Jay Ruane  0:07  

Hello, hello! Welcome to this edition of the law firm blueprint. I’m one of your hosts, Jay Ruane. With me as always it’s my man, Seth Price, hanging out in the headquarters of Price Benowitz down in DC. A quieter DC with all the layoffs going around down there. But said, I’m celebrating two things this week.

Seth Price  0:23  

Two!

Jay Ruane  0:24  

Two. The Yankees are crushing it. So that’s a big thing. New bats? Yeah, I’ll tell you right now. The first thing my son said was, “Can I get a torpedo bat for baseball?” And I said, yeah let’s go look and see if we can get one. They already have the double wall.

Seth Price  0:41  

But, can they please hold a few of the runs off for October? I went to a game with Fisher. It was brutal. Anyway, I digress. Okay, what’s number two?

Jay Ruane  0:52  

Number two is, today is the third anniversary of the creation of the Criminal Mastermind. I posted about it three years ago today. It came up in my memories on Facebook, and I said, You know what, I gotta I gotta say, I can’t believe it. You know, I’m up to 50 people. We’re doing our first in-person events. We’re getting more and more traction, and it’s fun building a business from Jump Street, from brand new. You know, I’ve been doing a lot of things for 27 years. So starting three years ago, I feel like I’m getting my feet underneath me, and things are really going well. So that’s what I’m celebrating. What’s new with you?

Seth Price  1:28  

Let’s see. I’ve had some good business travel, and then in about a week headed to Baja Mar for my dad’s 90th. He’s practicing, still senior counsel to my firm. And you know, you know, really, really excited, very happy that we’re able to celebrate.

Jay Ruane  1:45  

Aw, I love Baja Mar. I love Baja Mar. That place is a nice little bar inside the Rosewood that you can have a drink at, or they have that rooftop. The kids will love the water park. I mean, it’s a great place to go.

Seth Price  1:57  

I’m really excited. 

Jay Ruane  1:58  

Well, there is something else you need to celebrate, though, you got a post on LinkedIn with over 200,000 engagements with it. I mean, that’s like that. Those are, those are not rookie numbers, my friend. Let’s talk about it, because obviously it resonated with a lot of people. So recap it for us. 

Seth Price  2:17  

Well. So look. A couple of weeks ago, or a couple of months ago, I decided to raise my LinkedIn game. I got a coach, focused on it. I saw other people like McKeen, who have done a really nice job, and Tony and others, and I was telling more stories. They were great, getting five to 10,000 occasionally. Something might hit 20,000-25,000 impressions, but it was sort of the story of what made me. A lot of stuff resonated as far as separating operations from the practice of law, things like that, and how we started the firm from Dave’s basement. People like those stories. A friend of the show, Jonathan Pollard, who’s sort of, I call him Tony Robbins of LinkedIn. 

He’s, you know, the top one or two most prolific guys on LinkedIn. He posted something, and he works with corporate non-competes. He’s in a very specific niche. He had posted something along the lines of gaps on resumes shouldn’t be a red flag, or even a flag, for that matter. And for somebody that has 300 employees across two businesses, and has probably hired in my lifetime, triple that number. I took issue with that. I was like, I’m not saying it’s a red flag, but if somebody has a gap on a resume, it’s a flag. Like, what’s going on? Is it massive?

Jay Ruane  3:29  

Did you have to do six months for your fourth DUI? Or, you know, were you taking care of a sick relative? 

Seth Price  3:34  

Or did you take off time to deal with a sick parent? Or, you know, what did you do when you were raising kids? Or whatever it may be? It’s part of a conversation. This is something that gets lost on LinkedIn because you put something on.  And it was really fascinating because for the first day, everything that came was my direct first connections, and they were pretty much very logical. I, you know, I said, basically, this is my thesis. 

It’s a flag, not a red flag. You should ask questions. But is there? You know, are they masking something, or the independent wealth you don’t really need to work, they may pop in and out? Yeah, it was all positive reinforcement. The second day was, all of a sudden, 10s of 1000s of people looking at this, and it was second-degree people. And there it was very much again, reinforcing. I saw my perspective, and it was overwhelmingly positive. By the third day, I’d hit the third degree of connection. So if somebody is not connected to you or me in this space, they’re likely not a person we’re close to right? Meaning that we have a pretty large network. At 19 I was on LinkedIn the first day. So by the third day, I was getting like, “You’re a terrible person. What if they were in jail and now you won’t hire them, or what if it was cancer? You shouldn’t be asking about it. None of your business. You POS.” I mean, it got heavy and it was fascinating.

