but I'm running a different business and he's run, I've got a different life. He said he invited me because I was the busiest guy he knew, right? And controlling your calendar and and honoring, you know, looking forward, even if your next two weeks is already totally booked up, like there's a third week or a fourth week where there's space and time there uh to block and make it just as secure and valuable as if you had a trial date or a meeting with a judge or you know, something like that, and then honoring that and then building an environment around you. And again, this book is great on this. Uh for me, it's it starts with my executive assistant who's based in the Philippines. Again, like, all right, that's an expense, but oh my God, like Claire is uh the guardian of my calendar. Can you like tactically walk through what that means? What does your week look like and how do you work it out? So, so so, real quick, my week work looks like don't schedule anything at all before 11 o'clock in the morning because I don't want to come to the office before 11, 11:30. It doesn't mean I'm not doing anything, but it means that I do like to work out. I do like, especially in the summertime, to spend some time in the back deck with my wife and a cup of coffee. I mean, look, I produce a lot and I and I and I work hard, but we just made a rule like don't just don't schedule anything. And now it's don't schedule anything on Friday, because I want Fridays for me. Again, it doesn't mean that I'm not doing work, but it means I don't have to worry about some podcast coming up or some meeting with a client or anything. So now my team has to work within those parameters. It is my job if I need other team. We've got an argument in the Fourth Circuit coming up in December. So I know like how many hours it'll take me to prepare that. So we've already gone in, we blocked out those uh chunks of hours that are now become like you cannot violate that, right? For anything else in the world. Um, and so I give my team so their space to schedule client calls, there's space if you're on my team and you want to talk to me. But I've grabbed the space for me first because if the racehorse isn't running all primed and running fast around the track, then the rest of the operation isn't as good. And I learned all that, all this stuff from Dan. So that's basically it. Um, people um, so Claire clears all of my email because most of it is not pertinent to my life, um, uh identifies for me the things uh in the beginning. She identified things she didn't know about, but now she knows about everything in terms of what's important, what's not, um, and segments those that maybe I need to respond to. But I make it a habit really not to respond to any client emails. Like that's for the team. Our team is the champions, our team is the connection. I want the clients, and and my clients are very well trained uh to to go to the team because the the team are the specialists and the experts um in the case. So that's kind of what it what it looks like. And I have you know time uh to to referee and um do other things. But I and I'm more look at 67, um, with a great team underneath, I'm much more able to do this, I get it, than I could have five or ten or fifteen years ago. Like I get it, but it's 20 years ago when I read first edition of no BS Time Management, I cut off in unplanned inbound phone calls. Like, that is not going to happen in my life anymore. Everybody has to schedule. And everybody told me it wouldn't work. And we've never turned back. It's one of the greatest ideas they've ever had. Why? Because people come to the call prepared. That's my version. No, that's cool. And you can if if you have questions as we go through the rest of these, um, feel free. It does. Let's talk about the accountability chart or accountability partners. Yeah.
SPEAKER_04:So one of the it's funny, one of the things that I learned uh earlier this week is that the Hero Mastermind group has uh an informal, like accountability Friday call. At least some of them do. It's really important that when you show up and you say you're gonna do something or you write down your plans for what we're gonna do when we go home, um, that you actually have somebody who will hold you accountable to doing it. And most people don't, right? So one of the first things I do anytime I sign up for an endurance race is I put it on the calendar and I say on social media that I'm going to do it because otherwise I would not get up and run 20 miles on a rainy Saturday. Um and so having somebody who's that accountability partner for you who will uh hold you uh accountable duh for doing the things that you say you want to you are going to do is really important. But really before you get there, having um maybe not an accountability partner, but somebody who will help you clarify what done looks like. So one of the things that comes out of our annual and our quarterly meetings is we have all these ideas and these objectives, right? And then sometimes when you come down off the high of being in that environment, three days later, you look at the thing and you go, I don't actually know what that means. Right. And so we spend a good bit of time writing the framework of, you know, um, if you have a new SEO project, and SEO is on my brain just because Jason was here, improve SEO is not a good goal, right? Take uh domain rating from X to X point five, probably not a good goal because you probably don't have a lot of control over that, right? Something like create X number of pages that are rated, you know, 97% by like a surfer SEO and acquire 17 backlinks from domain-rated websites of 70 or greater, like that's an actual goal. And now you can put some accountability behind the action that it will take you to get to that goal. And this is all it's the same thing as how many cases do you want to sign? Well, how many times do we need to make the phone ring, right? What's the activity that I need to engage in that will get me to the numbers that I think will lead me to uh hitting my goal?
