BluShark Digital 0:00
Welcome to the SEO Insider with your host, Seth Price, founder of BluShark, taking you inside the world of legal marketing and all things digital.
Seth Price 0:11
Welcome, welcome, welcome. We are honored to have Craig Goldenfarb here, a friend and law firm operator who has an awesome shop down in South Florida. Welcome, Craig.
Craig Goldenfarb 0:22
Thanks, good to be here Seth.
Seth Price 0:23
You know, one of the things I’ve enjoyed talking about over the years, in watching you scale your law firm has been the way that you’ve sort of put culture touchpoints as a, one of the things that sort of, at least from afar, seems to have differentiated yourself from other firms. Talk to us a little bit about how you’ve organized your firm, and you use things that may be, you know, not thought of as the normal law firm procedure of putting a firm together?
Craig Goldenfarb 0:55
Sure. Well, I kind of have two backbones to my firm–which is work culture. And I define that as a place where people want to come to work, and actually stay. I’ve had really low turnover, and really high loyalty. So that’s the first thing. And the second is really structuring your pay around KPIs and metrics. So if you really incentivize what you want to occur, you can really lead to good profits and a really comfortable place to work. Let’s take the first of those two sort of pillars that, you know, obviously, you know, there’s tons written on it easier to execute, you know, and like anything short, two steps forward, one step back, you can’t, you can’t have everybody drink the Kool Aid, you know, you try it, we try to refine our hiring over time. But we’re always ones that slipped through, what are some of the things you think that have helped with the hiring process to try to bring people together so that they do fit into the current golden bar culture? Well, the first thing is, you know, hiring the right person to head up your, your HR. So in my office, we we hired a person from Disney World, who actually was really well trained in HR, I mean, what better company is there? So her name is Michelle, and she was in HR at Disney World in Orlando. And she’s fantastic. And her whole attitude is that, you know, the happier and more comfortable your employees are, the more they’re going to be loyal and work for you, and work hard. And you know, you can’t always look over everybody’s shoulders. You know, if you’re complaining that your employees are on their cell phones all day, it’s the fact that they’re not inspired. They’re not passionate, they don’t care about their job. So either it’s a you problem or it’s them, but that means that you’ve hired the wrong person. So you know, it comes through me personally, I interviewed nobody.
So the only people I hire are my C level employees, which of course is you know, Chief Financial Officer, Chief Officer, etc. So I only hire or interview some of the higher level attorneys, and only the C level people, because our hiring process is so formal, that I don’t need to be involved. And she’s so good at it.
Seth Price 3:12
What are the things? Do you use any outside testing? Is it all? Is it all interviews? Where do you share it, as well.
Craig Goldenfarb 3:17
It really depends, depends on the job position. But we do use the disc test and the ISC for every single position. And we use that pre hire and pre interview. So if we’re interested in their resume, and we want to bring them in, we’ll send them the disc test to do before they even come in for the interview. And that’s about $65. So we think it’s worth it for the $65 to do the disc. The second test we do commonly depending on the job type is called the Colby. We do that on almost all employees. And that’s more of a personality test kind of like this, but it points out different things.
And the third thing we use, is the Jay Henderson’s company. That’s called real talent. He’s a guy believes in North Carolina. And his test is a little different because it points out risk factors. So it’s not your positive personality traits, it’s more like risk factors that you might want to avoid. So we use a combination of Colby, disk, real talent. Then, for the basic ministerial employees that have to be able to type and write, IBM, the old computer company has a suite of tests called prove it. And you buy like 1000 tests, whether it’s typing or, or dictation, or whatever skills are basic office skills. So when we have kind of low levels, employees that we need to make sure can write a sentence or type we use prove it.
Seth Price 4:37
Interesting. So let’s go go through this one show on the disc test. What is it that you’re looking for, that helps create the culture that you want?
Craig Goldenfarb 4:46
So for me, I’ve studied the disc for probably 10 or 20 years, through one of the coaching companies I’m in. And as you work with the disc test over time, you figure out that certain job titles require different combinations of character and personality. So a trial lawyer would be perhaps a high DI, D as dominant I as emotion. So, most trial lawyers and entrepreneurs are DI’s.
The letter C and the disc stands for attention to detail, following the rules, following orders. So if you’re going to have someone in your finance department, someone who needs to be a processes and procedures person, their C needs to be through the roof. So, everybody in finance in my law firm has to have a super high C.
Seth Price 5:35
And you can eliminate somebody at that point.
