Jay Ruane 0:07
Hello. Hello, and welcome to this edition of the Law Firm Blueprint. I’m one of your host, Jay Ruane, and with me, as always, is my man Seth Price down there today, operating from BluShark headquarters. I never know where you’re gonna be. It’s Australia, it’s South America, it’s Europe, it’s on a cruise, and now you’re just home in the DC, Maryland, Virginia area. Great to see you, Seth. My day’s been a bit of a cluster. And how’s your day here?

Seth Price 0:31
But, you know, like it similar, but not at your level of cluster. There’s J level cluster, and there’s everything else. And tell us what went on today. Jay,

Jay Ruane 0:39
Well, so we, you know, we send a lot of text we probably send about 30,000-35,000 text messages a month, and today, I got a notice from my my text provider, that they’re locking down our account. And they’re locking down our account because it’s been hacked, and I’m thinking to myself, how the hell has it been hacked? We send all of our text messages through our CRM through an API key. What’s going on? Well, turns out that we were hacked because a number of our employees have been using legacy credentials to get into the website to send the text messages, instead of doing it through our CRM, because they want to be able to attach a picture of the lawyer, and we hadn’t built in and attach image to our CRM, and they didn’t bother to bring that to our attention and tell us we could have done this, you know, Two or three years ago, and one of them had gotten hacked, and that’s how the password got out there. So we had something like 90 new dashboards built in our account that were sending out hundreds of text messages. And so they shut us down, rightfully so.

Seth Price 1:57
Well, they did you a favor, because the last thing you want is everything.

Jay Ruane 2:01
Yeah, absolutely. Well, they weren’t being spammed from my number, but they were being because they were adding phone numbers.

Seth Price 2:07
But it wasn’t good.

Jay Ruane 2:09
Well, it’s also, it would also, if I had not paid attention to it my, you know, four, $500 a month texting bill would have been $1,500 next month, because all of a sudden, I’ve got 90 new phone numbers at the $10 a month that are sending out text messages. So it’s solved. I mean, it’s a really good it’s a life lesson for me.

Seth Price 2:26
I would say the bigger thing is, you know, look, we have gotten really dialed in. You know, we heard some of the nightmare situation where people are getting hacked into their financials. So I think the first thing I did was like, Look, I’m no tech genius, but I’m like, two factor authentication for everything, just everything, everything. Start with that, right? That that eliminates, like, Are there better ways of doing with a token over the text message? Yeah. But like, start with that, especially, you know, stuff as basic is bill.com we love bill.com as you do. You know, it’s like, no, we’re not. You know, it’s, you know, the people that got hacked, hacked were set up by their accountants and didn’t, didn’t think that way. So IT gets on. We’ve been using Andrew ficklestein put us on to these testing services that send fake things. And it’s amazing. We’re years into it, still, people are like, clicking on the shit. It’s, it’s really, it’s, it’s taking it serious, because it’s fine until it’s not fine.

Jay Ruane 3:29
Exactly. And for us, you know, we, we’ve gone over to two factor authentication for everything, but this was a legacy system that I didn’t even think people were looking for, and going into our wiki and finding the password for it and using it that way. So

Seth Price 3:48
there’s gumption. The bad news is, like their rogue player, like what you would do when you were an employee?

Jay Ruane 3:53
Oh, I got a funny story. I could tell you that. So I worked for the public defender’s office in Connecticut when I first got out of law school, and they brought in t1 lines, to to the to the courthouse, to the to the offices, and I, at that time, had also discovered Napster. And so I was downloading, you know, terabytes of songs every day while I was in court. I just download. Here’s all the ones I download. I plug in my hard drive, and I, I just do it, you know. And so I’m, I do that. I leave one office, I get reassigned to another office. And the IT guy shows up there, like, a month in. He’s like, we gotta, we gotta put on some, some breaks here, because, you know, there’s some abuse of the t1 line. And then he gets to my computer, and he goes, Man, I haven’t seen abuse this bad since that guy, Jay, left the the office up in Derby. And I’m like, Oh, I’m Jay. They moved me here. He goes, dude, you’re my white whale. You have been eating our bandwidth. And I was like, Well, no one told me I couldn’t download this stuff, so I started doing this. He’s. You. He’s like, I’m gonna block your computer so you can’t do anything. But it was just kind of funny.