I’ve never sort of been on that side of it. I know, like, objectively, you put controversy and stuff on LinkedIn, and it’s going to do well. But to me, I thought I was in a safe sandbox. I was being very nuanced and basically, I want to give you the opportunity. I’m not gonna…I’m not an AI not rejecting a resume for a gap, but I think it’s something that needs to be reflected on. As I got to the third degree, it was generally employees looking at this, like, “Why? Why can’t I get hired?” To me, it’s not that I want to hire people. I need people. I want people that want to be with us and that will remain with us for a period of time. If I could guarantee that somebody’s going to be with me for two years and be proficient, that’s a home run. 

But somebody who’s going to be with me for 3,4,5,6 months, that’s not a win. That’s the cost of the transition. It’s so much. So anything that I could do to sort of say if the person likes what we’re doing and we like them, that like dating, like we have a shot if you go off. If you sort of date somebody with deal breakers that you know you’ll never get engaged to no matter what happens, that’s a bad place. You could date for a little bit. It’s fun, but they’re never going to be with you longer term. And so to me, that gap is, you know, everything I say, I’m sure as I’m listening to this if this goes on LinkedIn, so it’s, how could you say, it’s like they like. Anything that I’m doing is looking at, “Is this person potentially going to be synergistic with what we’re doing and like it ?” Self-selecting. So what are your thoughts? 

Jay Ruane  6:25  

Well, I think it’s difficult. I think it does require a deeper conversation. I think it opens up questions. If someone’s job hopping, you know, you see something on their resume, they’re there for a year, then they’re gone for six months and another job for nine months. I mean, obviously, that’s a question as to whether or not they’re going to fit in and stay. And we both have talked in prior episodes about the costs of simply bringing somebody in new. 

The training time is the time away from tasks for other people as they’re training them. Even if you have a dedicated trainer, which most firms in our audience don’t, I think. The cultural thing of turnover also is something that you need to consider. Because if people are leaving after six or nine months, people, I don’t want to say it’s going to infect your culture in a sort of revolving door. But when other people don’t stay, the people who do stay, say, maybe this place isn’t the greatest place to be, and maybe there are places I should be looking at. And so I think, I think it’s something that you’ve got to

Seth Price  7:35  

Consider, no, you’re right. Like, there are so many different permutations, it’s so hard to get nuanced in a short LinkedIn post, but exactly that. If somebody comes and they’re not right for you for whatever reason, and you’re able to figure that out ahead of time, the bad hire, not only is the cost of turnover, we have not one, but two trainers at the firm, two, right? So that’s a lot of money. So not only, and that’s Look, we’re in growth mode, so that that hopefully makes sense. Hopefully, it’s not turnover. 

But I think what you’re saying is you want it to be good for all the people around as well as in there, like we’ve had our flame outs, and I don’t want that. The last thing I want to do is I want somebody to be successful. We’re not, we’re not doing this. You know, there are comments on the negative side from a lot of these third-degree people, third-degree removed, where it was talking about, you know, you know, you should be controlling the toxic work environment, like, all I want is positive, is positive, and is everybody happy? No, we had people left that weren’t happy. But what I really would like is to give it the best possible chance for success. I think it,

Jay Ruane  8:38  

You know, the analogy and I’ll probably get flamed for saying this. It’s sort of like when you bring the goldfish home from the pet store, and they’re like, Well, you got to put it in its own water right now first and get it used to the water that you have before you dump it in the big fish pole with everybody else. I wish there was sort of a way that you could do that so you get people accustomed to the water in your firm before you unleash them on everybody, so they know that they’re going to survive. 

Seth Price  9:06  

So you know, I’ll tell you. So two I was at a conference a couple of days ago, and I met somebody, and they had a former colleague of mine, somebody who had worked within price benefit, which was a lawyer. And this lawyer who was very good at his craft of litigation and going to court and getting verdicts. And I liked the guy interpersonally, was so toxic touching other people at the firm that it was a thing. I never, Mr. Snuffleupagus. He, I never, he never displayed it to me. 