Craig Goldenfarb 5:38
Absolutely certainly, that’s right, so as you work with that particular test, you can spot what people need. I as emotions, being a people person having a very high in emotional quotient. So anybody in HR, for instance, should have a super high I, because they have to be able to deal with people, complaints, and problems. Most lawyers have a pretty low I, because we’re not that good at dealing with people’s emotions and feelings. That’s kind of a personality trait. So if you find a trial lawyer who has a good day, which is dominance, aggression, etc, and it’s matched with a good I– that person is going to be a super trial lawyer. So we really match up the job title to the desk.
Jay Ruane 6:09
Well, let me ask you a question. This is Jay Ruane, on our Max Growth Live, we’ve sort of talked about, you know, when you want somebody as an attorney, who is strong, but if they are too entrepreneurial, there’s a good chance they’re going to leave to do something on their own? Do you balance that at all? Is that a factor for you when you look at the personality tests, to sort of determine whether or not somebody is a good long term person to work with in your organization versus somebody who may be amazing, but is more likely to flee at some point?
Craig Goldenfarb 6:31
Sure. It’s a great question. So, you know, I, I know, so many lawyers operate from that mindset that they’re scared, somebody’s going to leave them. So I try to work instead of that kind of scarcity mindset, I try to work from the abundance mindset, which is more that if I have a good contract with them, which I do, that really makes it a disincentive for them to take cases, financially stealing case that just means leaving. So you know, my theory kind of is, and I’ve hired several lawyers where I think if I can get three or five years out of them, and they are very profitable during that time, then that’s a win. And usually when I hire someone with that mindset in my head, that three or five years would be fine, they end up staying a lot longer than I thought, because they’re really happy here. So the guys with an entrepreneurial mindset, if you pay them well enough, they tend to stay.
And I’ve had a couple guys leave me. I did get only three or five years out of them. And then, they went and started their own firm. But if you run your business properly, that’s not such a bad thing. So I don’t want to operate under the assumption that three or five years, if that’s what it ends up being, is such a negative horrible thing.
Seth Price 8:05
Understood. From the point of view of hiring, one of the things I’ve seen for myself, is we’ve taken a chance on several people coming from the defense side to the plaintiff side, and it’s been mixed results. We’ve had people that have been homeruns. And we’ve had people that nine to 15 months later say this is not for me, not the firm, but the plaintiffs practice in general. How do you how do you sort of protect against that?
Craig Goldenfarb 8:31
So I’ve, I’ve experimented just like you have Seth with defense attorneys, and I found a little worse result than you. So I’m at about 75% turned into about it was a crappy decision to hire.
Seth Price 8:44
To be fair mine is probably there, if I was honest with myself and put it all on the table.
Craig Goldenfarb 8:49
In the last five years, I’ve shifted away and decided that I want some other plaintiffs firm, to train that guy to be a plaintiff first.
Seth Price 8:59
I love it. Because look at the one that we’ve been successful on probably has that in there. I’ll give you my analogy. I don’t know how you feel about this. Somebody is moving to Florida, from Maryland. So he says, You know what, I like the weather, I like low taxes, I’m moving to Florida. And they they go for a job, whether it be as a lawyer or as a staff member. I get very nervous. To me, that’s a huge risk factor that they want a job to land. And it may not be that their that their bar is very low just to get themselves for their significant other into the state. You know, similar piece here, you want to know that somebody actually not only trained, but I don’t really want to be I was trained, I’m happy to train them ourselves. But do they want it? Similarly, so I was talking about both these things. First, you know, the the idea that once you get somebody who’s seen the plaintiff side, you would least have a better shot that it’s where they want to be. And secondly, talk to me if you have any similar thoughts on people coming from out of state and how do you handle that.
Craig Goldenfarb 10:00
I think your analogy is perfect. And I love it. And I agree with it, which is that I want somebody first to see if they can handle the plaintiff side. And I don’t want to be that guinea pig. I don’t want my law firm to be that guinea pig. And the same thing with moving from out of state, they may come here and hate the roaches and the humidity. So I want them to already be used to the roaches and the humidity in the alligators first, and then they’re committed to Florida and then I take them from that planes firm. So I think it’s great that I don’t want to be what I call the guinea pig, or the the battleground. So I’ve hired a bunch of defense lawyers, who were plaintiffs for two years. Exactly. They realize they are what a crappy firm but at least they like plaintiffs, they like Florida, and now I get them.