SPEAKER_05:Yeah, and I know many people are not there yet, but the larger you get um and as you start to build a true what we would call leadership team, like letting Ben letting go of the vine to let other people manage or uh create operations for parts of the firm, uh, the more important it is that you're you're able to attract people who you can have honest conversations with, who you can say, that goal sounds like bullshit and I don't understand. Or you ask a question at a leadership meeting about a statistic and the number comes back a little fuzzy or I don't know, like getting upset a little bit about that, and you have to be able to do it uh and have a team member who takes that with love and who won't get pissed off and what you know. We we had one who lasted on three weeks or something. What was she she said something about she didn't like to be micromanaged. Uh but she wasn't a team leader, she was just she was just an employee. Um and it look it takes a while.
SPEAKER_04:You asked her not to be on her cell phone during your LTD meetings, and she said she didn't micromanage that was yeah.
SPEAKER_05:Uh micromanaged that's a culture mismatch. That was um, yeah, and we had you know we had a run of some um on you know just hires that just weren't great, and and now it's amazing because they told me, I say, Well, we hired these two paralegals and I've never met them and talking to another lawyer who probably would like to hire, and I don't ever get to meet them before they come, um, which is awesome.
SPEAKER_04:And then let's talk about this same page, um, same page meeting. So many of the people in the room have uh either a partner or a spouse who's here with them, or a marketing director, or an operations person who's who's like their number two, right? It's um there are some true solos, but as I look around, I just I don't think there's a lot. And so it's hard to grow an organization with somebody who has a different view of where they want the organization to grow than you do, which is why it's hard for us to have members in our mastermind groups who have more than like three partners, right? It's really hard to get um momentum towards whatever the goal is because there's often not agreement on the goal. And uh in the EOS program, they have these same page check-ins between the visionary and the uh the integrator to make sure that like everything good? Where do we agree on those goals? Do we agree that we that thing that we said done looks like? Are we going in that direction? And so if you aren't um if you aren't having that rhythm and that check-in with your people or and your spouse, especially if your spouse is involved in the business, uh, or your partners, like that's how we get to um breakups and you need to hire Jonathan to uh handle the dissolution of your law firm.
SPEAKER_05:I'm shocked at how many I'm shocked at how many uh uh lawyers who come into GLM and you know they'll be the one of the, as Brian says, three partners. And the initial our initial conversation with them is, yeah, I'm not really sure. Like, are you guys aligned? Like, do you have the same vision? Uh and it's either like no, or I'm not really sure. But they're still practicing it. I guess they're really practicing it as like shared overhead partnerships, which can be fine uh at a certain stage. But if you want to build a rocket ship um that's that, you know, for us makes the owners happy. What you know, we built have built a place and very deliberately where people will thrive in this order, us and our families. That's number one. Number two, our team. Our team will thrive. Number and then if A and B are true, then the clients will thrive and the clients will be well served. And so we've been very deliberate about that. Now, he and I don't agree on everything, and more and more, you know, as I get a little bit older, my questions are how do how do we make this great for you? Because you're gonna be in it longer. I mean, I don't think I'm going anywhere really officially because I have nothing else to do yet. Um, but it is really, really nice to really have your name at the top of the chart of only about two cases of two actual litigation cases. To be it for me, to be able to talk to these doctors and their life partners or spouses. And the doctor has had some diagnosis uh, you know, with uh touch or feeling or vision or um uh mental issues, and they are worried and they have complicated lives. Now, here's something that I've learned and come to appreciate more. These guys work harder than any of us. Oh my God. You're the I talk to the top retinal specialist in the Midwestern state, like the top guy. And he's got some early Parkinson's, 60-hour work weeks. He says, Ben, it's just every day I get 30 minutes to eat a sandwich and pee, and then I'm back into it. And we have these satellite offices spread all over the state, and I drive hundreds of you know, hundreds of miles, and I almost wrecked my car. And I hear this story over and over again, how hard they work. So appreciate your doctors. Um, but we but you know, Brian and I try, you know, his father's son, and you know, he's one of nine. Um, and our wives are involved because Sandy does the books and Chris is uh HR. And um, you know, it's uh we have good Thanksgivings for sure, uh, but we don't uh start out agreeing with everything. But I think we're open and honest with each other, and most importantly, is we have we have been blessed, blessed, blessed, blessed with a team of rock stars.
