Reid Zeising: Scaling By Letting Go And Leaning Into Leverage

In this episode, Steve Fretzin and Reid Zeising discuss:

• Letting experts elevate your business
• Streamlining operations to unlock scale
• Embracing AI as a force multiplier
• Releasing control and focusing on what matters most

Key Takeaways:

• You don’t need to master every discipline to build something great. Real growth comes from casting vision, staying close to the customer, and surrounding yourself with people who are truly exceptional in their craft.
• Efficiency is built through intentional systems like consolidating updates, centralizing records, leveraging provider networks, and simplifying lien resolution. These practical shifts remove bottlenecks and free up significant time for your team.
• AI is not a replacement for lawyers but a tool that removes redundancy and enhances decision-making. Those who integrate it into their workflows gain speed, insight, and a clear advantage over those who resist it.
• The biggest barrier to scaling is often the inability to let go. Defining your highest-value roles and delegating the rest allows you to operate where you are most impactful while others execute at a higher level.

“AI is not going to replace humans. AI is just replacing humans unwilling to utilize AI.” —  Reid Zeising

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About Reid Zeising: Reid Zeising is the Founder and CEO of Gain Servicing, where he helps plaintiff personal injury law firms improve efficiency and outcomes through streamlined revenue cycle management and operational strategy. With a background in finance and investment banking, he brings a data-driven perspective to scaling businesses, specializing in areas such as lien resolution, medical record consolidation, and workflow optimization. Reid is known for his emphasis on delegation, hiring top-tier talent, and focusing leadership on high-value activities like strategy and client relationships. He is also an advocate for the practical use of AI in legal operations, viewing it as a tool to eliminate bottlenecks while preserving the essential role of human judgment and trust in legal representation.

Connect with Reid Zeising:

Website: https://gainservicing.com/

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LinkedIn: Steve Fretzin

Twitter: @stevefretzin

Instagram: @fretzinsteve

Facebook: Fretzin, Inc.

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]

Everybody before you the show. Just want to share that something really big is happening. On April 15, we’re going to be launching a new deliverable that will help you be that lawyer, confident, organized and a skilled Rainmaker, something that’s going to be a game changer for you as an ambitious attorney looking to grow every single year. Just keep watching, keep listening, and you’ll check it out soon. Thanks and enjoy the show.

 

Narrator  [00:24]

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  [00:46]

Hey everybody, Steve Fretzin, here and so happy that you’re with us the be that lawyer podcast. If you weren’t aware, we’re here twice a week, and have done so for the last five or six years, really, to help you be that lawyer, confident, organized in a skilled Rainmaker. I really am so thrilled when I’m able to find a guest that’s going to add a lot of value to your life and your law practice and help you grow the way you want to grow. So whether you’re big law solo, anything in between, what can you take away from 30 minutes of this show? That’s always the question, and I hope it’s a lot. And I’ve got Reid waiting in the background here, ready to rock and roll and have some fun and make sure you guys feel like you’re going to learn some something brilliant. How about that? No pressure. Read exactly, right, all right. Well, let’s jump in, man and thank you for being here. We’ve got our quote of the show. This has been going on for many, many years now. The quote of the show, and this one really threw me for a loop. I have not heard this before, and I’m very curious to hear where it comes from. I’m not great. I am great at nothing. Is that what it is? All right, I was gonna screw it up. I just wasn’t sure how I was gonna screw it up. I am great at nothing.

 

Reid Zeising  [01:55]

All right, well, great at nothing.

 

Steve Fretzin  [01:56]

That sounds like my golf game, but All right, welcome and tell me about that. What does that mean?