Seth Price 10:40
Gotcha. And so you know, we see this on a bunch of areas, something that I’ve talked about, we’ve seen it less with the numbers hitting. I don’t know if you’ve ever seen this, when you go to hire. There’s an administrative person and let’s talk about the old normal, and that person might come in at $50,000. But they had a job at 85,000 plus a $5,000 Bonus at 90, that was nonsensical. And the business either went out of business, or it was a nonprofit that then laid them off because they realized that it was a disproportionate salary to the skillset. I take a philosophy that I never want to be the person who says you’re not worth 85 or 90 thousand. Because they’ll come there and be like, I need to get out. Versus if they don’t have it, they leave that job or they’re unemployed for a period of time, at some point, it resets in their mind, they see that it’s not have you had any situations like that?
Craig Goldenfarb 11:31
I have. So once you it’s kind of like forcing a girl to date you. It’s gonna go wrong, because she ended up saying yes, because you just beat her over the head 100 times.
Seth Price 11:41
Or she nothing better to do on Saturday night.
Craig Goldenfarb 11:43
Right or you’re the last choice. So if someone, if some other law firm gets the person to accept maybe a lesser value than they thought they were worth, then it’s not you who convinced her to date you. It’s somebody else. So therefore someone else took the hit. So I think that’s a great analogy. And I like it and that has happened to me. So I don’t really like being in the position where I’m paying someone a lot less than they were that they were earning because then they’re going to be looking over their shoulder for another job.
Seth Price 12:09
So far we got disc test, they come in they interview what was the second test, the Colby test. He just passed away not that long ago. I understand. I think that’s true. When I was a baby lawyer this was the the book the cause celeb was the seven habits. Right? And they they it was brought everybody was given a copy. It was like the first of the big business books. So this is he criticized a test created by this is this was this? Was this done by the same seven habits or am I confusing this?
Craig Goldenfarb 12:09
I think well, Seven Habits might be Stephen Covey.
Seth Price 12:47
He helped create this or do you think he did?
Craig Goldenfarb 12:49
I think he did. I don’t really know to be honest.
Seth Price 12:52
Okay. So okay, so talk to me about the next test.
Craig Goldenfarb 12:55
So the J Henderson test was the other one.
Seth Price 12:58
No, but before we get to J. Anderson, wha,t what are you getting out of the second test before?
Craig Goldenfarb 13:03
Colby is used primarily by my office administrators. So I’m not familiar with that test as of yet.
Seth Price 13:08
Then will punt on that. And that will add a slide later, the video dude is doing? Well. We were gonna get this answered for our crowd at a later time. Okay, so they get through these to your office administrator, you administer the second test? It’s now time at what point do you bring in J Henderson to evaluate as an offer been made or pre offer?
Craig Goldenfarb 13:29
Pre offer, we still bring in J and his tests are a little bit more expensive, I believe. So we, we use J Henderson for paralegal and above is what we do. Because it shows risk factors. And it’s just an interesting test, because it approaches it from the opposite side as the other tests. So you know, if a person has problems with authority, which is going to be a problem, that is one of the risk factors that J can point out, or a problem with following procedures, like they don’t really they they’re a free spirit. And there’s really not a lot of room in my law office for, for free spirited people except in marketing.
Seth Price 14:04
Understood well. And even there, you gotta be careful, right? So let me ask you this. I’m, you know, like, Jay, you go through this, and this is something that I’ve seen, I wonder how you deal with it. So you know, there are certain jobs that are particularly hard to fill and times when you’re you’re trying to, you know, a lot of resources going into this. Do you use outside recruiters or almost entirely your own recruiting team? Do you pay?
Craig Goldenfarb 14:30
We do a combination of attendance. Again, it depends on the job title. So we use Paylocity is our payroll service, which is very robust and better than ADP or paychecks or any of those. So Paylocity has like a link with indeed, so you can actually post it on Paylocity and then somehow it sends it through to Indeed, in some way. So we do use the typical, indeed, postings, but I have nine headhunters.
Seth Price 14:59
We got so you’re using the outside people,
Craig Goldenfarb 15:02
We do, we use a lot of headhunters. And again, remember you only pay them if they give you a candidate.
Seth Price 15:06
Understood just a note to the audience, we just had a bad experience. Look, generally I don’t know your market, I try to negotiate between 15 and 20%, down from the 25 to 30. Correct. Generally, can hit that, we had our first in the family law space, I know your practice there. But we had a lawyer break just before the 90 days, and somebody signed a contract, I saw where there’s a replacement, great, but if they don’t replace this particular contract only offered a 25% rebate of the original fee, some don’t offer any just to note to self that like there are the contracts are not all created equal. And it sucks because you really want to, you want to build out that arsenal of many of them. And yet, if you don’t lawyer them, you know, it can cost as I’m in Prague ticket $8,000 hit on one.
