In this episode, Steve Fretzin and Julia Taylor discuss:
- Delegation and outsourcing as growth strategies for small law firms
- Challenges in accessing experienced legal talent and solutions through outsourcing
- Using technology and automation to streamline law firm operations
- Addressing financial and trust concerns in outsourcing decisions
Key Takeaways:
- Outsourcing tasks like paralegal work or back-office functions can significantly reduce overhead and provide flexibility, as firms pay only for billable hours without the burden of full-time employee costs.
- Many solo and small firm owners struggle to find experienced talent locally, making nationwide outsourcing a critical solution to access skilled professionals.
- Utilizing case management software like Clio or MyCase improves efficiency and allows virtual teams to collaborate effectively; exploring tools like Ghostwriter Legal for AI-driven drafting can further enhance productivity.
- Onboarding outsourced staff effectively includes creating detailed checklists, setting clear expectations, and gradually increasing responsibilities to build trust and ensure smooth integration.
“Trust but verify. Work through for a week or two with a high level of supervision, see how that goes, and then slowly start to wean away.” — Julia Taylor
Got a challenge growing your law practice? Email me at steve@fretzin.com with your toughest question, and I’ll answer it live on the show—anonymously, just using your first name!
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Episode References:
CEO School Podcast: https://podcasts.apple.com/us/podcast/ceo-school/id1525261018
About Julia Taylor: Julia Taylor is the owner of LevLegal, LLC, a virtual paralegal and law firm consulting business. She and her team provide services like virtual paralegals, firm administration, operations consulting, and staff training, helping attorneys streamline processes, reduce overhead, and focus on practicing law. LevLegal supports law firms nationwide in various practice areas.
Connect with Julia Taylor:
Website: https://www.lev-legal.com/
Email: jat@lev-legal.com
LinkedIn: https://www.linkedin.com/in/julia-taylor-46355241
Connect with Steve Fretzin:
LinkedIn: Steve Fretzin
Twitter: @stevefretzin
Instagram: @fretzinsteve
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Website: Fretzin.com
Email: Steve@Fretzin.com
Book: Legal Business Development Isn’t Rocket Science and more!
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Call Steve directly at 847-602-6911
Audio production by Turnkey Podcast Productions. You’re the expert. Your podcast will prove it.
FULL TRANSCRIPT
Steve Fretzin: [00:00:00] Hey everybody before we get to the show want to just take a moment to do our Q& A from our listeners. This one’s coming from Thomas from Lake Forest, Illinois, which is right next door to me. He asks, I’m currently a transactional generalist. What are the pros and cons of specializing in M& A, for example?
Well, again, there’s something to be said for both being a generalist or being a specialist. I think the experts say the niches are in the riches. So again, if there is a particular area of transactional work that you either enjoy or are exceptional at doing, those are the ones that I would recommend specializing in.
Or if you have a particular niche of an industry, for example, let’s say that you work really well with manufacturers, you can stay a generalist, but focus on manufacturing and then, and then pick up all the manufacturers because you’re known and will become known for as being the great manufacturing MNA or transactional attorney.
Hopefully this was helpful Thomas in Lake Forest. Thanks so much and enjoy the show, [00:01:00] everybody.
Narrator: You’re listening to Be That Lawyer, life changing strategies and resources for growing a successful law practice. Each episode, your host, author and lawyer coach, Steve Fretzin, will take a deeper dive helping you grow your law practice in less time with greater results. Now here’s your host, Steve Fretzin.
Steve Fretzin: Well hey everybody, welcome back to The Be That Lawyer with Steve Fretzin. We are here twice a week, every week, and have been for about five years helping to continue to bring you critical information, help you grow your law practice, be your best lawyer self. And no different today. We’ve got a great friend and guest of the show and Julia.
How you doing Julia?
Julia Taylor: Great. How are you? Thank you for having me.
Steve Fretzin: Yeah, really happy that you’re here. We’re going to have some good times. Of course, have to start with the quote of the show. This is a Peter Drucker, do what you do best and outsource the rest. That’s a great [00:02:00] mantra and it rhymes. So good stuff there.