 

Reid Zeising  [02:01]

So I’m proficient at a number of things, right? And I could see, in the case of this particular business, in the case of helping attorneys and law firms be more efficient, more effective, I could see the vision of a platform that was connected through healthcare providers, the various services that could be provided the various efficiencies that could be worked on, and I could program it up to three, maybe four, right? But I’m not a nine or a 10. I need nines or 10s to take me to that next step. Investment banker in finance, in the treasury world. I could function in many industries. I could model out many I’m a quant, but I’m still not great, and I recognize that, and I’m okay with it, and if I’m focusing on customer satisfaction and can see the market opportunity, but can get my own ego out of the way to recognize that I’m not great, to work with people who are great, then maybe I’ve got a chance of accomplishing those goals.

 

Steve Fretzin  [03:02]

Yeah. So it’s like just, you know what? You’re surrounding yourself with greatness as a way to pull out your greatness without having to be great always.

 

Reid Zeising  [03:11]

And if you can include the vision and the idea that you have, and you can connect with people who are highly skilled in the multitude of areas that you need in order to be effective. It’s a very empowering environment, because I’m not going to micromanage, because I’m not capable of micromanaging that.

 

Steve Fretzin  [03:28]

Yeah, fantastic, man. Well, that’s awesome. I love that. And everybody you’ve got, Reed sizing, CEO of gain chatting with us today, give us a little bit about your background, how you came to be so background, in a

 

Reid Zeising  [03:40]

nutshell, I was born in the US, in Detroit. I actually grew up in Tokyo. Left the country when I was seven, came back when I was 18, went to Michigan undergrad. Go Blue, yeah,

 

Steve Fretzin  [03:53]

nice job in NCAA.

 

Reid Zeising  [03:54]

Like, thank you, yeah, I’ll be in indie. I was just, I just flew in from the Elite Eight. I’m a die hard I bleed blue. Yeah, yeah. So went to New York as an investment banker. Worked in New York, in London and in Paris, before moving to Atlanta, investment banking gave me a great kind of overall financial understanding as a generalist, got to work in lots of different industries, then went on ran a hedge fund, statistics arbitrage, that’s where I got the advance the quant skills, and then did a public to private transaction. So in other words, took a public company private in a semi hostile transaction, and coming out of that business, which is a lesson that I’ll share later, I met and had two large trial attorneys needing help with financing for plaintiffs awaiting settlement. So kind of the traditional funding model that then morphed into the MediCal funding business that then morphed into the pure servicing and rev cycle business. Is that really wanted to provide care for those most in need? Yeah, wow,

 

Steve Fretzin  [05:05]

that’s really, yeah, quite a journey. And so have you set yourself up to sort of play a number of different roles within the organization, so you’ve sort of seen it all in that from the

 

Reid Zeising  [05:15]

bottom up. So I have the benefit of literally starting in an eight by 10 room with a co founder and an assistant. Yeah, he agreed at the time to be talking to the plaintiffs. I started off talking to attorneys and doing contracts and finance. There’s no role that I haven’t touched in terms of financing the claims, analyzing the claims, predicting the claims, risk management, sharing the information with attorneys, negotiations, settlements. I really, absolutely blessed to have touched it all. You know, it’s now a pretty substantial 150 person services. Two and a half billion dollars in medical claims has financed close to half a billion dollars in claims. So what came from an initial business in a closet with three of us to now I’ve had the blessing of touching every part of the

 

Steve Fretzin  [06:08]

business, yeah. And you know this, you know the conversation about scaling is kind of the cave I want to take a deep dive into with you. And I think for people listening that are big law, there is a way to scale your practice out, right? And for solos and small firm, there’s a way to scale your practice out. I don’t think it’s for one and not the other. So if a lawyer listening wanted to scale their practice like you’ve scaled gain, what are three to five, sort of operating principles that they should install immediately? And kind of, what does that look like in practice?