Craig Goldenfarb 15:52
Yeah, we negotiate every contract separately with each headhunter. And we do it, and we try to get him to take three payments. You know, one, the first date that the person starts working .One that I think it’s 45 days, and then one at 90 days after hire, or after the start date.
Seth Price 16:09
Pretty good. And when they try to go to 75. To me, that’s significant. I want that full 90 day look before.
Craig Goldenfarb 16:14
Me too, me too. And most of the headhunters, you know, will will accept those terms. But you know, what, we have nine companies, so it took me, it took my time too. Pain in the butt.
Seth Price 16:25
It is, it is okay. So you, let me ask you that. So you get somebody, you know, you get the unicorn, they’ve done the first two tests, he gets a J Henderson, and he gives you a bunch of rich risk factors. You’ve fallen in love, you’re there. How, you know, this is one of my the issues that I have where I hear this, and sometimes, you know. Are you willing to pull, you know, with those risk factors yanked? I mean, there are times when it’s very, very clear. But you know, short of that, how willing are you to pull that offer or not make the offer based on something in the Henderson tests, you know, knowing that you’ve passed all these other pieces. It’s telling you risk factors, they’re not always going to come true. What are your thoughts on that?
Craig Goldenfarb 17:12
Well, we just use the J Henderson test as a tool. So we don’t have any hard line that something is disqualifying. But what’s interesting about that test, is if it points out that the person has problems with authority, you know, we interview the same person several times to make sure we’re gonna hire them. So after we get that test back, we’ll go back and talk to them specifically about talking to them about tell me about how you handle being told what to do, you know, and then you give them some scenarios and see if J’s test is accurate or not. And sometimes, you know, test can be inaccurate, or they can be confirming so we actually address those risk factors with the candidate and talk it through and see if we can really flesh out whether that’s something that’s really true, or if we think we can skate by.
Seth Price 17:55
Yeah, and it’s tough. I had a big hire late, and I actually used Henderson, as the final screen. Who was that? It was, it was that important to me. And it was, it was frustrating, you gave me issues, and they didn’t seem insurmountable. You know, there’s always going to be issues, we took a chance, and it’s turned out to be a home run. And so I’m always sort of, I guess, I wish there was like that line, where you could say, hey, if the issue goes beyond this line, you’re in real trouble.
Craig Goldenfarb 18:25
And though I know one law firm in Texas, that I’m friends with a guy named Mark, and he says if there’s three, moderate to severe risks, that he won’t hire the person. And, I think that’s kind of drawing a line in the sand, without a lot of thought, like just the number three, like, if J finds three risk factors too bad. I think that that needs to be dug into a little more than.
Seth Price 18:26
Well, and I’m gonna play devil’s advocate, because I agree with you. But you know, there are things that over time, statistically makes sense. Like, are you really never going to hire somebody who’s just a defense attorney coming out? You know, you don’t want to make that a hard line rule. But if you, if it never works out, you know, does that make a lot of sense? And that’s sort of here I got the out of town concept, where, you know, we’ve broken our own rules, but it’s got to be a pretty darn high bar, same as like jumping shot ship, jumping shops, you know, some some new, you know, thought leaders are like, it doesn’t matter if somebody’s bounced that you shouldn’t care. And I’m like, to me, it goes back to dating. I use that analogy a lot. I hope I don’t get sued for it. But, you know, if somebody’s dated five different people in the last six months, the odds of you being it are less good than if they’ve demonstrated at some point, they can hold a stable relationship.
You know, yes, it’s possible that you will be the light of their lives, but it just shows a mindset of where they’re at.
Craig Goldenfarb 19:51
Absolutely. You know, trends trends, you see are usually indicative of something. So yeah, we definitely use those things as guideposts. I completely agree.
Seth Price 20:00
So okay, you get you’ve dodged, you know, three tests and you’re, you’re ready to bring somebody on board? What are some of the best practices you see that sort of makes somebody successful? Is there anything that you do from offer through onboarding that you’re particularly proud of?