But for a long time, 1015 years, employees and partners of mine looked at this and said, This guy can’t be within the four walls of the firm. We ended up getting him a WeWork space, and he would come in every two weeks to bring his documents in before COVID-19 but it allowed us to keep this guy for several years so that we were able to get the best of the litigation. Without infecting the people around us. I mean, and this is this guy, I think, had enough insight to know that he had issues, and he was, he was doing some things that were not conducive to a work environment. 

And so the irony was, I met his new employer, and we, there was sort of a smile. We both lived through it. They had no idea what we had done because they were everybody in the office, and they were having issues. And I’m like, no sure lie. 

Jay Ruane  10:32  

Well, that brings up a good piece of advice I got years ago from somebody in the HR press, and they said, never talk to the person. Never talk to the place where the person is currently employed as a reference, though, at least go at least one year, because the people who you’re talking to, if they’re currently there, may want to get rid of them, and they gloss over or deliberately hide the bad stuff. 

Seth Price  11:01  

But if you go to two or three people behind them, they’ll give you the real the real skinny, unless the person’s unemployed, because one back can still even have liability on but is it is that look in the course of the last weeks, other people I’ve met while on the road were looking at a candidate of ours, the candidate of ours, a candidate somebody who had been with us years ago, who had embellished resume by multiple years, and it’s sort of like when I see the pushback on like I feel for people, it’s a very tough job. 

Mark DC, You alluded to the beginning. It’s a crazy town. My friends in the government who have dedicated their lives and worked within organizations to protect the public, taking less money in order to do, you know, really good, important work are being thrown off a cliff professionally. You know, they’re just like, goodbye. It is. It is a really tough, brutal place. 

So I am not unsympathetic to the plight of somebody looking for a job. I just know that it is, it is not for the faint of heart to put together a place, because if you allow people in by not asking what may seem like invasive questions to some, but to me, is responsible, as you sort of alluded to before, if the cocktail that we have at work is not a conducive place that people want to be it, you know you’re going to have more issues, and people are going to be upset and not like their work environment. So in some states, an employer, I sometimes feel you’re damned if you do, damned if you don’t. 

Could you be more invasive by some people’s standards, asking questions to determine if somebody’s a good fit? The comments that were made against me, but were the counterarguments, are none of your business. But then, just like, can the person do the job? Yes or no. But we both know that there are people, and you’ve seen this, and I’ve seen this where who are amazing, just alluded to one who is great at their job but can’t work and play well with others. And that gap, to me, maybe an opportunity to figure that out. 

And it’s not like you’re not going to hire somebody. We’re desperate for it. We are desperate. We want good people. We need more people to make more money. So for me, I’m looking for a reason to hire. It is just that if I hire somebody and it’s a misstep, it can really, you know, have significant negative connotations.

Jay Ruane  13:16  

So okay, so I want to pivot a little now, and I want to ask you your position, and this is something that you could probably put up on LinkedIn, and give it another 250,000 responses. So we’ll test it out, right? We’ll see if we’ll be able to. We’ll come back in a week or two, and we’ll see how much this topic resonates. 

Jay Ruane  13:34  

So this week, we had two remote workers give us zero days’ notice, zero. And one of them is remote and said, I have a job. I got it. I got a job opportunity in my local government. It’s a government job with a government pension, and I’m out of here because I can start tomorrow and just up and leave zero notice, and obviously had been interviewing for this job and that type of thing.

And then the other one was a remote person on the reception team who was working overnight in the Philippines, and just said, Hey, listen, I want to get rid of my work days. I don’t want to work nights, and I have another opportunity, so I’m going to take it. I’m out as of, you know, tomorrow, and they decided to stay another week because they realized the job was not going to start, but, and they’re on reception, so that was okay with us. It was not that big of a deal. But then that opens me up to the question for you in staff roles, how much notice is appropriate? Because professionals, because you see a lot of these posts on LinkedIn saying they will fill your job, they will fire you and fill your job the very next day, you owe your employer. And I mean, I’ve never found anybody on the spot. For no reason, I fired a few people on the spot. For very, very good reasons. 