Seth Price 5:06
I have a similar story, but it was on my own dime. I was living in a rent controlled sublet on Central Park West 88th and Central Park West, next to Kevin Bacon on the park. Best deal I’ve ever had in my life, and to get RCN cable there took an act of God. I literally got to know one of the SVPs, you know, through phone and email, and was one of, I believe, 40,000 people on the island of Manhattan that was lucky enough to get a line, because they were so dysfunctional at putting people in, which meant that my speed was so lightning fast that the last night before they closed down Napster, I burned 13 CDs of every song it would hold. I still have those CDs somewhere.

Jay Ruane 5:53
You don’t have a CD player anymore. That’s the thing.

Seth Price 5:55
I know, I know, but I did digitize it eventually. I don’t know where it is.

Jay Ruane 5:59
I’ve got a I’ve got a box, like a bin in my garage of all the CDs, because I worked in radio when I was in college, and I used to go to the CMJ, you know, event down in the city, and I’d get white labels, and then they turned into white labeled CDs, singles from Tommy Boy, and all those labels. So I have so many that I just probably need to sit my kid down this summer be like, digitize my whole music collection.

Seth Price 6:26
I’ve tried those projects. They don’t, they don’t go so well.

Jay Ruane 6:29
Well, I’ll tell you, speaking of, speaking of putting your kids on stuff, I had my daughter in the office last week. She had a day off from school, and she was looking for something to do, and I got her using AI, a good prompt, and in a bunch of different town names and stuff with a spreadsheet, she created like, 100 pages of content for us in about three hours. And it’s good quality content. We’ve run it through Grammarly. We’ve run it through a couple of checks. It seems to be, you know, individualized enough that it’s not going to pose any red flags. And I think that that’s something that I may put her to work doing this summer.

Seth Price 7:07
Yeah, I’d say belly caution is, you know, from an SEO point of view, like we’re I feel like, in one sense, you know, things are jamming. Keep hearing SEOs dead. I mean, we’re just crushing it. Month after month, clients are doing great. One of the things I would say is just be careful that the what feels good on and look, I get it. There are places for it. But just, you know, the ripping off of chat GBT and throwing on the website is sort of like the equivalent of the Philippines links circa 2007

Jay Ruane 7:40
Yeah, I agree 100% you know, what we’re doing is we’re doing is we’re getting very specific about the type of stuff that we want, and we’re inserting it into pages that we’ve already drafted manually so that we could beef those up, you know. So that’s

Seth Price 7:53
legal pages, about stuff that’s local, that’s a little bit different than the regurgitated, you know, Injury Lawyer, criminal lawyer, stuff.

Jay Ruane 8:02
Right? Exactly, exactly, exactly. So I’m pretty happy, but I’ve been, you know, since we haven’t had a bunch of episodes, I’ve been going down this AI rabbit hole. We now have a prompt that we’re using with a series of 50 questions to get mitigation reports. I think I talked about that. I now have a prompt where I can get offer and options letters out to clients where we break down, sort of, sort of like a demand letter on the PI side.

Seth Price 8:26
Well, of those, while we’re online, can we get you for like, you know, 10-15, minutes at the the Fisher event on the 30th in New York, come in and, sort of, I think we’re only about 20% non pi. But I think the concept is powerful. If you’re able to make it in.