 

Reid Zeising  [06:39]

In my mind, four primary areas that can help them save time and increase efficiencies. One is consolidate your case updates. Those are required for all your lien holders. Do it with one source. Have that one source, share those case updates with all lien holders. Number two, when you’re doing demand letters, it’s incredibly time consuming. You can waste a lot of time requesting medical bills, notes and records. Work with a provider or consolidate those so that they are accessible for free. It is available in the marketplace, and you can do that, it will save you tremendous time. Number three, provider maps, know where and work with somebody who has a large number of medical providers, orthopedists, pain management, physical therapy, imaging and facilities that are willing to see patients on lean so that your case managers and paralegals do not need to be wasting time looking and searching for all of those specialties. Work with people that understand that, that have a broad base of physicians available, and then at settlement, incredibly time consuming if you have 567, lien holders, and you have to talk to each of them individually in order to settle and reconcile and reimburse on a case, consolidate that negotiate and work with one revenue cycle management company that is able to consolidate that get you one place to call the settlement amounts. This, the dollars available are this. And all lien holders get this end of story. You will be saving dozens of hours a month on those four specific things.

 

Steve Fretzin  [08:19]

Got it so it sounds like, if we’re talking on a bigger scale of just more general scale, that when you find redundancies or find inefficiencies, and in the age of AI, we need to start figuring out where those are, and then how do we reduce that overhead and reduce the redundancy? And is that a huge part of how a law practice or lawyer, can start thinking about how they scale their businesses, looking for those redundancies and inefficiencies, absolutely.

 

Reid Zeising  [08:48]

And look at where your case management staff, your paralegals are bottlenecking. You can utilize AI to do that. You can do it from your own experience. I mean, it’s fairly obvious. You’re just going to see. You can ask people, where are you bottlenecked? Where are you bogged down? So many of those, if it has anything to do with document request, lean resolution, all of that kind of very, very time consuming piece in the middle. So much of that can be automated and utilizing your case management system, you can API into a number of services and rev cycle services that can then make this available for free. And what we tell people is, we do this internally. AI is not going to replace humans. AI is just replacing humans unwilling to utilize AI.

 

Steve Fretzin  [09:36]

Wow. You know that might make some people a little more comfortable with what you just said, We will not replace already

 

Reid Zeising  [09:42]

smart enough these case managers, paralegals and attorneys. They utilize case management systems. Yeah, they’re already technologically savvy. They may have to learn to prompt and think through some things in order to test it and resolve it. And there are specialists out there that can work with you and help with that. It. But my point is, people get scared about that. You are already sophisticated and talented. You already utilize case management systems that is very similar to prompting an AI agent and getting rid of many of those redundancies. You know,

 

Steve Fretzin  [10:15]

it’s interesting. So, like, I think the way that lawyers would break free would be in the past, would be business development, like if you were the business developer, if you were the Rainmaker, you were the one that was going to run the firm. You’re going to be the one in control, building the big law practice, and everybody’s taking orders from you and that type of thing. And I think what I guess we’re saying, to some degree, is that certainly that’s not going away. But if you can become a user, and not great, but good at user may be great at using AI. You’re not going to be the one that’s let go or redundant. As far as people, you’re going to be one of the ones running the show. So maybe that’s, as we kind of know, that’s the new skill set, but that’s maybe we got to take it even further than that to be indispensable.

 

Reid Zeising  [10:57]

I think that what people can do is understand they are going to get a lot more efficient, right? And they are going to be necessary. Nobody’s going to just sign up for an AI bot to represent them in a personal injury claim. It’s not going to happen. The person that shows up is the person that they trust, the person that they want to communicate with. But what this will allow people to do? Attorneys, case managers, paralegals, heck, it allows in the finance department of the law firm, they still send out checks many times, right? So much of that can be automated. The people are still needed to oversee it, but the efficiencies are going to be tremendous, so just be open minded to utilizing these tools to eliminate the redundancies that a law firm may not hire a ton more people, but those that are willing and able to utilize these tools are absolutely going to be kept and extremely valuable.

 

Steve Fretzin  [11:49]

Yeah, so you’re look, you’re someone that has scaled a business, and there were things that you started with when you were two founders and an assistant in a room, and what did you have to personally change to be able to scale and what, what should a lawyer that’s holding on to work and people and jobs and too many hats? What do they have to start thinking about letting go of so it’s control.

