BTB w Karen Quintanilla
Wed, Dec 18, 2024 4:07AM • 39:07
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Okay,
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welcome to another exciting episode of Behind the bench podcast brought to you by Law Firm Marketing Pros. I'm super excited today, and I'm honored to welcome Karen Quinn Quintanilla. Karen Quintanilla a visionary whose story is as inspiring as her achievements, from overcoming incredible odds as a teenager to co founding King of Kings business and tax advisory services truly a tragedy to triumph story
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Karen has Karen has dedicated her life to empowering others through financial strategy and business growth. With over 16 years of experience, she has helped transform more than 2000 businesses, turning ideas into multi million dollar successes, and helping hundreds of law firm owners across the country be more successful. Her resilience, expertise and passion for building generational wealth make her a true force in the field. Karen, it's a privilege to have you. What a great background and great story. Super excited to dive in, take a deeper dive in, to tell our audience all about it.
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Thank you. I'm sorry. Go ahead. Now you go ahead.
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No, no, I was going to say thank you. It is a pleasure, Josh, for you know the in honor for the opportunity of being here in the podcast today.
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Well, again, we're honored to have you.
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Your journey from facing incredible challenges, including a period of homelessness as a teenager, to co owning kings of kings, is truly, truly inspiring. Tell us your story. How did these early struggles shape their determination and wisdom and what drives you to help others to build success? Today, it's I can't wait to hear this.
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So as a young child, my dad used to serve the military when he went back in El Salvador, and I used to be, you know, a dreamer. I used to always dream that one day I would do something that will help others and possibly even change be part of a bigger change, to change the role, right? So that was me when I was a kid. I was probably, at that time, anywhere from six to seven years old. One time I was just outside my house, and I was just looking at the sky, and one of my professors had invited me to her house in the city and where we were used to live before, in the town, we didn't have any electricity, or we didn't have any resources or water. You know, we have to go to the city and buy and purchase water to bring to the town where we were in. So we were extremely poor. And so when she invited me, and I went to the city, and I was actually able to see that there was something different from where I was actually growing up, I started dreaming even more. And I said, I can be part of something big. I can be part of a change. So I made a decision to go into competitions back in El Salvador, and I was able to get a way, you know, to get into the embassy, and from there, you know, into that coming to the United States. But back then, I was just a young teenager, and I thought, you know, United States is going to be as a small country as it is in El Salvador. I will be able to walk in the streets, get to know the people around me, or get to know the neighbors, and, you know, be able to work, go to school and do all of these things. What I came to find out when I actually got in the plane landed in Maryland in a, you know, get hit into the US. I arrived, and I started walking out of the airport. No one is waiting for me. And I'm, just a young teenager. You're 12 years old, and I started going, you know, walking and walking and walking. And I go into a park. I have no cell phone in the only money I have is $10 in my pocket.
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So I spend the night in that park. And then I'm like, Okay, what am I going to do? I know anyone. I don't know the language. I am hungry and I'm extremely cold.
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So So I started getting scared, and you know, from there, my story begins. That's when, you know, I started knocking on doors and saying, you know, I know how to work. I come from a country that, you know, I was taught as a young kid how to actually work, not just go to school and sleep and, you know, eat and kind of depend on the parents. I was very independent, and so no one will hire me as a child, and people will look at me like, we're like, okay, she's probably trying to steal from me or trying to do something. So everybody pushes you away at that age, and they don't know what you actually are in the street or not, right? So I go walking distance to Washington, DC. In Washington, DC, there's this bus that is coming to Atlanta. So I decide to ride the bus to Atlanta. And I come. I got my only $10 that I have. I get a ticket, get on the bus to Atlanta. One.