So welcome to the show and, and please, you know, share why that’s your quote of the show. I appreciate that.
Julia Taylor: Yeah I think it’s a tough lesson for. Not just law firm owners, but business owners in general to learn, to outsource what you’re not good at, or the things that you hate doing. Took me a while to get there to kind of let go and loosen the reins, but it’s something that I tell all my clients to do and do as often and as much as possible.
Steve Fretzin: I think it’s really, you know, delegation and automation. I, folks that listen to this show, they’re just hearing me harp about it all the time. And, you know, the way I see it is, you know, the fewer hats that you can wear, whether you’re at a firm or you’re running a firm, the better, it’s just too overwhelming when you have five, six, seven different hats.
That you have to wear all day.
Julia Taylor: I agree. You know, I speak with solo and small firm owners daily, and I’m often surprised by the number of hours that they’re working and their workload. And like, you know, [00:03:00] outsourcing is there for a reason and it will help you get to where you want to be in your practice.
Steve Fretzin: And we’ll get into the reasons why lawyers don’t delegate in a few minutes, but I wanted to introduce everybody to Julia Taylor. She’s the founder of Managing Paralegal at Lev Legal LLC. Welcome to the show and I’d love to hear a little bit about your background and how you came to be in the legal space, working as a paralegal.
Julia Taylor: Absolutely. You know, I thought I wanted to be a lawyer. And so I was pre law and decided to get a job in a law firm to see if I liked it. I quickly realized I did not want to be a lawyer, but I loved everything else about the legal field. So I started off answering phones in the basement of a big firm in Orlando and just kind of moved my way up to different positions.
Management, but finally in like firm administration, I worked with a really cool startup firm and just loved all the things about building a firm from the ground up, the logo, the staffing. And I thought there was a niche for it. When I worked in big [00:04:00] law, I had so many resources available to me as a non lawyer and I was seeing all the solos and small firms.
Struggling to do document productions and all the things. And so I thought there was a need to bring big law talent to smaller mid
Steve Fretzin: sized firms. Yeah, and then how do you go from that into running your own business where you’re helping folks get paralegals?
Julia Taylor: Yeah, absolutely. I, you know, it started, I was living in Atlanta and I hated the commute that I had to some days.
It was like two hours one way, if not more. And I was like, what can I do with these skill sets and also help these attorneys that are struggling on the other side. And so I just started tapping into my network to see who could use like paralegal help. And Literally the day we turned on the lights, we had attorneys like, yes, I need this.
And this was pre pandemic and it’s only grown since then. And then from that other services started to develop as I got in and saw some of the needs of [00:05:00] the firms and the software and back office operations, part of things as well.
Steve Fretzin: Yeah. So what does Love Legal do? What’s your primary function?
Julia Taylor: Yeah.
Our main bread and butter is we provide. U. S. based paralegals and legal secretaries, typically with at least 10 years of experience to firm so they’re able to plug in. I know there are a lot of services using overseas attorneys and things like that. We use paralegals who come from attorneys that have recommended them.
We’ve worked at least 10 years in a U. S. law firm. In addition to that, we do some software consulting and systems consulting and training and also subscription business management services. So all the back office things like billing and invoicing and newsletters, our attorneys can get that on a subscription basis.
Steve Fretzin: Okay. Wow. That’s really great. And I’ll tell you, it’s interesting that how busy lawyers are that they’ve been, people have been delegating up. Meaning that someone has left the firm and the associate, for example, and then the [00:06:00] partners are doing associate level work and maybe the paralegals are doing, you know, the associate’s job.
Like it’s, everybody’s like moving. It’s going the wrong way. Instead of pushing down, it’s pushing up and it’s driving, I can tell a lot of lawyers crazy.
Julia Taylor: Yes. I agree. And there’s just, I think the reason for that is it’s hard to find really experienced talent that attorneys feel comfortable. You know, delegating the work to, and, you know, maneuvering.