 

Reid Zeising  [12:15]

It’s control that you have to ultimately, there’s a bigger conversation. Do we really believe we’re completely in control of our life. And I would argue, no, that’s a different conversation. But the point is, it’s control when you are used to you are a brilliant lawyer. You have done very well. You did well in school in order to go to law school, you did well in law school in order to practice. You done well servicing clients, and you did everything when you start it right. And so there’s the tendency to be fearful that if I let go of any of those things, that therefore something’s going to go wrong. And if you can accept working in the areas that you may be great in, and in the areas that you’re good in, but perhaps not great, hiring somebody who is the scalability that you get from that. My personal experience is in finance. I started in finance. My background was investment banking. I’m knowledgeable in finance. I’m a quant, and I hire people better and smarter than me in fpna, in Treasury, as a CFO, etc, same thing. If the attorneys can focus on the areas, somebody wants to touch base with them, they want to see the face, or they want to hear from them periodically, absolutely schedule for those things. But if you can hire excellence in the other areas and let go of that control, I think it’s the biggest benefit I’ve ever experienced

 

Steve Fretzin  [13:35]

as a leader. Yeah, and what I what I’m trying to do with is get rainmakers to stop practicing so much law and in the from billable hour perspective, and really be more of a strategist, like be the leader of the team where you’re strategizing over major cases, and then delta, and then push everything down to a team that you trust, and I think that’s that’s in line with what you’re saying. But is there a rule that you sort of either have internally or that you think would be beneficial for a lawyer to say, you know, I should not be doing this anymore.

 

Reid Zeising  [14:05]

You should not be writing these briefs. You should be reviewing these briefs. You should not be micromanaging the intake, processing medical needs of the client. You should be overseeing a case management team that does right? You should have KPIs and reporting so that you can see if there’s bottlenecks. You can see if there’s lack of continuing coverage, and especially as you were talking about lawyers, that bill right, that bill for their time, like I hear the horror stories. Oh my gosh. I asked AI to write this brief, and it quoted a case that doesn’t exist. That doesn’t mean that you don’t utilize AI, that doesn’t mean that you don’t put all of your prior cases into that. That doesn’t mean it means that you review these things as a human and you verify right. Trust but verify. It means that you do that. So if you can recognize the bottlenecks, utilize the tools, but make sure that you’re there for final review. I think that’s the highest and best use of your time.

 

Steve Fretzin  [15:12]

Hey everybody. Steve Fretzin, here and@lawyer.com They don’t just market law firms. They help them grow from connecting millions of consumers to trusted lawyers to smarter intake and industry leading events, they’re building stronger connections across legal visibility, intake, events, growth. That’s lawyer.com Check them out today, with proven SEO and digital marketing strategies that drive actual clients to your firm. Rankings.io. Prides itself on proof, not promises. Mentality. The best firms hire rankings.io. When they want rankings, traffic and cases, other law firm marketing agencies can’t deliver, get more rankings, get cases and schedule a free consultation@rankings.io today. Hey everybody, it’s Steve Fretzin as the you know, I’m the host of the be that lawyer podcast, and if you’re serious about growing your law practice, let’s talk. I’ve coached hundreds of attorneys to build bigger books of business without selling chasing or wasting time. This isn’t a sales pitch. It’s a real 30 minute strategy session to explore what’s possible for you in your practice. Just head over to fretzin.com and grab a time that works for you, and let’s make this your breakout year. I think strategy, business, development, leadership, like, you have to pick like, a couple hats, like, right now, I’m working really hard to I want to work with my clients, right? I’m not going to delegate that. That’s my that’s my jam. I love that. I don’t want to ever give that up. I want to focus on meeting with prospective clients, and I want to really create content like this and books and articles and help the industry and build out, you know, ways of adding value to the community. Then there’s 100 other jobs that I would have to take on, but I’m not right. I’m going to delegate to AI, I’m going to delegate to my assistants. I’m going to delegate to other people that I outsource to. So I’m not doing it, because I know the best use of my time, for the limited time that I have, are those three things. And so I think that’s really what’s important, is for lawyers to start whittling down all the different hats that they’re wearing to a few that are really the best use of their time and and their brilliance in their in the space that they’re in,