Jay Ruane 8:41
Yeah, if I can make it in, I absolutely will. I’ll probably come in that morning. I think, I think I’m clear I’m hoping to make it happen. Because I think, you know, I love being in that room, talking with people who are thinking about the future, thinking about things that can be done. But it’s really amazing. I, you know, I went down this i if you’re out there, type in master prompt into your search engine of choice, and there’s a guy out there named…. I’m trying to get in his What is this? The Master Prompt Method trying to remember what this guy’s name is. Tiago Forte was the this guy was and hated Miyamoto. That’s it. Tiago forte hated Miyamoto. They did a YouTube video about how to build a master prompt. That’s when you go in to your settings and you tell the AI about who you are, your business, what your goals are, the people in your firm, the people that you have working for you, how you outsource your products, and then you can create AI trigger. I mean, my master prompt now is like 30 pages long, but now I can go into either Claude or into Rock, or into ChatGPT, and that’s usually the order I go. And I can ask it for things, and it already knows my revenue run, my growth plans, & all of that stuff. So it’s able to give me better ideas, like I was able to say, “okay, you know, take a look at all of my lead magnets for the criminal mastermind. Which ones Am I missing?” And it suggested three or four that I never would have come up of off the top of my head. So this AI stuff is, is mind blowing. And I said to a friend of mine, I said, you know, I uploaded all my all my physicians names and phone numbers, because I guarantee you, within a year it’s gonna I can be like, hey, book my appointments with my doctors and just let AI take care of it. For me, our voice AI is working. I’m really excited about this AI stuff.

Seth Price 10:47
So that is awesome. Hopefully get to chat more in person next week. I got something I’ll just throw at you, just for that thought might be, you know, an aha moment I had, I had a great, you know, great, favorite employee. And when I came into work in the morning, I was always like, the mornings were rough. They were like, beyond just sort of like, hey, you know, old school, you come in, you get your coffee. We don’t, we know. And I was like, What is going on here? And I, you know, again, I’m a couple levels up, so I’m trying not to get into the weeds. But whenever I spoke to them, one of the things that historically, I’ve always it’s been a blessing and a curse. I can ask three questions to an employee and find ever whatever the hell they’re not doing right, comes zooming out. So they would yell at me. It’s a process problem, and I’ve gotten away from this. I only talk to directors. I’m not playing that game. But it does suck when you get to people. But I had this aha moment where I was like, did you get breakfast this morning? And the answer was no. And it all of a sudden hit me, you know, with the switch between working from home, where you have a fridge in front of you, to going out, you know, to getting to work, that there are people that are, that are doing it. And, you know, look, Bloomberg has free lunch, free breakfast, sitting around the office, and we have snacks in the office, and we bring stuff in on Mondays and do Starbucks one morning of the week. But like, are, is that something that we are now, especially for sort of younger employees that aren’t set up at home with a family fridge, but might be living in a group house where people run out and again, this is, you know, our firm. This law firm is not a we have keurings there. We have snacks all over the place. But is that something where, you know, if you know, talk about, you know, you need people talk about mental health a lot. But, like, is that one of those things? Again, it was just one of those haha, moments that if somebody, if it was that much of a difference, that you could see it is that something that we need to sort of just be aware of, or have managers aware of?

Jay Ruane 12:53
Well, you know, I think it’s definitely something to be aware of. I will tell you, you know, my state. We’re lucky. We have individual voir dire, but the courts break for lunch at 1pm you know, they go, you know, trials are 10 to one and then two to five. And it’s amazing to me, because, you know, after doing this for 25 years, my body’s on that down that time clock, so that’s when I get hungry. But you know, you have people that come for jury duty, and they’re used to eating at 1130 you know, they’ve lost all attention. Their stomach is growling between 1130 and 1230 they’re not paying attention to your trial at all by one o’clock. And so, yeah, I think that’s something that we have to do. You know.

Seth Price 13:32
There’s things out there about sentences of people before and after lunch.

Jay Ruane 13:38
yeah. And I think it makes a huge difference. So, you know, maybe what I need to do, I mean, most of my people start on their way to court, given the nature of our type of practice, but it’s one of those things where it’s like, hey, get your coffee and donut or your bagel or whatever you need. Make sure that you’re, you’re paying attention to these things.

Seth Price 13:56
Or maybe just make sure that, you know, again, it’s more, it’s expense. But you know, as we focus on fewer rock star domestic employees, and you’re leveraging everything else, do we need to make sure for the people that we do touch, not that we don’t want the international people nourish, but much harder to reach out and do that. You know? So it is, it is, is a it struck me. And again, we talk about it. You know about it in jury situations, you know about it with judges, but you know, the same thing would be real in the in the workplace. I mean.