Craig Goldenfarb 20:18
Yeah, I mean, I mean, we do a lot of little stuff. And that’s why, you know, hiring someone from Disney World is pretty cool. Because she thinks of a lot of little stuff, you know, they show up for work the first day, and there’s a little gift bag on their, on their desk with a rose, if it’s a female, perhaps, or with some kind of little cool little something, if it’s a guy saying welcomed with a nice welcome card. And then they show up, and then there’s formal training procedures so that they don’t go just get sent to the wolves, so that you feel cared about. So there’s someone sitting next to them for literally two, three days, walking them through processes. And then they take a tour of the office and meet different department heads and find out what marketing we do they find out what pre suit does, they find out what litigation does, they meet the HR administrator. It’s just, we have such a formal process that let someone ease into stuff and get trained well, which creates comfort. So that’s just onboarding itself is a whole animal, of making someone feel comfortable. And once they start to feel comfortable, they start to trust you. Once they start to trust you, they start to work hard, and they start to care and they buy in. We introduce them early on to our mission statement, our core values, they meet me and have a little time to chat, I ask them about their family where they came from, because I wasn’t interviewing them. So I don’t know anything about them. So they get to meet the boss, there’s just a lot of little things we do at the beginning to try to set the course for them that this might be a place that’s a little different. And they may want to stay. So that’s just onboarding. And you know, as I speak a lot on work culture, and it’s a couple of hours worth. But you know, while they’re with you, you know, I asked them what their love languages. There’s a book called five languages Love Languages of appreciation in the workplace. It’s the sequel to the love languages book. It’s a great book. So since most people don’t know what love languages are, I tell them, or we tell them and we ask them. Is money, their love language ? Is appreciation, their love language? Is you know, what things are important to them? If it’s a single mom or single dad, it’s much more important to them to have flex time than to earn another $3 an hour. So that’s not necessarily a love language, but what do they want? what do they need? You may give someone a raise and a bonus, and they don’t care. But what they really would like to do is to be able to pick their kid up on Friday from school, and that would mean the world to them. So the extra two bucks an hour doesn’t matter to that person. Whereas the other guy cares only about money and doesn’t care at all about leaving early, because he’s a single bro dude, and he just wants to get money and be paid.
Seth Price 22:52
You know, I think I’m gonna leave the the once they’re on board culture first for a second conversation. But I want to conclude here, before we were talking about the upcoming conference with, you know, one of the things that is, you know, really trying that this is most topical right now is, you know, inflation and the great resignation and keeping salaries at a point to retain. While money isn’t everything, what we are seeing in our market, an entry level that was 35 to 42, nine months ago, is now approaching 50 to 55. With nights and weekends being persona non grata. What are you seeing? And how are you dealing with the increased cost of labor?
Craig Goldenfarb 23:43
Just like the rest of the country, we’ve noticed the same increase. One thing that we started to add, depending on the job title is a signing bonus. It’s like, you know, the NBA draft. So we’ve noticed that in our marketplace, law firms are doing signing bonuses, and that goes all the way from receptionist all the way to litigator. Unfortunately, we’ve had to adopt that and, and, and pay it. We do pay it over time, we don’t pay it the day they start because then they could quick jump to another firm, which would be awful like stockbrokers do that all the time.
And financial guys do that all the time. But we don’t want that to be in our office. So we’ll do a signing bonus payable over time. So that’s one little thing that we’ve added because our marketplace demands it.
Seth Price 24:24
One thing that I’ve hoped to have and it’s been gone both ways. I hope to have a relationship with the employees and enough of a bond that if they want to go or if there’s an offer out there that they would come to you. If money was the issue that they would come to you first. Are you there any things that you do, because people are there over time there’s a lot of people chomping at the bit you have nine recruiters, you know those, you know their competitors are looking at your place you have a pretty big target on your back as an established place known as a as a good shop. What are some of the things that you’ve done to make sure that you do get a bite at the apple, I’ll ask you that one final follow up on that?
Craig Goldenfarb 25:05
Sure. Well, we actually say we do have quarterly office meetings with the entire firm, like everybody. So we actually announced it publicly, we’re like, we know it’s a tough labor market, if you’re considering leaving, and it’s stuff that it might come down to just one issue, like you love working here, but it’s just about money. If you choose to, we’d appreciate an an opportunity to talk about it. We don’t want you to hold us hostage folks. And we don’t want you to use that offer as leverage. So that would be unfortunate. We probably would look down upon that, but please come to us. It was just about money, and we’d be happy to have the conversation. And if it’s just about money, sometimes we can talk sometimes we can’t, because we have pay ranges in our law office, that we encourage them to talk to us. It’s about 50% successful. Sometimes they don’t.