So I think that’s where we’ve found a niche.
Steve Fretzin: And it’s the trust factor too, that they, they feel like they need, you know, if they don’t have someone they can trust to get it done or trust that they, you know, with confidence that I think that’s where things start to break down and why they may not want to delegate.
There’s people doing paralegal work every day. That shouldn’t be.
Julia Taylor: Right, exactly. And just getting, you know, obviously varies by practice area, but just getting. A really good idea on like what market rate is for paralegals and associates and partners and structuring the delegation based on that is key.
Steve Fretzin: Are there other [00:07:00] reasons why you believe or see lawyers not taking advantage of hiring paralegals whether that’s in a full time capacity or in a virtual or even a part time capacity?
Julia Taylor: Yeah. Yeah, I think so, so many solos and smaller firms. Are geographically limited and so they the talent pool just isn’t there sometimes and so often they’re having to pull in entry level people or people who have Worked in medical practices or things where, you know, the job pool is a little bit more plentiful.
So, outsourcing is a good resource for just tapping into nationwide talent that isn’t available locally. And just being frank, you know, the cost of staff has grown astronomically. And so when you look at adding benefits and PTO and all those expenses that also come with having employees, many firms are just priced out of that.
Steve Fretzin: And with your main service of helping to find paralegals, is that under your [00:08:00] umbrella or are they bringing them on under their umbrellas as employees?
Julia Taylor: Yeah. So we manage all the paralegals payroll, taxes, benefits, and everything like that. So we take care of those expenses for the firms. The firms only have to worry
Steve Fretzin: about paying for the billable work that they do.
Okay. Got it. So they’re not really, you know. Taking on the same level of overhead from one capacity as they would if they just hired someone full time in house.
Julia Taylor: Exactly. And they can get as many hours or as few hours as they need so you’re able to get a full time paralegal without taking on the liability of all the taxes and, and so on.
Okay.
Steve Fretzin: All right. So then let’s get into the weeds on this because this is a topic that lawyers really need to consider when they’re over their skis and overwhelmed by all the work. So what should attorneys and law firm owners consider first when deciding which task to outsource versus keeping it in house?
Because there’s. You know, different types of work that you can, that, you know, keep in or, or take out.
Julia Taylor: Yeah. I always start with. [00:09:00] What are the things that are making you miserable that you feel like someone else should be doing? I know you can always get into finances and things and we’ll talk about that a little bit But I just start with genuinely What do you dread doing?
when you get up in the morning and go to the office or sit at your computer and Do you feel like those are things that could be delegated, you know? So starting there and just getting rid of those things that take you out of like building your business and bringing you joy You And then from there, obviously looking at it from a financial standpoint, what’s billable, what’s not?
Am I doing too many non billable tasks that should be delegated to someone with, you know, less experience or a lower billable hour rate or none at all? So I always start with those two things.
Steve Fretzin: Why do lawyers seem to wait so long? Like there’s all this, these things that they maybe have identified that they’re doing and then they just put it off and put it off.
Is it, is there a fear there? Is it just the money thing? Are they feeling like they’ve got to try overseas?
Julia Taylor: Yeah, I think definitely finances always [00:10:00] come into play and I think it’s looking at, you know, sometimes you just don’t know what you don’t know and like the average contract paralegal or contract attorney rate is usually way less than what you can bill them out market.
So if you’re doing billable work, even if you’re not, you’re doing flat fees and things like that, you can build your flat fees around. What those market rates are. So it definitely is a lot of fear around finances. It’s a lot of fear around giving up control, especially if you’re outsourcing overseas and, you know, wanting to have that human connection with your clients that sometimes it’s difficult to do when you’re using overseas talent
Steve Fretzin: and maybe they’re just not understanding profitability of it.
So can you explain how it works? Because I think, you know, there’s attorneys, let’s just give an average of four 50 or something an hour. And then they’re doing. Just about everything, you know, at their firm, for example, what’s, where are they missing the boat there on the profitability side?
Julia Taylor: Yeah, absolutely.