 

Reid Zeising  [17:23]

100% and business development, I think you just said it indirectly. You’re communicating with the client. The client has hired you, the client believes in you, and you also know that that results in the best word of mouth marketing possible, because you do a good job representing them, and they tell somebody in a similar situation, nothing better than a client calling as a result of a client who had great results with you.

 

Steve Fretzin  [17:49]

Yep, exactly, exactly so. And also the other piece of it is, what do you enjoy? Like, if you in really enjoy managing people and mentoring people, and that’s your passion. And you get, you get, you know, a lot of you know, energy from that, and you’re being told, Don’t do that. Focus on this or for you know, you know, maybe, maybe give that some more thought. Because if that’s where your brilliance is, and that’s where you’re gonna where you’re gonna enjoy it and that, and get the most you know back from return, you know, maybe there’s some other things that you should be, you know, turning away and turning and handing over and focus on that. I mean, I love what I do every day. I get up every day, you know, jazzed and juiced for how I’m going to work with lawyers. And I think if I had jobs that I had to do that I was loathing, like managing employees. That’s not my thing. I don’t want to manage, really, anyone. Then that’s why I don’t have any employees. I mean, that’s why I’m not involved with that.

 

Reid Zeising  [18:44]

Attorneys constantly get sucked into finance and HR, especially as they expand, right? And then they delve into the details, and they get sucked into it. And there’s a bunch of detail like, hire the best HR manager, have that handled for you. Yes, you have to interview. Yes, you have to do the final sign off. But that is not, you know, 10 hours a week. That’s two hours a week. Same thing in terms of finance, hire a competent controller or CFO and have the KPI set up so you’re getting constant information, so that on your weekly call or weekly meeting with your chief financial officer, you can ask the right questions, but don’t spend eight hours a week delving into those details. One example that I just want to give real quick, that I tell people to do what you love in what you said, is many healthcare providers work with attorneys, right and they will see patients, and they’ll see them on lean and it’s part of the process. Well, they get sucked into the same thing. They’re not seeing medical patients. Instead, they’re dealing with HR or accounting or they’re communicating with the attorneys. Number one, there’s legislative and judicial risk with that right that should be avoided. And number two, none of that’s any fun for. Of them, you got into the practice of medicine. To practice medicine see more patients, have better, greater outcomes and provide more value. Same thing for the attorneys. Pick the things you love, right? It’s easy to then designate there’s whether it’s internally or whether it’s externally, to outsource. Get rid of the stuff you don’t there’s so many options today.

 

Steve Fretzin  [20:23]

Yeah, so smart. The direction I want to ask you about is, so we talked a little bit about scaling, we talked about delegating and AI, and a number of different things there that I think are really crucial. Another piece of this is that, you know, I used to talk a lot about setting goals and achieving goals, and that was kind of my big play. And I’ve sort of moved in the direction, maybe it’s because of book atomic habits, or just, you know, thinking about the way people actually behave is really to focus on day to day habits. If I can get lawyers on a day to day basis demonstrating positive habits on the things that move the needle for them, seems to work better than just some big, scary goal that’s out in the future. What’s your sort of thought on daily, weekly habits that have the greatest impact on on your company’s growth, and that you would recommend for lawyers and law firms to think about?