And I think when people post that on LinkedIn or on social media that, oh, just you have no allegiance to your job, it’s kind of BS because, you know, I’m trying to run a business here, and I’ve been pretty damn good to a lot of people. And for these two people, I mean, granted, hey, I built in redundancies. It didn’t impact us at all. We already had people in our interview pipeline. I mean, literally, like it was, we got a, we got an I got a Slack message from my ops person. This person’s leaving, I’m sliding somebody else in. We’re good, you know, so, like, it didn’t crush me, but I could see if I were a smaller firm.

Seth Price  15:38  

You have Look, we’ve also built out some redundancies, right? One of my posts that did decently well is we had our integrator, BluShark, who was not in the sausage making but was sort of like my, my right-hand person, gave two weeks notice at a role that I, you know, looked at as a park, you know, as a, you know, this was a very, very well compensated person. Amazing, did incredible work, and the two weeks hurt. It was hurt emotionally on one level, because it’s a friend leaving, and it hurt on a substantive level. The thing I shared in the post was that this person was amazing well beyond their years, BluShark would not be the place it is today. 

I think she correctly identified that we had outgrown her in certain ways, that I loved having her there, and that it was a security blanket, but that we needed to raise the game in certain areas. I’m convinced that she could have done it if she had wanted to, but she had not her rocks of the very few, BluShark as well, into the 80 or 90% on rocks completed per quarter, and one of the only things that was repeatedly not hit was scaling of her department. She was so good, so COVID, she kept a lot of stuff to herself. So I think, look, it is, I want to, I have a post that I want to do on short tenure because I feel like that’s analogous to the gap. 

But I think there’s a much, much longer, maybe beyond LinkedIn discussion, which is, you know, to a certain extent, I get it, if people are terminated with no severance, that’s for no reason. That’s and what is the reason, right? And that’s a subjective piece, you know, if you were to get rid of a person for whatever reason, from the Philippines, what would you give as severance, at least two weeks, right? And is that, at least, is that a known thing? You know what? I don’t think it is right. I don’t think it is like, that’s the quid pro quo, which is, look, again, it is a really good point, right? And so that if people know that that’s there, and it may be that you’re not going to because, look, because of the world that we live in, you don’t always have somebody work out weeks.

I once had an opportunity where somebody said, “you know what, this isn’t the right fit for you”. And they, you know, they said, hey, you know, they weren’t like, Here’s the door. They’re like, yeah, wrap your stuff up and we’ll move on. Um, and I’ve always done another potential post. I prefer if somebody is leaving, and it’s not for a reason that and, you know, not for an awful reason, and the person isn’t likely, which is subjective, and you’re gonna get burnt on this. Gonna burn the house down. I would rather let somebody stay on as a contractor so that they aren’t being penalized for not having a job on their resume. That’s the piece that is. And I don’t want to be the guy, because you don’t want to be misleading, as you talked about in the beginning. 

But I also find a job with a job so much easier. And there are situations where it’s not right for you, like dating, but it wouldn’t be right for some it would be right. So the dating world is better if you don’t have somebody, but imagine, in the dating world if you would be better off to be seeing somebody, to find somebody, like it’s Can you and that. So that’s another potential off to transcribe this episode and find all my future LinkedIn posts, but these are the things that I struggle so going back to your situation, you know, I think it’s if people know that they’re going to be taken care of, then they’re more likely to give that notice. But it’s also cultural, you know, you’re paying X amount. Was this through a service or directly to you? Directly? 

Seth Price  19:22  

They were direct hires. And let me ask a blunt question for the Philippines, were you overpaying because you were not through a service? Yes. So to me, it’s, I think some of it is starting to set those expectations, because we are, truth be told, we, as I reflect, we’ve had several of the higher end people, you know, people you’ve given real opportunities to our international team members. And, yeah, it’s a thing where occasionally the person is just out, I think the world’s starting to evolve, whereas their references and as people look at their resume, all of a sudden, you know, it. The only reason you’re going to get this, besides somebody thinking it’s the right thing to do, will be if they’re concerned that at some point when they go for a job, somebody goes to A J room and says: “Yeah, they did a great job for me, but they gave me no notice”.