SPEAKER_04:All right. Um, so in years past, we've done an exercise of writing a letter to your future self uh a year from now, 90 days from now. We don't really have time for that today. Um but what I I fine, we'll just commit to something. Um I what we'll what we'll commit to putting together is a framework for everybody who's attended this event to write some goal, identify the constraint, and come up with your next steps in the next 30 days, get that back to us, and if enough people get that back to us by electronic means like within a week, we'll schedule a follow-up call, um, free Zoom call for everybody to get on and walk through uh some volunteers' accountability steps for okay, what's the goal? Is it a is it a well-plotted goal? What's the constraint? Is it actually your constraint? And then what's the steps that you need to take? What's the action that you need to put behind the goal in order to actually achieve it?
SPEAKER_05:The hardest thing is figuring out with all of these ideas over the last couple of days and the discussions you've had in the whole and at dinner and at breakfast and stuff, is like just figuring out what the priority is. This is probably a good one for us to talk about.
SPEAKER_04:We've got about 15 minutes left. Creating a sustainable. So you've you talked a little bit about time management. But does anybody how many people do this? How many people have blocks on their calendar for thinking time or implementation time or okay, maybe like a third of about a third of the room. This I think would be the number one thing that you could do as you go home, right? Is uh block out at the same time, on the same day, a period of time where nobody can bother you. For me, it's Thursdays. My entire Thursday is blocked. I usually uh work out and then go to a coffee shop and hang out, totally analog. I don't take uh my uh well, I take my phone, but I don't bring a laptop and I just work with um whatever I've either printed out or I bring a journal uh and write notes about what to do next. And the distraction-free time when you're sitting there and working on what uh with deep thought on what to do next in your practice when nobody's gonna bother you, right? If it's a seven-figure auto case, it needs to be closed. Okay, you can call me and bother me on that. But otherwise, like, leave me alone. That's probably the number one takeaway that if you just start implementing that, all of the other dominoes will follow. So when the the one thing they're like, what's the one thing I could do that'll make everything else easier? You giving yourself the time to do the thinking and the planning in your law firm is the one thing that you could do that would make all of the thinking and the planning in the law firm easier.
SPEAKER_05:So Mark Breyer, who spoke is an attorney in Arizona, runs one of the biggest practices in Arizona, but he actually sat in this room many, many years ago, he and his wife with a very small practice with five people, and he was one of the guys on the very nice video that um Brian helped put together the other day. Uh, but he says that the biggest thing that changed his life was not any particular idea or strategy or tactic, but it was setting aside one day a week to simply think about and to work on his business. And we and the first time you hear that, you're like, that's impossible. I I work six days a week right now where it's really hard if people need me. You know, if if something happened to you, and let's say you had triple bypass surgery and you were out for several weeks and you're sleeping most of the day and only awake for 30 minutes at a time, like shit will still happen. Like your firm would go on, hopefully, for most of us, right? Um, it just would. And so we have to, it's one of those things you have to um, I would say it's it's an addictive thing. So if you do it, you can prove to yourself that it can be done. And it's one of those things you're like, why did it take me so long to give myself the sort of the blessing and the power to take time for myself, which is so important for my family, for my team, and ultimately in order to the benefit of the clients. It is a game changer.