Jay Ruane 14:35
I like to keep my my office stocked with snacks. We have coffee for the people that are coffee drinkers. We’ve got one of those, you know, Bevy soda machines for people who like flavored waters and seltzers and that type of thing. You know, we have some stuff in the freezer in case you didn’t get to eat and you need, you know, like a, you know, a TV dinner type thing. But, yeah, I think it’s, it’s, you know, blood sugar does play a role in a lot of things. And people get into a system. I mean, I can tell you, back during COVID, times when we were all remote, one of the things that we did work on was, every month we would send a snack box to everybody where there and they could share their, you know, we would get creative snacks, you know, that type of thing, and whack it up and box it incentives people, and that was a way that we kept our culture together. Is because everyone was, you know, Oh, I like those M M’s, or I hated those, that type of thing, or those chips were delicious and those weren’t. So maybe it’s just something that, like you need to pay attention to the other things, and that’s going to separate you from everybody else. I got a question for you, and this deals with a long time employee. I’m interested in your in your take on it. So we’ve been in practice for 25 years, and one of our employees has been with us for 22 years. When she was a young mother, she asked for summer Fridays off, and at that point we could grant that, because we, you know, we figured out a way to make it work. Now, all of her children have now graduated high school. They are on and yet she insists that she gets summer Fridays off. Now, I did it because she didn’t have childcare on Fridays in the summer. It has come to be sort of a annual thing that, well, I don’t work on Fridays during the summer. I get three day weekends. And she’s pushing back against my office manager, saying, “Yeah, you you don’t get Office Fridays anymore. That was an accommodation to you years ago because you had kids and no child care, but now you don’t have any childcare issues.” If we’re going to give it to anybody, let’s give it to the young moms that are here. And this employee is put you back saying, I’ve had it for 20 years. I’m not giving it up.

Seth Price 16:50
Well, let’s back up for say. How long has she been with you? 20 years. 22 years. Yeah. And to me, I again, most people listening to this podcast, present person included. Wish we had staff with us for 22 years. If you’re lucky enough to keep somebody for 22 years and they want summer Fridays off, God bless. I mean that and again, assuming this is everything else is good to me, doesn’t cost you. You already have a big baked in, you know, taking it away, does you know you’re ill, will look right? I think there’s a bigger management question. So to me tell her, Seth says I think she should keep her summer Fridays off, and you should be thankful she’s with you 22 years. That’s me. But easier advice to give than to take that said, I think that it does something that I have seen in general, which is once something it’s part of, like the world that you and I have lived in as we’re managing, in my case, several 100 people across a couple businesses that once something is offered, it’s never coming back, right, right?

Jay Ruane 17:54
And that’s that’s a problem, because you can be super generous when you’re small and nimble, and hey, we all work together, and there’s four of us, and so we’re going to figure this out.

Seth Price 18:05
Breakfast. You could put breakfast out, but you better be ready that Monday breakfast is always going to be there, because if you stop, there’s a cost and a negative to it, and so that with each piece, each benefit, it’s just thinking about it, not interpret as you’re saying, exponentially with more people. And does it make sense as you grow? And are there going to be moments where it’s going to cost you, because taking it away like this, it made sense. It kept your retained and employed. And the truth is, at this point, you know, I look at it this way, the government, the federal government, and there were still government jobs they I remember, this was one of the things that always stuck with me, because I interned with the FTC that at in the government, you’re working eight hour day, like I know it was, I figured a half hour an hour for lunch, whatever it was, by working an extra half hour a day over every two weeks, that would give you Friday off. I hope, I think the math is right. So if you do something to that effect, maybe an hour a day, an hour a day, so there would be, there would be an hour a day. If you work nine extra hours, that 10th day, you wouldn’t have to work. So I would look at it this way. If this person’s giving you, with their 22 years of service, an extra hour of value a day, and that for 10-12, weeks over the summer, you’re not getting that, because they’d probably be, you know, you could look at it a lot of different ways, extra vacation. You can look at it that way. You look at the person so productive, but at the end of the day, it’s Does, does with that. Do you still have a valuable comp package? Pulling it back, really, you know, probably going to be more ill will than it’s worth.

Jay Ruane 19:51
Yeah, it’s definitely creating tension too try to pull it back.

Speaker 1 19:55
Anything! When you try to pull something back, it didn’t create tension.