So it’s a couple of different things. Number one, I think about, let’s just say, Hey, I’m one attorney and I could [00:11:00] really use some attorney, additional attorney help. There are services out there where you can tap into some amazing outsource attorney talent, for example, like law clerk, you’re able to go on there.
And there are some amazing, well rounded experienced attorneys on there. and If you’re billing out at 4. 50 an hour, but that attorney’s rate on a platform like that is 100 an hour, you’re making, you know, over four and a half times, you know, what the attorney’s billing out, and that’s a profit center without you having to do the work.
And it works the same way with paralegals. Obviously, their rates are a little less, but they work the same way. In addition to that, being able to tap into practice areas and talent that you don’t have access to, whether you can’t do that work yourself or you are again, geographically. limited, you’re able to grow your practice and not do that work yourself.
So add practice areas and [00:12:00] disciplines and things like that.
Steve Fretzin: How different is it when they’re in person working at an actual firm versus being virtual in that, how do people determine which direction to go? And is it just based on how much paper they have versus how much they have sitting in a drop box, for example?
Yeah.
Julia Taylor: And then that goes into. All the things that you can outsource, you can outsource someone to come pick up your paper and scan it so you can work with a virtual attorney or virtual paralegal. You know, I think office space is often very expensive and you don’t always need that. So you could downsize your office into like a virtual space or co working space because you don’t need, You know, four or five offices for people to sit in.
You just need somewhere to maybe hold meetings and things like that. So it’s, you know, it’s looking at your overhead and your budget and seeing where you can cut those things. And oftentimes you can, you know, reduce your rent and use that to pay for the contract attorneys and things like that. So I think [00:13:00] it’s a combination of things, but it all goes back to just kind of looking at costs.
You’re overhead and your budget and even looking at, Hey, I’m not paying myself what I should. Okay. Well, if you had, you know, two or three contract people billing, you know, these hours while you’re doing business development, those hours kind of pay for your salary and your expenses and things as well.
Steve Fretzin: Yeah. I mean, it’s one of the reasons why I look very carefully and closely at lawyers activities because if they’re not, you know, doing the high level enjoyable work and the business development And they’ve got all the stuff that they’re doing beneath that, that they’re focused on. It’s a big concern for me because how are we going to be as profitable as possible or use your time as wisely as you can when you’re stuck in the mud doing things that are, that are below your pay grade.
It just drives me up the wall.
Julia Taylor: Yeah, absolutely. It’s You know, someone told me you have to either work on your business or work in your business and [00:14:00] obviously as an attorney There are things that you’d still have to do but there are so many things I see You know law firm owners doing that they just absolutely shouldn’t be doing so it’s you know Looking through and figuring out is this really something that requires my expertise and input that the client paid for?
versus This is just work that needs to get done and it can be delegated.
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Where else does this exist? If you’re a managing partner who’s looking to get off your lonely island and talk shop with America’s top rate makers, please go to my website, Fretzin. com and apply for membership today. All right, so a lawyer’s listening right now and saying, I made a decision that I want to outsource.
What are the common mistakes that individual lawyer may make in attempting to do it properly?
Julia Taylor: Yeah, I think not being clear about what it is that you want and need, you really do need to take, sit down, take some time and figure out, you know, what your expectations are, what your needs are. Do you have the tools in place to do it?
So, for example, if you’ve been working with paper, what do you need to do to get that paper on a cloud based system so that it can be accessed by, you know, staff that may not be in the office with [00:16:00] you, or do you maybe need a case management software like a Clio or a MyCase where you can communicate with clients and, you know, bill hours and see what everyone else on your team is doing?
So, you have to just get really clear about expectations and. Deadlines, timelines, tools that you want to use, that sort of thing. That’s where I would start.
Steve Fretzin: How about anything like personality wise, like for example, a lawyer has a particular like tough personality or easy personality. Should they be looking for someone that matches that as well, or?