SPEAKER_04:I'll talk about desert island metrics because you don't like numbers. Um so I I talked a little bit about this in like annual goal setting, right? But there's really two kinds of KPIs. There's the results-based KPI, how many cases did we sign, and there's all the stuff that we do that leads to the cases that we sign and the money that we make. And at a leadership level, we track primarily results-based KPIs. Number of leads, number of qualified leads, which leads to a conversion rate, number of cases settled, number demand packages that get sent. However, at the departmental uh level, we track everything that leads to those last two numbers, right? I can't send a demand package if I don't have all the medical records. And so we track the number of medical records requested or outstanding by longer than 45 days. I can't settle and disperse a case if I don't have all the lien information, if I don't have all the outstanding balances. And so we track how many cases we have where the demand is out where I don't have all the lien information. And compressing that, what we call time on desk, will move money faster in your law firm. I call this the velocity of money, right? All of the things that take way too much time in your law firm that cause you to get paid on a case in February of 2027 rather than than in June of 2026. And as you get better and better at moving those things, and it's not shortchanging the case, it's not cutting corners, it's doing right by the client by making sure that you have efficient systems and processes to make these things run. So all of our backup office stuff is done in the Philippines now with a company called i5 Global. They collect all of our medical records. They uh do most of our communications with doctors. They're tied into our case management software. And it turns out like that's a really hard position to keep staffed in the United States because people don't want to do it for very long. But in the Philippines, it's a leg up, right? And the they're really good at, I mean, our team has been really, really good at this. Um and so that has been helpful to compress the amount of time that we spend working on cases and move forward. Now, you have to have a good system that will track this stuff. And a lot of case management softwares don't. There are some out there that will. Um, but if you don't know how long it takes to get a file from A to B to C to D, get a college intern to come in and figure it out for you. I had my brother do this uh one year when he was at Virginia Tech, came in over the summer. I sat him down with a bunch of closed case files, I think from the year before, and I had him look and uh in our injury practice at the date that a case was signed, and then I had him look at the demand letter and pull the last date of treatment, the day that the demand went out, the day that the case settled, and the day that the money hit our operating account, and just plot all of that for me. And we found like in some cases it was 400 days between the last time somebody saw a doctor and the day that a demand package went out the door, like completely and totally unacceptable. We've moved that now, it's our average is 27 days. And that allows me to go and tell doctors if you refer me a case, you're not gonna wait a year before you get paid. I'm gonna get it out the door in 27 days, and you might get paid in 75 days. Like, and then I can explain velocity money to doctors as well. Um, but you don't have to have something super sophisticated, and you don't have to have a year's worth of this data in order to get to these numbers. You can have somebody who's smart enough with a college degree or not even a college degree, come in and look at a good enough sample set that you can identify the problems. And then there's plenty of people who were out in the hallway who will help you when you get to the point of these are the numbers that I want to know, and this is what I want to understand. Like there's a really expensive software and toolkits and business analytics that'll get you those numbers.
SPEAKER_05:And then you have a benchmark to chase, right? And so the goal, I mean, you went from over 400 days to whatever you just said, 27. 27 days. Yeah, it didn't happen overnight, right? It happened incrementally. Uh but if you don't know, this is what Kane Elliott was talking about. Like if you don't have clean data and we didn't at that time, uh, then you don't even know what you don't know. And again, most of the opportunity in the room for most people who, particularly if you come new to this world of running a business, right? Most of the opportunity is in filling the holes where the money is leaking out the bottom of the bucket, right? And you don't have to figure out how do I show up number one on AI or anything yet, because there's so much opportunity from the uh the way the phone is answered in the first instance to the speed at which, again, not shortcutting anything for the client, better client experience, getting paid in in a month after versus uh over a year after. Were you raising your hand, Kellen? Yes.
SPEAKER_01:Just want to comment. Does that work?
SPEAKER_05:Yeah, we go.