That’s a real, I mean, Dana, the real turn-off. You know, I’m sure we’d get hate if we put this out on LinkedIn and it got to my third degree. But you know, to me, that’s, that’s the reason, and historically, the international people, it’s sort of so far the Philippines, who’s ever going to talk to Jay ru Wayne? But now, you know, if, for if they’re trying to step up a level, and they’re now going to a job with Capital One, and Capital One wants to know what they’re dealing with. Now, the truth is, Capital One has such systems, and they try to and they probably don’t care if somebody leaves with no notice, but you and I do, yeah,

Jay Ruane  20:47  

it’s just, it’s just interesting. So I wonder if the people in the comment section can chime in, how much notice should somebody get? How much notice should a lawyer give if they’re leaving your firm like they’ve decided to either hang a shingle or go someplace else? You know? You know, because these lawyers have cases that are probably going to be advised they can either stay or be transitioned. I mean, you know, you know, two weeks notice comes. Historically, as far as I know it took about two weeks to get somebody trained up in a factory to do the job without issue. So you could, you know, grab somebody off of the applicant pool, stick them in front of a machine, and teach them how to press the right buttons or move whatever needs to be moved. But we’re talking about nuance. We’re talking about interpersonal relationships. Some people are talking about sales or intake or whatever. And then there’s the lawyers. What is the right amount of notice an employee should give their employer, I get the whole employer can just turn around and fire you. But that’s corporate people. That’s not necessarily the small business we’re doing.

Seth Price  21:52  

And that was nuanced that I was getting from LinkedIn. These are people applying to like, you know, massive corporations that are like gatekeepers. Did I look like we’re now gatekeepers? We now have, you know, international recruiters. That’s that. But it was really, you know, it was people have, it’s taken a heavy toll. And I think the down economy with, you know, people there, again, goes back to the gap and or the short tenure, which I want to talk about in a future post, really talks to I think that it’s very humbling looking for a job today and that these are things that just own one more thing that’s going to get in the way. But I’ll stand by the fact that if you, as an individual, can solve somebody’s problem, you’ll always do well, and you’ll always make money. Now, that’s easy to say, but as that gets there, I, look, I agree with you. I feel like there is more transparency. 

Look, I wish that we could say to somebody, that’s another, another topic for LinkedIn, post, pips. Should there be pips? Or by the time you get to a pip? Are you basically saying, Go look for another job? What percentage do I mean? I’ve never had, I’ve never had a pip workout. Well, okay, so we’ve had a few. But should there be different branding? Because the moment you say Pip, you’re saying, hey, go fire. Why even bother? Because now you’re giving them the heads up. 

Now it may be a positive where it gives them the heads up to to move on, but you know, should it be a pip, or is Pip now a toxic term, and we should just do something where, here is a stay interview, and we want you to or whatever word you’re going to use, but is there something you could do to try to motivate and get somebody? And, you know, we had a big thing at our L 10 a couple of weeks ago, which is, you know, frustrating that we have not had that together, I think, with their nuances to everything. We’re probably not doing it as best we can. Or there are times when you know the ship has sailed, and you’re kidding yourself with the PIP, because it’s the PIP there for the employment lawyer perspective, to protect you. Or is it there because you really want somebody to stay?

Jay Ruane  23:59  

I mean, I’ll be honest with you, I feel like it’s for the employment, employment lawyer perspective, right? And I guess because, I mean, I think if you’re, if you’re at the tipping point, there have been a lot of conversations among leadership, probably among co-workers, about how somebody’s just not doing the job, and keeping somebody who’s not doing the job can hurt morale so much more than removing somebody.

Seth Price  24:26  

You know, I agree, and I feel that we really should focus on how we communicate throughout the employment. So the PIP is like, because, let’s assume you’re in an outwell state, like, I don’t want the PIP to cover my ass. I’ll that was sort of the, you know, so one of the, one of the comments I got was from an employment lawyer saying, you know, God help you. You ask questions, and the person comes back with some sort of serious medical condition, and now, if you don’t hire them, you have liability. 