Jay Ruane 20:00
Right? And then office managers reasoning was, “hey, yeah, you got this when your kids were little. Now we want you to cover and the other people who have little kids can take the time off, and they covered for you.”

Seth Price 20:15
like you were first at a time when one off deals were much more prevalent. I was king of that. I was known for the one off deal, everybody at the firm, and, you know, they slowly but surely, you know, said, Look, that’s great, just not great for scale if you want to keep a small team.

Jay Ruane 20:29
And I think that’s one of the challenges as you start to scale that no one ever talks about. They talk about, oh, you’re going to need more people, you know, you have to build in some redundancies. You’re going to have to more effective training. But you never really talk about, hey, if I granted this in to the year 2000 now it’s still in play, but I’ve gone from having one paralegal who gets that to now I’ve got 12, and only one gets that. How is that equitable? And I want to, you know, that type of thing, so it’s just a challenge. And I’m talking about it because I want people who are out there who are seeing their future arrive with scale to be cognizant there are things that you won’t even think about, like my IT issue today with the text messaging that people went grab the grab the username and password, and we’re using the platform rather than our CRM and and, and then this thing, so it’s, it’s, there’s a lot that can happen, is what I’m saying.

Seth Price 21:32
Give us to an oldie but goodie, right? My old favorite was giveaway titles. You know, somebody’s right out of college. They could be the CMO. You know, you have your IT guy who’s, you know, one year of experience becomes your, you know, your Director of Technology, and all of that’s great. And I thought it was a great idea, until a year later, they come and say, hey, the the CMO supposed to be paid $150,000 it’s like somebody needs to break it to the person. They’re not really a CMO despite,

Jay Ruane 22:02
right.

Seth Price 22:04
But when you’re little, it allows you to be, you know, gregarious and sure, tell your parents you’re a CMO. What do I care? I think we see that a lot. I mean, there’s a lot the word COO is thrown out that brings, you know, and that’s one where a true COO comes with an MBA, lots of experience. You know, $250,000-$300,000 salary, that is, you know that, you know. There’s the firm administrators, the office manager, firm administrator, you know, Director of Operations. There’s all these different stages in between which are great. And it’s a question of making sure that you I feel like as you grow, it mirrors the same concept that the discipline and order, which doesn’t feel as good and may have a slight disadvantage because you can’t use that as a carrot, actually has costs further down the line.

Jay Ruane 22:59
Yeah, it’s really this. You would think as you scale, it would get easier, but what you’re finding is more nuanced problems which take creativity, that it’s hard to come by, because I know how I would have solved it when I was five people, but when I’m 50 people, I need to solve it a different way. What are you thinking you’re gonna do this summer? Do you have any projects like every every summer for me, Memorial Day to Labor Day, even though it doesn’t fall into a particular quarter necessarily, because you got the end of quarter to the beginning of quarter three, I usually like to have some sort of sprint in my office, something that we’re focusing on. And one of the things that we’re focusing on in our office, the thing that we’re focused so, like, I guess it’s like an additional rock, I guess you would call it,

Seth Price 23:56
you know what? And as I’ve grown, I’ve moved, I’ve gone to real rocks. And don’t be disparaging. I’m just saying that it is rather than having a push, the answer is, we want to be pushing every quarter. So, you know, I’m trying not to go to conferences and come back with stuff and distract and throw it out there, but rather say, hey, we want these initiatives with AI put in place. I want these things with reviews put in place. I want these offline media pieces put in place and trying to sit there and not not just have a one off push, which is, again, there’s nothing wrong with it. It’s awesome. But I’m trying to be more disciplined, because before, I wasn’t setting rocks. And now that we are several years into Eos, I’m trying to follow that program and and make and make that a sustainable push, rather than just a one off energy.

Jay Ruane 24:53
Yeah, we’ve, we’ve started using rocks for last couple of quarters, and it’s, it’s really been helpful. You know? It’s just, it’s interesting to me that as we, as we do this, you would think there would come a point where you’re like, Oh, I think we’re in a good spot, but I can always find things that we can do better. And one of the things that we have found was, six weeks ago, I lost my executive assistant, who was my part time executive assistant, but really, my review Wrangler. Her job was to wrangle the reviews, and so each individual pod said we can handle this. We’ll be doing reviews for our pod, and we’ll get you. And it’s been just abysmal.