SPEAKER_01:Yeah, yeah. Uh I just wanted so metrics are so important, we've talked about that, but I I want to put a flavor on it for the hourly. So we have 12 practice areas. We do a lot of hourly. For PI and the flat fee cases, it it's obviously efficiencies. Everybody knows that tracks it. For hourly, we're incentivized not to be efficient. We don't do that purposefully.
SPEAKER_04:No AI anywhere.
SPEAKER_01:That that's it. So we're so as an AI guy, uh, I'm we're doing a comprehensive strategic review. Family law is one of our biggest practice areas. Lee Rosen, uh, who had a very successful North Carolina practice, now does coaching, he had a scale, he had a uh flat fee staged practice. You have to identify the types of cases. The hard part, and we've looked at it over the last 12 years and just gave up because we're like, ah, we make plenty of money hourly. Yeah, it's too hard. But now, if we're gonna do AI, the more the more efficient we are, the less money we make. So we're going back to it. And and it's exactly what you said, and and I made a note to let's hire somebody because my partner's like, well, I'll do it, and no, he won't. So we're gonna hire, we're gonna hire he won't get to it. So we're gonna hire somebody now. But the idea is look at a year, two years, three words of data based on yeah, midterm divorces, how many hours were was for this task? And it's something if you're going to do AI, which I obviously biased, I think everybody should, on the hourly basis, that's the only way you're gonna make money instead of lose money. And Virginia has a proposed LEO 1901, which will be approved, I'm sure, by the Virginia Supreme Court that says ABA is wrong, North Carolina's wrong, you can specifically bill for efficiencies. Oh, it's it's interesting. That's the way to do it.
unknown:Cool.
SPEAKER_04:Um, Adam Rawson, who is in our icon group for many, many years, uh runs a criminal defense practice down in South Florida and had um, he called it SKUs. He had developed a an analysis of by type of case, how many hours of attorney time and perilegal time does it take us to operate a case? What is our cost of producing that case? And then what are we charging clients? And he found all these pricing inefficiencies, right? Because just like you, he's not billing by the hour, it's a flat, flat fee. You know, sometimes you look up and you're like, oh, you it's probably fifteen thousand dollars for you, but it might be on a bad week. You know, things are slow, it's only 10,000. Um uh but he had developed this really sophisticated pricing analysis by going in and doing all of the work with an Excel sheet.
SPEAKER_05:Quick mention. Oh, 17 minutes. In our yeah, I know. In our we're good. In our uh$2,100 one-hour consult with Ben, obviously we've made that much more efficient with AI. But the sales and marketing of that consult are, I think, extraordinary. And we actually offer the client um an opportunity to talk to my associate for about half as much. And I'm but they're picking me seven times out of ten, right? And and so they're paying the extra. And then we get we just guarantee the whole thing. Like it's a guaranteed consult. If at the end of the call, and after I send you all my notes and send you all your to-dos and you know, give you my full report, you don't think it's been worth like much more than$2,100? Just don't pay the invoice. We'll part as friends. Nobody does that, right? Nobody takes that. So I think that for the hourly uh billing lawyers um are gonna need to figure out how to sell the flat fee package in increments and then work on the marketing of that and the value proposition of that and the separation of you from your competitors on that. Um, and honest to God, like that is there is there is a big opportunity there um to really um I think it was Keynes said this morning, like like don't diminish the value that you bring to the table as an attorney. Now we have to learn how to say that in marketing. It's part of what Kia does with her programs, it's part of what I've done, you know, learning to Kennedy how to write sales letters that matter and how to have follow-ups that you know that matter. So, and that's where the space inside of this room and in our mastermind groups and other accountability groups, like there's there's a value because nobody else is teaching, I don't think. Marketing that really sells a lot of people teach conversion, like how to have a better sales conversion call. I've always been like if the marketing is really good, you don't need to sales convert anybody because they come to you seeing you as the expert. And that's and that's just a space that I think I'm really good at. It's 20 years of study with Kennedy, investing a lot of time and energy and money and you know his whole life and his teachings, but it's valuable.