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I arrived here in the city of Atlanta, I see that it's worse than it was back in Maryland over there, at least. People was a little bit more, kind of not as pushy, but I was able in here, they were more like, I don't know, I kind of experienced a little bit more people, more violent or more aggressive. And yes, they spoke Spanish, because I was praying, you know, for somebody that speaks Spanish so that I can understand what they're saying. I didn't understand the language, and I didn't understand what people meant. And people walked so fast, and I only had one bag, a few changes of clothes. And obviously I was smelly by by that time, because I hadn't had a shower. I, you know, I would eat like anything that I could put my hands into, stuff like that. So when I come here to Atlanta, I start looking for a job. Obviously, no one is going to employ you, especially if you are a young teenager, you're in the streets and you were not reliable. So this restaurant opened the doors and said, Okay, we'll give you the opportunity to work,
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but you do have to promise that you're going to go to school and you're going to shower and you're going to be responsible. And I said, Yes, my dad was an Army man, and he, you know, he used to train me how to be responsible. Have discipline be consistent, and, you know, never, never steal from anyone, never do anything bad, and all of these things, right? So then I started working at the restaurant. I go to the wynnette County Public Schools and they say, well, who's your guardian? Who's your legal guardian? I don't have one. Well, we have to go through the court process. So by that time, I was the one that actually took my case in front of the court, when I was, you know, in my case, in front of the judge, and said, I can support myself. I don't need anyone to pay my things. I can work and I can go to school, and So, long story short, I was able to enroll myself in high school. I was my own guardian at the time, and I finished my four years of high school. Then from there, I went to college, and oh 807, comes about, you know, recession, right? So I was working at this restaurant. I was still trying to pursue my career. I was trying at the time to, you know, I wrote barely for my legal studies degree in an university, and so I'm there with my two years and in college. So I'm jobless. When the whole recession comes about, I become homeless again for the second time. And I said, Okay, if I survive once, I can do it again. So then I'm in a, you know, I met Juan. We met at high school, and I used to say that his parents were my uncles, so that I could, you know, have access to other type of
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like in the school that, you know, programs and things like that that you do have to sign and have someone adult sign on your behalf. So I will ask his parents, could you just please sign for me on this document? Because I need access to this program, so I need to be part of this. But they they, even though they know that I'm my own guardian, they're still not allowing me to do these things. And so I was praying for I wanted to live a life of purpose, and I didn't want it just a job. I was like, I want to be part of something big, and what will that be? And so I'm here going through college, and one time, one day, I come back to the school, and one of the advisors comes up and says to me, and Juan, hey guys, you know, with this whole financial situation going on with everything. You guys are really sharp and really smart, why don't you guys just consider doing a dual degree or switching to accounting? And I'm like, hell no, that is not going to happen. I'm like, I do not want to be an accountant. I'm like, No. And then one looks at me and he smiles and says, Well, you're the one that's been praying all this time, so I think they're calling you, not me,
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and that's, that's my story. That's how King of Kings starts. And then from there, we decide to, you know, switch to dual degrees. We get our degrees in legal and in accounting, and we go into the accounting field. We start doing internships at our accounting firms. We go into the government more to try to understand how the core system works, how the federal system works, the tax code, and, you know, volunteering in the IRS, doing audits for businesses and all of these things to gain that experience. And in 2012 that's when we decided to establish the firm after, you know, like, four plus years of, kind of, like training ourselves and obviously finishing our degrees. Amazing. So for the audience, I know who Juan is, but the audience doesn't know who Juan is, so let's let, why don't you share that very quickly. Juan is the co founder of King of kings, and He's the senior accountant here in the firm. Okay, great. So your business partners with one and your background, you mentioned law, obviously, a degree in accounting. So what's the law background? Were you pre law in college? We were pre law in college? Yes. And I did one year of law school, which I didn't finish after the.
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Five because I'm like, I got my master in accounting. I'm like, okay, that's what I need. Okay, all right, amazing. So there's the, there's the connection for the, for all of you attorneys listening, that's the connection. Okay, great. Alright, so King of Kings has become, that's the firm has become a trusted resource for financial strategy and growth, obviously, tax advisement, as you said, can you share the story behind its creation and how you and Juan built a business that helps professionals, including law firm owners, achieve financial stability and long term success? So one of the things that you know we started to discover in our early years in our career, is that people were only concerned about the tax payments, and their concern was having too much money was a problem. And I was like, How is that a problem? And then not having enough was a problem? And so I'm like, Okay, what is the problem? Is it the person or the money? Because at this point I'm confused, you don't have money, you don't have cash flow, then you have a problem. You do have too much. Then you're like, I have a problem. Then I'm not I just don't understand it. Having too much, it's a problem. It having too little is a problem. So with one and I started realizing is that people were not anticipating the year, and we're not planning the year accordingly to the decisions. So they had a thought in their in their head, or their business plan, especially in the law field, we noticed that, you know, attorneys will anticipate how many cases will come in throughout that year, in the quarters. They knew their highs and lows in low months, but they didn't anticipate what the KPIs were, their budgets, how to manage their cash flow, especially if it's a personal injury firm
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that depend a lot in the line of credits, we started noticing that many attorneys as well got burned out. And so law firms is the only industry or business that you can just transfer to someone else that is a non lines known licensed attorney and family members had no benefits. They weren't employed by any of the companies owned by that co founder or founder of the law firm. We start noticing that distributions were taken in a consistent basis. So people were just working. They didn't have a business that created freedom for them. Didn't have a business that give them the accessibility to create wealth for their family members, their loved ones and themselves.
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All we saw in the in the first, you know, eight years of our career, was people were working, working, working every day, making money. But the same way they made money, their money was going out of the door by the end of the year. Then there we set the clock in January again and start all over again. So I was like, we have to change the game. We have to change the way that our clients are doing
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business. We have to change the way that they're reporting things. It's not that we're actually changing the numbers. It's just a decision in the mindset. So now, you know, I don't know if that answers your question. I don't want to, yeah, yeah, it does. Actually. It's a great segue into the next next question, which really is
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strategic financial planning. That's the direction that you're going. And so it's not something that they learn in law school, right? So some people obviously are better than others at it, just like some people are better at marketing or networking than others, and I know that it can really feel overwhelming for our listeners and obviously for those law firm owners. So what steps can you recommend to help them align their financial goals with their aggressive growth initiatives, because that's that's kind of the disconnect, right? Like I want to be I spoke to an attorney just yesterday. They're at about 1.8 and they want to get to 7 million in one year, and that's just
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they probably don't have the budget to do that. I'm not saying it's impossible to do because we've done some remarkable things that are close to that. But I'm not, I'm not sure they're prepared to take that step. Let's put another year in between, and that would be more strategic planning. So let's get you from 1.8 to 3.7 3.8 and then the seven. That makes more sense to you. I know that because you're a numbers person, okay. Okay, so do you want me Go ahead, that's fine.