 

Reid Zeising  [21:10]

Yep, I have two distinct areas that I absolutely dedicate time to that are incredibly important to me. So one is my self care and my physical routine that includes meditation. It includes reading. I don’t start my day. I don’t jump up and grab a screen. I don’t jump up and get online. I don’t jump up and, you know, ingest coffee first thing, right? I and send my cortisol through the roof. I literally meditate and read before I do anything. I also work out in a functional manner as often as possible. Averages four or five times a week, and I truly so physically kind of and mentally take care of myself. The other thing that is new in the last four years is I started working with AI agents very early on. Okay, as they were starting to develop, I was a beta tester of many of them, and I literally have plugged in all areas of business. So all seven of my direct reports, from Operations and Technology to finance and business development and sales, both law firm and healthcare and I have loaded all of their communications and all of the historic information into the agent that I continue to prompt on a daily basis. And so I prompt that to get KPIs and information, and it also reviews anything to highlight misses versus targets that we may had or activity that we were anticipating, so that it’s highlighted as it happens, not in a month end meeting or a quarter end meeting, or something that in hindsight I could have done something about today so physical Self care and the prompting of an agent that I have completely tied in with access to everything from all of my direct reports.

 

Steve Fretzin  [23:08]

Give me just one more minute or two more minutes on that piece, because I think lawyers are just now getting comfortable with chat, GBT and Claude and some of the online where they just, hey, I’m looking for a great restaurant in the city, or I’m looking for a vendor that can help me with this. Or, you know, just what channel is, what streaming services like, they’re at a very basic level. And then you talk about agents. What’s the difference between using chat GBT in a traditional manner and actually setting up an agent? What is an agent? How do you set up like, what is that all about? Yep, so

 

Reid Zeising  [23:43]

it requires more of a tech stack. So for example, you know, quad code share files where all our documents are, that’s dialed in to GitHub, and it’s managed with notion, right, which is a project management software. So it’s tying all of those together. An attorney now says, Well, I don’t know how to do that that is very easy to get to. You can do it yourself by spending a little bit of time on YouTube these days. Or you can literally hire a consultant to help you set that that up. It’s very, very easy. It’s very inexpensive, and it is not time consuming. Steve, if you ever wanted to do I don’t want to take, you know, too much time I would be willing I will completely disclose and outline the entire tech stack and how I set it up. It would take a little while, so I don’t want to do that. But it is a multi layered tech stack. It includes the tools that I mentioned and a few others. When you get those talking, that’s how it’s through the share file connection, right with GitHub notion and Claude code that I’m able to dial into those files so that the analysis can be done, it’s just more advanced. You can use Claude and Claude code, you can use chat GPT in its latest form, and download those documents one at a time for specific projects. But if you want it to work on an ongoing basis, you do need to create an agent, and you do need to have it live and tied into all of your file access so

 

Steve Fretzin  [25:09]

and so. The difference between using chat GBT and getting answers and setting up an agent is that the agent will not only know the answers, but actually take action upon it.

 

Reid Zeising  [25:18]

You can instruct the agent to take action upon it, to give you the highlights for it, to suggest the remedies for whatever it is that they’re finding from the daily communication and documentation. I also had, I mean, we have, you know, billions of dollars in history of the resolution of legal claims, right? I’ve had agents review all of that to begin to outline kind of case values, right, given various characteristics, third party liability, carriers and jurisdictions. So you can really, yes, take the agent to the next level by building it into your share file or whatever document repository you

 

Steve Fretzin  [26:00]

utilize, but that’s going to be a big part of how, going back to our original topic, if you will, of scaling that, I think they’re scaling in a traditional sense of how companies have always done it, and now they’re scaling in the age of AI where you’re developing agents, and you’re taking a tremendous amount of payroll and effort and work off of that plate, because you’re developing a business that is super efficient, as opposed to something where it’s maybe labor heavy. Well, we’re coming to wrap things up here reading, I know you’ve been waiting for this question the whole time. What’s Reid’s big mistake? Oh, my God. And please only keep it to one. Is kind of my secondary question.