SPEAKER_04:And I and I will tell you that for PI, I don't believe many of our clients are researching very much before they find this. So I your mileage may vary depending on your practice area. And if you have a longer tail practice area like long-term disability, like trust in estates, like family law, absolutely you can develop all that marketing to um to cultivate your clients and make them make you the wise man at the top of the mountain, as you've said for so many years. PI, you you you still need to have the really good conversion. Why don't you talk okay?
SPEAKER_05:We just sold two really, you know, big catastrophic cases where they were shopping and comparing and you did a great job and closed both of those cases.
SPEAKER_04:Jason is not here. Yeah. Uh yeah. So I'm sorry. So I just talked about No, I just signed the two, I think the two largest cases of my life within the last four weeks through organic SEO. Thank you, Jason. Um, why don't you talk about publishing one authority outset a week for the next 12 weeks? Mike Delon has been out in the hallway. Um, but a book is a is a longer, and you're not gonna publish a book a week for the next 12 weeks, but you have done a good job in the LTD space of pushing authority out into the marketplace.
SPEAKER_05:So so the the quick backstory is um I was gonna talk to Dan yesterday about this. I had a whole list of questions. I told Brian if I got to four questions, that would be like masterful interviewing because Dan tells long stories. So I only got to like three or four, didn't get to this. Uh I'm an old guy, right? Direct mail, Jurassic marketing. Um, I want to get into the hands of what I call tribal leaders, so people that can refer me cases. I want to get into their hands something that's interesting. And so again, goes back to what I was saying with uh Dr. Elliott this morning is I have learned to write, and anybody can learn to write creative, interesting, direct mail to uh referral sources that's hey, here's a tip for you. Here's something cool. By the way, I've developed this process over here. If you'd like, I'll send it to you for free. By the way, here's the story of three clients we help with disease process and stuff. And it made a commitment to get something out. Made a commitment to, I have a stack of uh Kia design, these just handwritten thing notes. Like really, I try to get 15 of those out every single week, right? Note, I see Callan does something, note, letter, or give it to my assistant, address it, put a real stamp on it, and mail it. Um it's not rocket science, but you then have to do um we had a we had a discussion pre-event with Conrad and Guy about where they get all their ideas. You have to look around the world for ideas, look in your cases for ideas. There's somebody who will refer you cases. Like we've like there just there just is in identifying these people and saying, what can I do for you first? That's Ben's mantra. What can I do for you first? How can I help you make more money or get more clients or do whatever? How can I serve you? By the way, here's something interesting that we've done. By the way, here's a resource or a book. I'm a big book buyer and giver out or things like that. So all of that is one authority asset a week for 12 weeks. And yes, try to publish another book and another book and another book. And by the way, if you talk to me and I found out your kid's an umpire or a referee, I wrote a book about that too. So give you one more touch point. I just want you to remember me. Like you may not remember what I do. I want you to remember me as a trusted lawyer who you you should call first because I will try to help you. How many how many people have written a book? Yes. How many have you? How many haven't written a book? I mean, really, you ought to go talk to Michael. Um uh because I mean, go ahead.
SPEAKER_04:Well, talk to Michael. Michael's process is easy, but for those who have written a book, uh, the easy way to publish 12 pieces of authority in the next 12 weeks is to upload the manuscript of your book to ChatGPT and create an additional GPT, right? So this is, I don't know, this is maybe 201 stuff. Um, some of you will be like, duh, some of you will this will uh you can upload all your uh PDFs or whatever into one GPT and train ChatGPT on that voice, right? So now I have something that's written in my voice. ChatGPT is familiar with uh how I sound, my syntax, what my messaging is. And so you've done this in the LTD space with all of your um uh I don't know, briefs and books. Right. Um I did it with Renegade Laurent Marketing. I uploaded that and a bunch of things that I'd written for the Great League Marketing Journal into a custom GPT. And then every time I have an idea, I say, here's the hook based on what you know about me and my writing and my style from this GPT, write me the rest of the message, right? And then I had my EA scrape the email addresses of the editors of state bar journals and young lawyer division email lists from every state in the country. And I just started sending once a week thought leadership out to them. Hey, here's something I've written. If you want to publish it, great. Every other week I'm getting a mailed copy of some state's bar journal with my name and my podcast and my book listed in the thing. And it's and it's free, well, free publicity, I guess.