I’m like, Yeah, I took a risk. Every time I get out of bed in the morning, I get it right. I. I will take that risk knowing I could get you a lot of money for not hiring somebody after asking a question. But I want that data because I want the person to be there to succeed. Like, there’s this negativity of like, oh, you’re the like, all we’re looking for is somebody’s going to come in and be happy. That’s part of it, right? You know,

Speaker 1  25:17  

if you’re happy doing your job, no, I’m happy if

Seth Price  25:21  

The gap is there because they left a company that burnt them out, and we know that we’re in a similar environment. Isn’t that information you’d like to be? Because on my lawyer side, I don’t have that conversation with a lot of people. I tell lawyers during interviews, I can tell from their resume and a few questions they can do the job. Do they want it? It’s a self-selecting opportunity very often. And so to me, if you’re able to read out people who have like that, that’s what’s the point from the comments was, you know, you should hire somebody on their skills. 

But I’m like, that’s just half the equation as a business owner, is, do they have the skills, and are they going to fit into this team, both from the team’s point of view and from their point of view? Because if you can ask questions and find out that this is not a great fit, given what you know, or statistically very unlikely, why? Why even go there? Why? Because there’s also a cost to the person. It’s more likely to come into a place and not work you know, so I’m anyway a dealer. Gears are spinning. I hope I know that I’ll be able to report back, but next week, I definitely want to be able to talk to you. 

I’ve been giving a lot of thought to what’s going on with AI and local search. And is local search something I’ve been very passionate about for a long time? I know you’ve helped build your firm that way, as I have, is that sort of the ability to stave off AI from a search perspective, and are we seeing that while AI is pulling traffic, Google is protecting its three packets Google business profile, it still wants to have that interface, because it is sort of proprietary, and is that protected space for the foreseeable future?

Jay Ruane  27:04  

I think, you know, there’s we are just, I mean, what are we like? 18 months into the AI revolution

Seth Price  27:09  

works for today. I just want to preview it for our next conversation.

Jay Ruane  27:13  

Yeah. I mean, it’s just, and I’ll, and I’ll think about it too because I think it’s an important conversation. I mean, I’m using AI tools every day. I just talked to a developer. We have something that we think is going to be rather unique in the criminal defense space that we’re going to be able to put out. Over the last couple of years, we’ve really refined this whole process of creating a client mitigation package that really delves into their biography basically, like, this is your life for all of us, old, the older people. 

I mean, I never saw it when it was live, but I knew what it was. And I think we’re going to be able to time this month out, we’re going to have an AI agent making phone calls to clients and doing full interviews and preparing these packets and freeing up almost 1000 hours of work a year. So it’s amazing what you can do with AI in every little way. And it’s really just about who has the best imagination to come up with this stuff. 

But the real thing is, now that you can create such local content at such an incredible scale, I wonder how Google is going to gatekeep, because they want to keep that money flowing, and they don’t. They don’t want to. They don’t want their algorithm to be gamed by AI content. So it’s, you know, I don’t know. I don’t know. I think I’m just going to want to keep paying Google more and more money every year. It seems to be in those LSAs and in the maps and making sure I’m getting to my reviews. And now I’m even thinking about re, you know, re-upping my pay per click in certain areas, because LSAS are doing it, but not, I want to do more, right?

Seth Price  28:50  

So it’s, and it gets frustrating. Scary, because they’re markets where it doesn’t, it’s not cost-effective, and that’s, so, yeah, that’s one of those limitations, and that’s where to me. And again, we’ll talk about a future show like, is that limitation? Let me ask you a concluding question, which I’ll throw out. Maybe somebody can comment. 

You know, we have a phone system we elevated from the one you gave us a gazillion years ago. I really need something that is as good as it can be from the point of view of interfacing with AI. We’ve looked at Zoom and, you know, see what is on the short list for the, you know, the best technology and voice-over IP when it comes to extracting the data to be able to get different cadences from the conversations. 

Jay Ruane  29:38  

You know that it’s funny. I actually just posed that question to my phone people, and I said, I want to be at the forefront of this. What are you hearing? And the response to me was, well, maybe you need to fly out and go to a conference with a whole bunch of vendors in this area that are doing void phone systems and just walk that walk the booze you. 

Seth Price  30:00  

Yeah, see what’s out there. Yeah. I want the opposite. I want to sit with Jay R. Wayne six-month rule. I want to know who’s using it and who is getting it.