 

Reid Zeising  [26:39]

I know comment, so I did a semi hostile takeover of a deal right before, in 2007 I took a public company private. I did downside deviation in the modeling at minus 5% for same store sales. It had never had negative same store sales. And in the end, in 2008 2009 recession, same store sales dropped to negative 13% I was over levered and went upside down and had $22 million in contingent liabilities hanging around my neck. Wow. I did not properly analyze two standard deviations out like a black swan event. I did not calculate for and I got it handed to me. It took me five years of non stop negotiating, selling of assets, redoing of the company, etc, to have all lenders and lien holders paid. And it was the most painful, biggest mistake. I simply was too optimistic. It is not that being an optimist hasn’t served me very well. But think just because I’m paranoid doesn’t mean they’re not after me. Yeah,

 

Reid Zeising  [27:50]

calculate downside deviation and look out for those because I got over levered, I was too optimistic and got it handed

 

Steve Fretzin  [27:59]

to me. Yeah. And so moving forward, you have that that experience and the pain that was suffered. So now I

 

Reid Zeising  [28:06]

test, yeah, I keep reserves. I test for things. I look at what happens if multiple things go wrong simultaneously, yeah, can the business survive? Can clients continue to be served? Can people continue to seek access for care? Can we help make law firms efficient if these negative things happen? Yeah, I build in more buffers and more reserves to make sure that we survive to play

 

Steve Fretzin  [28:32]

another day. And you know, Reed, the interesting thing is, you know, we’re taping this, you know, in a time where I don’t think there’s ever been more unknowns than right now. I mean, the economy, the political environment, everything that’s going on in the world. I mean, it could change on a dime. So that’s really important takeaways and advice for folks that are looking to acquire a new law practice or go out on their own or anything, not to stop it from happening, but to look at all the variables. That’s really, really great advice there. So yes, final thoughts, there’s

 

Reid Zeising  [29:04]

no better time than today. Don’t let the future uncertainty stop you from chasing that dream. Don’t let that suit your future uncertainty stop you from growing your practice. Those things are always going to be there. We’re always going to feel that it’s the most uncertain in history, because it’s today and it’s the fear that we’re feeling. So don’t let that fear inhibit you. Go ahead, but responsibly calculate and be prepared for if some negative things happen. But I just encourage you pursue that growth and

 

Steve Fretzin  [29:34]

pursue that dream. Yeah, well, a great way to wrap things up, of course. Got to thank our wonderful sponsors, lawyer.com, rankings, io, and of course, Pim com coming up. Do you ever do PIM con? You work with the PI folks. We do amazing, amazing program in October. Last one was at the Venetian in Scottsdale, first class, 500 you know, first grade folks. So there you go. Read. People want to read. Out to you. They want to hear more about gain. What’s the digits? How do they find you?

 

Reid Zeising  [30:04]

Yep, on the web. At gain servicing.com. My emails read R, E, I D. At gain servicing.com. You can always reach out to me. Doesn’t matter what it is you want or need.

 

Steve Fretzin  [30:14]

I’m happy to help. Yeah, well, absolutely fantastic, man. I have my usual page of notes, and I’m going to create a bunch of great video clips. They’ll be up on our YouTube, on our website, and I’ll make sure I get them to read so we can put them out on social. And, you know, guys, this is, you know, one of so many different topics that we talk about on this show. And, you know, scaling and habits and AI, we covered a lot of ground today. So really take to heart what you’re hearing and how you’re going to use that information to make better decisions for your law practice, your law firm. Reed, thank you so much, man. I appreciate you and coming on the show and and just taking some time to share all this wisdom where you’re not great at everything but, but I think we made it work anyway. Thanks, Steve. All right, and thank you everybody for hanging out for the last 30 again, hoping that it’s helping you to continue to be that lawyer, confident, organized and a skilled Rainmaker. Take care, be safe and well, and we will talk again so very soon.

 

Narrator  [31:12]

Thanks for listening to be that lawyer, life changing strategies and resources for growing a successful law practice. Visit Steve’s website, fredson.com for additional information and to stay up to date on the latest legal, business development and marketing trends, for more information and important links about today’s episode. Check out today’s show notes.