SPEAKER_05:And then we talk about it in our newsletter.
SPEAKER_04:Just cost me a little bit of time and my my EA's time, right? So if you already have the asset, then we can provide the asset with a little bit more information with a client story or with an audience. Hey, I want to write an authoritative letter to chiropractors talking about what we've done to improve this process or talking about this problem that auto accident victims have in my state, right? And it'll do it for you. And it's not that hard. You just have to be a little bit creative about how number one, feeding it with accurate information, training it on your voice and the information from your state. And then number two, thinking about how you prompt it and get a good response out of it. Boop. Any any we have eight minutes left. Bailey, question.
SPEAKER_06:I have a quick question. This is my first time here as well, and I just wanted to thank you guys. It's been extremely useful. But when you're doing research for your experts, how do you find the balance between the innovation and the education for such a wide variety of needs here?
SPEAKER_04:When you say research for our experts, what do you mean?
SPEAKER_06:The people that I've spoken.
SPEAKER_04:Oh, they're friends of ours.
unknown:Okay.
SPEAKER_04:There's but and you said some version of this. Like I so most of the people out in the hallway we are we have used as a vendor, or we have been on their podcast, or we have consumed their content and gotten something out, right? You cannot come as a cold vendor and pay us money and get a booth here. We have a relationship with everybody who's in the hallway. Um, and I try to be a champion of every technology that we use and every uh every website vendor, SEO, um, sorry, social media production company, newsletter company, book vendor. I want to be their best client because I want you to like come and say good things about me to my clients when you're at my event. But I want to get invited to speak on your stage too, right? And so that's how I've been kind of all over the country this fall because I've made those relationships and because people know that I'm vocally a supporter of them. Um, and so when we research people, like we're not going, we're not going cold and finding, I need to know something about AI. Like, who's other talking about AI? These are friends of ours.
SPEAKER_05:And oftentimes our friends will tell us, hey, I just heard so-and-so on stage in a different city. You ought to talk to them. That's really what Jason Epstein said about Jason Hennessy. Like, I I know Jason, you guys ought to talk to him and get to know him. Um, but we're pretty protective of our stage and our brand. And the other thing to remember is all of the vendors are talking to people like you who should, many of whom should be in a room like this to learn how to run a better business so then they can use the products that are being sold out there. So is that helpful? What I'm curious now. Why did you ask that question?
SPEAKER_06:Sure. I mean, there was just such a wide variety of educational topics talked about, and I was just curious on why you picked who you picked or if you polled the people in the room seeing what they needed and catered towards that.
SPEAKER_05:We don't poll.
SPEAKER_04:If there's anybody you didn't like, make sure you let us know.
SPEAKER_05:Yeah. I mean, look, in many years gone past, there was always some friggin' background drama going on with the event. Last few years, like, no drama. It's great. I see for those of you who've been around. We used to run a market of the year contest, right? I don't know. Maybe did you win this one time? We gave away like a slot of the mastermind or something like that. Every friggin' time we did that, we had somebody like complaining, wanted a vote recount, wanted bullshit. I'm like, we're not doing nothing again. And it's one of the best things you could do is have people competing, showing your strategies and showing their numbers and stuff every single time. Like somebody would like be complaining, or or the spells would be complaining to us. So you never saw any of that. All right. Um, we've talked go ahead. I mean, we we've talked about uh the mastermind. If you don't know the details by now, you haven't been um listening. There may be some of you that want to want to do that. What? Yeah, because I did get some questions. Did I not say that too many people?