Julia Taylor: I have found that opposites attract. So if I have an attorney that is really unorganized and, you know, has all over the place, I will put them with a very structured OCD paralegal. So in that aspect, or, You know, associate attorney or whatever it is, you know, opposites, definitely attract find people that play on your strengths or strong in areas where you’re weak.
Steve Fretzin: Yeah. I love that. And any suggestions on the interview process? So, you know, you’re working with an [00:17:00] organization like yours, how do they, how does the selection process work? How do they get it through to the finish line?
Julia Taylor: Yeah. I always say, whether it’s a full job description or not sit down and write down.
What you want, what you need, some of the tasks that you want to delegate. And that makes it easy when you’re using a service to kind of match not just skill set, but it gives you a clear idea of the type of attorney that you’re working with, that sort of thing. So write down what it is that you want and what you need.
I go back and forth. There are some really great personality tests and things out there, but sometimes I think Someone is overlooked because of a personality test. So always have those conversations. You know, those tools are great and I have a lot of recommendations on those, but nothing beats just sitting down and having that one on one conversation with whoever you’re considering hiring.
And I’ve found it best to have a second opinion sometimes. So if there’s someone else in your business that you trust who can give you a second opinion about the person and it’s always easy. Especially if, you know, if you [00:18:00] have multiple people in your firm, like, hey, this is how this person likes to work.
Hearing that information from a third party is definitely very helpful.
Steve Fretzin: Is there an opportunity to sort of like test drive the car before you buy the car? For example, like, can you give a paralegal A task to accomplish in the interviewing process to see how they handle it and work or is that not sort of an acceptable way to go?
No,
Julia Taylor: I definitely think that’s the way to do it. We do something internally with the paralegals that we bring on that is very similar. So, you know, obviously protecting your information and you know, any like, NDAs and things like that that you need to put in place to feel comfortable to do that because I get that question a lot.
Well, if I’m not sure, why would I give them this task or workarounds for that? But I definitely think test task or asking for writing samples, especially when you’re looking at like contract tourney. Hey, can you show me a brief or a research memo on things that you’ve done previously? And then obviously always reference checks and.
You know, if you’re looking [00:19:00] for someone experienced, they should at least have one or two other like attorneys or firm administrators that they’ve worked under before that can provide that reference. I try to steer away from, Hey, this person was just a coworker and we try to find the actual lawyers that they’ve worked with before.
Steve Fretzin: Yeah. Okay. I think that really helps us understand, you know, the availability and how to sort Decide and then, and then, you know, and then, you know, kind of recruit and hire, and then is there an onboarding process that you recommend or something that they do to try to make sure that the good fit that they just identified gets implemented properly?
Julia Taylor: Yes, we recommend. And I, when I work along some side firms and like a back office situation, we create onboarding checklist of, okay, not just like the, you know, the Software and hey, they need an email, but like what conversations do we need to have? What trainings do we need to set up? Do we need to, you know, schedule CLEs and things like that if they’ve got [00:20:00] certifications and things to keep up with.
So I definitely recommend creating onboarding checklist and. There are so many AI tools now to do it for you. You don’t have to do a lot of the like groundwork yourself. You can use a tool to get the framework done and then go in and customize it to your firm, but definitely having like an onboarding checklist.
Some people even do like a first day schedule, like, you know, and schedule time throughout the day or the first week to, you know, meet and go through things so that the information isn’t piled on all at once. Those are definitely things I recommend doing.
Steve Fretzin: I like that idea. I like the idea of having like a first day, a first week sort of schedule of like what you’re going to be trained on, what we need to work on, the time we’re going to spend together, and then the second week maybe is a little less.
Intensive. Yes. Maybe there’s less shadowing or less, you know, but I don’t think you go from zero to a hundred miles an hour, not, I don’t want to say with trust, but like with how you delegate, you want to delegate everything, but I think you need to also like trust, but verify. So like work [00:21:00] through for a week or two, like with maybe a high level of supervision and see how that goes and then slowly start to wean away.
Is that sort of the idea?