Seth Price 25:36
it’s not abysmal, it’s look, I preach this as loud as I can, which is, again, if you want to be serious about reviews, it takes a person who’s dedicated to it. It’s not if it’s not the number one thing on their plate, it won’t happen. It can be managed by somebody. Has to be you as the owner. Need to have that at the top of your pyramid. You need to have a person who’s who’s tasked with, you know, managing it, and you have somebody actually doing it. And if doing it. And if you don’t, I still clear as day we remember, we had intake, got intake director in charge of it, and, you know, numbers weren’t great. I’m like, what’s going on? The good news is our call. Volume was up great. We were going through growth mode. It was awesome. We didn’t staff up fast enough there was no bandwidth. So the answer is, if you want it like I am now preaching, anybody will listen, each review is worth $1,000 to your bottom line. Bottom line, if you open a new office with 100 reviews, is that worth? Is least $100,000 a year to you?

Jay Ruane 26:38
Oh, god, yeah.

Seth Price 26:39
exactly. I mean, you’re saying I’m being conservative. It may be more than that over time, right? So, you know, if you were hypothetically Could, could snap your finger and have 1000 reviews, and you could open 10 offices across the state with 100 reviews each, right? That would double your business, probably,

Jay Ruane 27:00
Probably. reviews have that much value. So okay, so let’s talk about this. Then you see this happening. Law Firm splits up. What do you do with those reviews? Because one of them is going to try to keep the reviews right.

Seth Price 27:15
We got better things to talk about. Let’s try. I have a big being flippant, but I’m also like, yeah, there’s no good answer. You know.

Jay Ruane 27:23
Really, is it because ethically, and you know, if I go off and start my own for another firm, those reviews aren’t for my firm, and it’s, you know

Seth Price 27:33
yes and no. I mean, like, they’re about you as the lawyer, and you know

Jay Ruane 27:37
But what, if they’re about people that I’m no longer partners

Seth Price 27:39
with, like, the ethics rules have not caught up with this.

Jay Ruane 27:43
Ethics rules are so far behind,

Seth Price 27:45
Exactly so. But I was gonna say, of all the things we can solve, we look, I get a lot of positive feedback. We had some really nice words from Tom Tona and others about about our work on the podcast. You know, I hope that we can, you know, again, there are one off issues which have no good answers, but like, what you were dealing with with your hack today? Like, those are the things that to me, like, the question of, should you have a summer push, or should you stay with rocks? Real, real debate, right? Right things. So I’m gonna, I’m gonna try to keep us focused. What’s our last topic for today? I’m gonna do the we’ll pass on. You know what to do with reviews, because, like, I also see people, you know, it’s amazing as you start to look out there. You know, breakups are bad. No matter what, there’s no good answer. Let me ask you a question. You had a pretty you were building a family law practice at one point.

Jay Ruane 28:38
Oh god, yeah, a decade ago.

Seth Price 28:40
Okay? Did you sunset? Is it still out there? How did you end up?

Jay Ruane 28:44
Oh, no, we got rid of it. It was for it was an associate that was with us that was good, that said that he wanted to do something else and wanted to get into doing family law. So we built it, built a website, built the content, built the ebooks, built the drip campaigns, built everything. After about nine months, he said, I don’t want to do this work anymore. He left. I wrapped up the few remaining files that needed to be wrapped up, and I got ready

Seth Price 29:14
that statement right there, though, is prophetic, and I think that people should take note. That is what the business owners responsible for. You can try anything you want. Jay is amazing at throwing things at the wall. Spaghetti at the wall. The thing you got to figure out is, when that spaghetti starts to fall, there’s nobody else to pick it up. It’s me, right? And that is the, you know, of all the nonsense we’ve dealt with, whether it’s the hack, whether it’s this, whether it’s that, I think that that’s one of those things that like as people think about building and scaling, you have two choices. Most people are not going to overstaff Because there’s benefits to it, but you’re not going to want to see the margin disappear from your own income, which means you are now that you know, chief bottle washer.