SPEAKER_04:Let me hit a couple of things. I was gonna go, but you've done you haven't been listening. The filter. Well, about the details, but go ahead. You have questions. So so questions that we've gotten. What's the difference between hero and icon? Icon generally are firms that have more than seven employees. Generally, they are doing larger than a million dollars in revenue. Generally, that lawyer in the icon group is already out of doing a lot of the legal work and has somebody to do the legal work. In the hero group, the opposite is true. Generally, under seven figures uh in revenue, generally under seven people, generally that lawyer is trying to stop doing so much legal work. Okay. Um what happened in the past when we had different pricing is that people did not want to graduate from the hero group and move into the icon group because we were separating them from their friends and charging them$10,000 more dollars. So now everything is the same price, right? Um, you there are dates on the table for the hero and the icon uh mastermind groups. You know, we are generally pretty flexible. Like if one of the hero dates and then what we did last year, it was like Tuesday, Wednesday, Thursday, Friday. And that was exhausting for us. And so we moved it to separate weeks. Listen, if you are in one of the groups and you have a conflict on the date, but you can attend the next one, we're not gonna have a problem with that. We we you if you had a baseball clicker and you hit it every time, pitch counter, every time we said mastermind this week, you it would probably be over a hundred. Um it's because we we really believe in this as the great vehicle to get you from where you are to where you're going. It I I have said a couple times um that you know, when you used to get these info products from Dan Kennedy, um, they basically were podcasts, right? You would get the interview on a CD or on a on a tape, um, and and you would listen to a podcast. Podcasts, if you don't know, are now all entirely free, right? And information, more information is really not what anybody needs. Will you get some more information in the mastermind group? Yes. At every meeting, we bring in an expert, somebody, usually somebody from the hallway, to come in and do a deep dive on one of their topics, answer questions. Um, you will get some cutting edge SEO and Google My Business, blah, blah, blah, blah, blah. You'll get that. There's a lot of places you could get that, right? If information and knowledge were the answer, everybody would be a billionaire with six-pack apps. You're not. Okay. What you need is more accountability. You need a group that will say, you told me in July you were going to do this thing, and here we're sitting here in October and you haven't done the thing. What's going on? Uh, other question that I got, and then I'll You did that better than I did.
SPEAKER_05:See, I knew it. Um, other questions. I'm like, this should be self obvious, but that's my bias from having been in them and run this one for these for 20 years.
SPEAKER_04:The other question, it's a it's a per firm investment. Yeah. Um, I got the a question about if I have two lawyers that want to come. Is it 40? No, that's per firm. Um, the way that we operate, and I think I said this yesterday is um there's always a primary and there's usually a secondary. So you have a marketing director, if you have an operations person, if you have a partner, that person comes for free. If you have a uh third person that you want to attend a meeting with you, we generally don't have a problem with that. We just ask that you copy cover the hard costs of that person's like the dinner out, right? Um the second person sometimes doesn't like to travel as much as the law firm owner does. And so if the law firm owner is in the room, or if the primary person is in the room, then we make a Zoom available to the second person who's sitting back at home who hasn't traveled to Northern Virginia. Um, three of these meetings are all four of these meetings. Now we're in Northern Virginia, three of them are in our 42-person training center. That's the first three, and then the October one is the day and a half before the summit starts.
SPEAKER_05:So to be very clear, there's not a Zoom option. You can't just like stay home and zoom into the meeting. But if one person is there, then support staff or number two can be listening in on the meeting. Uh, every meeting, uh, we do, as I said earlier, I think we we record, you get your uh AI generated notes from the meeting. Um, and then you said something too about friendships being formed. I mean, it is it is a special kind of bond that just doesn't exist in a legal industry outside of something like this, where you can listen to, be a friend to the highs and lows of this business, which, yes, although I sometimes make light of the stress of it and the way the bar responds to the stress, is can be stressful. We all get this. And and we're and we have chosen the path of entrepreneurship, which has its highs and lows. And doing it, you know, as Dan said yesterday, um, with a mastermind leader who we, you know, we're running it. Like you get to a certain level, we advance you to somebody else, right? Because you're above what we do and what we experience and what we're interested in. So you get to about five million dollars, there's better groups for you to go and be in. Uh for for those who are trying to cross through the million and then build the team and the infrastructure that takes you from one million to five million of top line revenue. I mean, this really is the place to be.
SPEAKER_04:If yeah, I mean, I don't know. If this is your brand of Kool Aid, then this is the place to be. Um All right. Yep. Yes.