Julia Taylor: Yeah. I agree. I had a conversation with a client today who hired someone who supposedly had, you know, 20 years of experience in her practice area. And so she kind of went in, like you said, a hundred miles per hour and was like, I can give her all these things to do. And didn’t stop to think about, okay, well, you know, every firm does things a little bit differently.
Some firms are behind on technology and maybe she had to do these things manually. And it’s like, okay, well now I feel like she’s spending a little bit more time than I anticipated. And, and that was my advice. I said, you know, slow it down and let’s take it one week at a time. Like what are the most pressing things that need to get done?
Let’s take two or three of those. Because sometimes it’s not, Hey, this person is a bad fit or they over, you know, over promised on their skills. Maybe it’s just, [00:22:00] this is a lot at one time. Let’s slow down and take it one step at a time. One task at a time.
Steve Fretzin: Well, that’s why I say trust but verify, because I think like I had a, you know, a lawyer who’s telling me that they’ve been doing business development for 10 years.
And when I evaluated that attorney, it was, they had done one year of business development 10 times. So it was the same, right, sort of bad skills that weren’t really, you know, lots of experience, but not anything that was making things happen. And, you know, so I think that’s what you’re saying a little bit with, you know, either old technology or just not being up to speed.
So I think that, you know, it’s, you know, getting the, getting, getting things moving, but I think you wouldn’t need to take it slow at first, regardless of what they might say they can handle. And then you mentioned a few minutes ago about technology, and it sounds like you have quite a bit of experience in that arena.
Are there. Particular either new technologies or new automations that have come around the last year that you’re excited about that you’ve been sort of sharing with people.
Julia Taylor: Oh yeah, absolutely. I love this [00:23:00] word plugin called Ghostwriter Legal.
Steve Fretzin: And is that, you said that’s a part of Jack,
Julia Taylor: JackDBT or like it?
It’s a one time subscription fee and the founder of it is great. I got on a zoom call with him and I was like, Hey, I think this is a cool, a tool that would be really cool for my law firm clients. And he answered questions and showed me how to use it and spent all this time. On it. So I think that’s a really cool tool.
And it’s like for an attorney, you can say, Hey, I’m a personal injury attorney working on a complaint and I want to sound aggressive. Right. And it’ll like tweak the language and help you work through that or whatever tone you want to have. And I think that’s a really cool tool. So that’s been a favorite of mine.
And then I just think the case management software out there, all the top players, Cleo and smoke ball. In my case, they’re just really wanting the game in terms of like automations and things like that. And they’re getting better and better. And so, you know, whichever one you choose, I think you’re going to get a really cool product out of the box.
And some of them are tapping into the AI [00:24:00] already. And some are, you know, not quite there yet, but they’re getting there. And so I’m really excited to see how they incorporate AI into some of their automations and things like that. But, you know, if you’re not using a case management system, I always say it doesn’t matter.
Which one you use, obviously some are better for some practice areas versus others, but getting something and fully leveraging it and utilizing it and learning about the automations, most of them have free trainings and, you know, certifications and things that you can take to get up to speed on that.
But especially if you’re going to incorporate a virtual team, a good case management software is really important.
Steve Fretzin: Yeah, and if you are not like tech savvy or sort of a nerd for that stuff, I would definitely recommend working with the company or working with a third party to not only get you trained, but also to handle the customizations because that’s a big problem is like, They give you something off the shelf in a box and then you have all these things that you want out of it or all these [00:25:00] things that angles of like how you want it done that it can be done that way it just isn’t set up that way so I just want to put it out there like when I did law Maddox, and I’m not a lawyer but using law Maddox and loving it and.
The automations are all customized to you saw this when you signed up for the podcast, right? I mean, all the different forms were filled out. My contracts were automated. I’ve got, you know, lists of people that I can email. So it looks like an email, but it’s not. It is an email, but it’s, you know, it’s, it’s customized.
So I’m not writing a hundred people, you know, Individually, which would take forever. So I just want to put it out there, how important those things are as well. So I think what we’re covering is like technology delegation, and just like, how can you really open up to focus on the things that are either highly billable or the things that can help you make more money, like business development and marketing activities.