Jay Ruane 29:57
and that’s one of the reasons why I’ve structured my firm. The way it is now, like I’ve I’ve had to close out a couple of family cases over the years when we went away from it, I had to close out a couple of PI cases. Now, I know I could have referred those out, but at that point, you know the value I would have gotten wouldn’t have matched what I thought we had done in work wise. So I said, I can push these over the edge. I’ll try a couple of them, and I got good verdicts, and I settled the rest. That’s why I’m not even considering taking those cases in anymore, because I know at the end of the day, if you know somebody chooses to leave, it’s stuck on my plate, and I don’t want to do that. So I’m really narrowly focused. I’ve gotten two offers in the last two months to add practice areas by good lawyers who are like, I need people who can help me out overflow. You could build a you’re so good with marketing, you could develop more. And part of me saying, Yeah, but at the end of the day, you give me a murder or a DUI or a drug deal, I could take that file and stay in your lane. I’m in my lane, and I like my lane. I like my people, you know? And so that’s the other thing. You can have these wide eyes and be like, hey, I want to do Med Mal and civil rights cases and, you know, all this stuff, but it’s a lot of work.

Seth Price 31:18
I’d say the thing that I’ve seen, I can speak for myself. I’m sure you’ve had this. You have one good hit with something. You’re like, now I’m going to do that, right? We have some civil rights case again, you you’ve actually gone deep on it, but, like, we’ll get some sort of niche case. We’re like, Hey, we’re going to build this all out and it, you know,

Jay Ruane 31:35
I built that, I’ll tell you right now, I built out elevatorinjurylawyer.com. It generated, you know, because my buddies hit it for 14 million in New York City. And I said, shit, I could build out this website, and I can get some kind of it generates two viable leads a year that I refer out over the course. And, yeah, it generates some money, not a lot, not a ton. I mean, maybe one day it will, but we spent a lot of effort to build that website out and, you know, I’m not taking those cases now, I don’t want to have to put the effort and time into them, but, I mean, I have the system set up so that I can take them in process, them and refer them out. But I wouldn’t try to become an elevator Injury Lawyer as my main focus. Now

Seth Price 32:18
awesome.

Jay Ruane 32:19
That’s just and I wouldn’t even roll it into my own brand, because it’s so divergent from what we do.

Seth Price 32:24
Let’s wrap this up. I hope I get to see in New York. Anybody listening? May 30th Friday dinner the night before New York City. Mastermind experience. Looking forward to it. What do you got coming up next couple days.

Jay Ruane 32:42
I am in Dallas, June 5th and 6th, speaking to the Dog Days of Summer Seminar in Dallas. So that will be, I’m going to be doing a couple of presentations.

Seth Price 32:56
What’s the Dog Days of Summer?

Jay Ruane 32:58
It’s just a fundraiser for a Animal Shelter that’s put on by a friend, but she does a bunch of seminars every year on criminal law topics, and wanted to add the business component to it. So I’m going to fly down there hang out. I’m going to get to go to Perry’s pork chop, and I’m going to take an Uber out to a Buccees and check that out and try to film some media, social media stuff there. And yeah, so I got that, and then I’ll be in July. I’ll be at the NACDL Annual Meeting in Minneapolis mid July. So I’m gonna do a little traveling. I bought, I go, I rented a beach house for the month of July.

Seth Price 33:37
Where you going?

Jay Ruane 33:38
I’m gonna be a Fairfield Beach, right on the beach. I figured it was better to just focus and stay home for a month and be on the beach every day. Then then try to shoehorn in a week somewhere. So it’ll just be my wife really wanted to be at the beach for a month. So, yeah, I’m looking forward to it.

Seth Price 33:59
Sounds good.

Jay Ruane 34:00
Awesome. All right, folks, that’s going to do it for us. Thank you for being with us this week on the Law Firm Blueprint. Of course, you can take us anywhere you want to go by subscribing to the law firm blueprint podcast. If you listen, be sure to give us a five star review. Our users are going up and up, which is a good thing. So tell your friends about our podcast too. And of course, you can catch us live every week, live in our Facebook group, the Law Firm Blueprint, or live on LinkedIn, follow Seth for immediate updates as soon as we go live. Thanks so much, folks. Bye for now.