Jay Ruane  30:08  

Is anybody in our space using it? I mean, I would think that, like, Morgan and Morgan,

Seth Price  30:13  

No fireproof. Mike Morris, the group has been big on Zoom for a while. That’s why I’m giving that a shot. You know, we’re using a Legacy product. And my IT guy is going to get some third-party AI to be able to extract it from it. And I’m like, I don’t want to build software, you know? I know. I know that some of us love that. I want something to work. So, yes, you could walk the trade show floor, but I’m not looking for what, you know, oh, that’s a new one that nobody else is using.

Jay Ruane  30:38  

So what if, what if you took, like, deep seek and plugged it into your I mean, because I know, I know the phone company you use, it’s same when I use you have it sitting on a server, right? You could, you could, you could, you could install a deep seat on your server only and and really lock it down, so that way you’re getting that debt, right.

Seth Price  30:57  

But is somebody else going to spoon-feed it to me? Rather, it’s more expensive, but I would like to see something that I don’t want to invent. You know, years ago, I got rid of my servers and went to the cloud because I knew my IT guy sucked, and I knew that when I got sued and he was on the stand and somebody said, “Can you imagine? Would you imagine this is doable in the jury? Be like, oh yeah, this guy’s incompetent, right? That was clear. 

So I was like, you know, if Bezos with Amazon Web Services is getting hacked, yeah? So I’ll deal with that. You know, I’ll bet on him over my guy. So here, I feel like it’s the same, but different. I don’t want to start putting together a concoction of things. I don’t want to have to worry about who’s getting access to this. It is client information getting out somewhere because I don’t know how to set it up, right? So I’m very, very willing to pay a modest premium not to have to put the tech stack together, but rather have somebody who’s figured it out.

Jay Ruane  31:54  

Well that, I mean, that would be great. I think part of the problem is, we’re only about 18 months into this thing, I think. And, you know, these corporations that run VoIP systems, you know, they, they got access to it maybe two years ago, and so they are themselves, still getting to the point where they’re done testing, I think, you know, you’ll see it over the next, you know, six months to 18 months products in the market. 

Seth Price  32:18  

Is there somebody like, again, you could walk it, but to me, that’s the, you know, I want to know who the top three players are. So if anybody knows I’m in the market,

Jay Ruane  32:29  

Awesome. I mean, that would be fantastic. Once you start another company, Seth, and you do it. Oh, no, no. That’s the whole point.

Seth Price  32:37  

I want, I want this turn. You know, I looked at, I know there are people out there, but I was looking at something that would be in the sales world, that would be able, and again, people are faster, and already have it done well.

Jay Ruane  32:49  

I mean, I would think that Salesforce would want to develop something that plugs into their database, so that they could record calls and, you know, put sentiment, said sentiment and sentiment over it, so that they could, they could, people could be tracked and people could be scored. 

Seth Price  33:06  

We’re doing a big brother thing, which is not true, but help out, like, just for professional development. It gives you, you know, gamify it. You get off the phone and you’re like, hey, how do I get a higher score? I mean, I got a few people, biz dev, BluShark, that their euB version, if they had a tool that could help improve them, these guys read a book a week on this stuff, so at no doubt they would incorporate that awesome. 

Jay Ruane  33:28  

All right, folks, that’s going to do it for us this week on the law firm blueprint. Of course, you can take us anywhere you want to go by following the law firm blueprint podcast available wherever you get your podcast. If you want to get in touch with us, please leave a comment below. We’ve got a lot of questions in this episode here, so please leave a comment below. Let us know what you’re thinking about. 

How much notice is necessary for an employment job? Do you know how much? How do you deal with the gap on a resume? We want to use your comments and bring them into the conversation. So if you want to reach out to us, you can do it at the law firm blueprint@gmail.com, and send us your comments and that might be included in a future show. Finally, you can catch us live every Thursday, 3 pm eastern opium, Pacific, live on LinkedIn, set up a new favorite home, as well as live in our Facebook group the Law Firm Blueprint, be sure to join it if you are a listener and not a member, but Seth, that’s gonna do it for us. Any other questions?

Seth Price  34:23  

No, can’t wait more and see you guys soon. 

Jay Ruane  34:27  

We’ll see you soon. I think you’re in Baja Mar when I’m out in LA. I’m gonna see if I can do some searches from Hotel computers and see where I rank coming from a California IP. I always like to do that when I’m traveling. So Alright, folks, that’s gonna do it for us. For now, bye. For now, bye.