Seth Price 25:54
Right, we just had, it was actually a BluShark issue, where a longtime employee was given an offer that included options, which is, you know, not something we see as much with the law firm. We realize that we had been paying a bonus, that when you actually valued the options was commensurate with what they would have gotten. And so that we were able to salvage a very long standing employee who had got out, got an offer, and realize that that our comp package really was not far off, you know, a nominal raise made it so that we retain that person. And that did you know that that’s one of those pieces, I mean, there’s two sides, right? There’s sometimes when it’s a crazy number, and you’re like, you know, best wishes versus, you know, repositioning things and showing somebody that you’ve actually haven’t taken care of.
Craig Goldenfarb 26:43
Yeah, that raises one thing that my HR administrator does. She does a document that annual review time called Full comp description. And most people just think they’re paid their salary. But if you add in the incentives, the bonuses, the free week off at Christmas, our 401k donation, and you their health insurance premium value, then you get what they’re really earning. And it really opens their eyes, because most people don’t realize the value of you know, the sick day policy and this and that, and you have to put it in writing before they can even consider it. And then they do realize, like in your situation, that the stock options they were being offered was less than the bonus you’re giving them. So it does help to bring that to their attention.
Seth Price 27:23
You know, so it’s so funny, you say this, and we’re gonna we’re gonna bring you back because I want to talk, you know, once somebody is in in the bonuses, because that’s a whole separate topic that doesn’t deserve just a question. But I think that you’ve done that as well as anybody that I’ve met in the plaintiff space. But you know, absolutely. You know, one of the things I when I started the firm, we were very much like, let’s throw as much money at people as possible. And to this day, one of the things that I’ve done for better for worse, is not done a huge 401k match, but rather put every dollar we can in salary in order to stay competitive. But I almost feel like, you know, I always tell people, if you’re negotiating something, or it’s a bill, let’s say you have a client, and they’re upset about something, and they say, You know what, I don’t want to pay for this expert, I’m making this up. But whatever nonsense is that they, and to me, you never just say, Oh, sure, I’ll take it off. You say, here’s the net, take a big red pen, you cross out that number, you show them what they’re getting. And here’s the addition, meaning you want somebody to feel that that money has been given to them not just as a passing throw away. And I almost feel that I want I just had an idea, I don’t know how to implement it, which is, here is your offer, here is the here’s the salary and all these things, here are your benefits or other benefits like a match, and demonstrating what the effective value of that offer is all in, you know, showing that in writing versus just oh, we have these great benefits, like extra days off or once a week of vacation worth. And being able to put that full comp and showing this part is non taxable. So if you put that in a taxable component, this would be an all the sudden, you could get yourself to a number that’s quite substantial. Given the bonuses you’re talking about.
Craig Goldenfarb 29:10
That’s what she does. She hands that to the employer, the annual review time, and it’s called the full comp sheet. And the reason we use the word full is because it does value all of those things such as their Christmas bonus, and all these other things in the 401k match that’s available. So they get instead of earning 45 grand, they see that as really 56 grand. After you add in all these things that if they got another call from a headhunter they’re comparing 56 rather than 45.
Seth Price 29:37
Well, we’re gonna bring you back to talk about the next segment, but for now, tell us about the Seven Figure Summit that’s coming up.
Craig Goldenfarb 29:45
Sure, I give a seminar a couple times a year that really dives into all of my systems, my structures, everything I do at my law firm, and it’s called the seven figure attorney. And there’s actually a website. If you spell it out, Seven Figure Attorney. It’s on April 7 2022, which is a Thursday. This year we’re doing it at the Knickerbocker Hotel in Manhattan. It’s a one day seminar, it cost $999 bucks. And I speak. And my, my office administrator I talked about cheese speaks there. And we have a couple of wonderful speakers. And it’s really it’s the only seminar I know of where the law firm owner me is very transparent with my numbers and how I do things. And all the speakers are from most of speakers from the same law firm. They’re from my law firm. So we address different parts of how I run my business. And it’s really your I call it opening the hood, because I open the hood. And I really let you see under the hood of my law firm and how I run everything, and how I scale and how I market.
Seth Price 30:45
We’ll make sure we get a link in the video podcast that goes out. But thank you so much. I appreciate it. Can’t wait to see you in April at that event and have you back soon to talk about, you know, once we get somebody on board what’s next. So thank you so much and appreciate it.
Craig Goldenfarb 31:06
Look forward to it Seth. Thank you for having me on.
BluShark Digital 31:09
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