Julia Taylor: Yeah, absolutely. It goes back to what you were saying about just hiring in a consultant to do the case management [00:26:00] customization for you. There are so many things that people sometimes don’t even think about that can be outsourced. You know, both virtual receptionists that will answer the phones 24 7 so that you and your team don’t have to do it and that you never miss a lead.
Or medical records retrieval or, you know, just getting a newsletter and social media post out, you know, there’s dozens and dozens of things that will generate revenue for you. But don’t require that you do any extra work, maybe than just, you know, saying what your expectations are and, you know, meeting frequently with the team that you’re outpursing to.
Steve Fretzin: Well, that’s a great place to wrap things up, Julia. I appreciate that. Let’s talk about your game changing podcast. And I will tell you, this is one I’ve never heard of. And immediately when I saw it, I thought it was a book, but it’s not. It’s a podcast and it’s called CEO School. And what the heck is that?
Julia Taylor: Yeah, it’s just a, I love it. It’s a very inspirational podcast from a woman founder. And she starts every episode saying, you know, less than 1 percent of women business [00:27:00] owners reach seven figures. And so her mission is to help women get there. And when you think about how many millions of women there are that have small businesses, the 1 percent of them hit that mark, it’s just remarkable.
So, you know, they give tips and tricks on, you know, business development, personal development. They have other. Female founders and well, not just female, but founders in general that come in and have. Cross that seven figure mark. And so while it’s not legal specific, I’ve learned so much from that podcast.
I listen, as soon as a new episode drops in, I get the notification and I just think it’s really cool what they’re doing.
Steve Fretzin: Awesome. Well, everybody check that out. And as we wrap up Julie, I want to thank our sponsors, of course, LawHer, which is another very inspirational podcast for women with rankings IO.
And Sonia Palmer, she was just on my show recently and of course Rankings IO who’s doing some great top level marketing for mostly BI attorneys and firms that are looking for a lot more leads. And I [00:28:00] also just want to mention if you’re enjoying the show, everybody, please take a moment and just click on your Apple reviews and give us a kind review if you’re enjoying it.
Really appreciate that. Let more lawyers know that we are available for them to, you know, be that lawyer if you will. So if people want to get in touch with you, Julia, they want to learn more about your company, Lev Legal, what, what are the best digits for them to reach you?
Julia Taylor: Yeah. Feel free to go to our website, lev legal.
com. There’s a. Link there to request a free consultation and schedule that and then I am trying to be as Available on LinkedIn as possible. So find me I’m Julia Taylor on LinkedIn and shoot me a message and I’m happy to answer any questions you have Give any recommendations of some wonderful outsourcing partners that I know Based on needs and, and, and things like that.
Steve Fretzin: Yeah. And based, I mean, look, I’m in the weeds with the lawyers all over the country and there is such a great need for your services. I would be surprised and somewhat disappointed if you didn’t get a few calls from this [00:29:00] podcast because. People are just overwhelmed right now. They need help and they don’t necessarily want to, you know, bring out a full time person, you know, from day one.
They have, you know, they’ve got to start small sometimes. So I think you’re such a great outlet for that. So thank you and thanks for coming on the show, sharing your wisdom and letting us know more about what you’re up to and how it’s helping attorneys all over the country really get their act together.
So much appreciated.
Julia Taylor: Yeah. Thank you for having me and we’re to working with you again.
Steve Fretzin: Yeah. Thank you. And thank you everybody for spending some time with Julie and I today on the Be That Lawyer with Brettson podcast here twice a week again to help you be that lawyer, competent, organized, and a skilled rainmaker.
Take care everybody. Be safe. Be well. We’ll talk again soon.
Narrator: Thanks for listening. To Be That Lawyer, life changing strategies and resources for growing a successful law practice. Visit Steve’s website Fretzin. com for additional information and to stay up to date on the latest legal business development and marketing trends. For more information [00:30:00] and important links about today’s episode, check out today’s show notes.
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