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That light went off. Yeah, you have to, yeah. Is that what? That is just the timer on the light. Yeah, it's a sense. So I have to, like, wave at it to kind of like, okay, so I'm going to repeat what I just said, so So the strategic planning can can be very
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overwhelming and daunting, right for many law firm owners. And
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the question was, what steps do you recommend to help them align their financial goals with their aggressive growth objectives and strategies? And I.
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Just yesterday, I was speaking to a lawyer, law firm owner who was at 1.8 million. She wants to get to 7 million in one year. It's super, super aggressive.
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From a marketing perspective, I know that's possible, but very difficult, and she probably doesn't have the budget or doesn't realize what kind of budget it would take to achieve that. That's strategic financial that strategic marketing planning. If I were to take that, okay, you want to go from 1.8 to 7 million in one year. Why don't we do it in two years? Right? That's the type so. So what types of steps do you recommend on the financial side of that? I can talk about that all day long in marketing. But on the financial side, what do you recommend? So on the financial side, what recommend? You know number one will be your capacity, right? So if you want to go from 1.8 to $7 million in one year, you're going to need help. So who are the key players that you're going to be hiring in? Q1, q2 q3 and q4 so what is the budget for that when it comes to salaries, right, and benefits that we're going to be offering to these team members that are going to come and help us make the 7 million happen, then the next one is real estate, right? So are we going to do visually, or are we going to bring these people in house? When does our lease expire? I noticed that oftentimes we make these decisions and we want to grow exponentially, and we can, because there are some cases and it happens, right? Sometimes law firms, especially pi industry, I see it a lot. They get this catastrophic case, and it turns into, like, from five to 10 or from five to 20, you know, in, in a snap of, you know, of momentarily, right, in three months, six months, nine months. But who do you need on your team? And then how,
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what are those investments that you have to be making? So software, operational wise, so you need to have your operations budget. You need to have your people budget. You need to have your space, which is your rent, your Are you going to be purchasing, or are you going to stay in the same location that you're in, and then your marketing, which is extremely important, like you were saying, right? We need a budget for that. And your sales, people who are going to be those attorneys, associates or intake process people, runners that you're going to have in your team that are going to be doing all of these sales, you know, for all, for all of these leads, right? So when, when we do an analysis on a firm, and when we create a success plan, we look at everything, how your KPIs proposition tied up to your main metrics, main goal in the business overall.
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So what you've just described to me sounds like a strategic plan,
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and then what you're doing is you're putting a budget to it. Now, do you have a template for that that you use, or just, I do? I do? We have created a dashboard. It's a one page, so everything fits in one page. You're able to see your history of the your company for three years and see how profitable you are in a monthly basis. And if you're on target or off target of your goals, yearly goals, great. We have a, we call it as well. We have an area that we call a calculator. What's it called? It's a
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it's called a calculator,
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consultation calculator, so that if you know we know our if our conversion rate, it's 70% 80% or depending on the percentage, how many leads and how many clients do we need in order to make the $7 million that we
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need?
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Is that a free resource? Or is that something that you go through once someone becomes a client of yours, that's something that once someone becomes the clients of the firm, we do an analysis, right? We do a market analysis in the area that they're in as well to see how possible and feasible is what they're planning or intending to do for that year, how realistic it is for them to accomplish it. But we do have free resources when it comes to how to manage their cash flow and project and when it comes to how to create a law firm a specific industry specific budget,
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you know there are certain percentage that you have to obviously look out for in order to make sure that your firm is going to be profitable. So where can our listeners find those resources that will be in King of Kings,
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LLC, com, slash resources, okay, great. Thank you for sharing that.
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So taxi, taxation, bookkeeping, financial matters are essential,
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yet very challenging
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for law firm owners, right? Yes, what are the most common mistakes that you see,
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and how do you help them avoid those mistakes their Iota
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What was that I also the trust account. Okay, that trust account. So you know, majority of clients that come to our firm either have.
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Have their Iota miscarriage, in their books, in their balance sheet, or their accountant or bookkeeper characterizes transactions in the Iota as, you know, as if you were utilizing money as an operating in the Iota, it's a liability to the firm. You know, many accountants have it either as an asset, they have it as as an expense. And so you see it everywhere. And so these law firms that come to us because they have issues or their books are not how they're supposed to be or reconcile how they need to be. They're getting constantly denied from banks. So they're like, you know, you are a liability. We're not going to approve you for X, Y, Z, amount of loan or a line of credit.
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I had three firms that came to us this year that they've been renting their location for about seven years, and so they were paying in rent. We did an analysis in the area, X amount of dollars. And I said, Well, if you just get your own building, if you buy your own location, you will reduce by half that square footage of what you're paying right now. And you have your own location, you will get to depreciate it. You will get to set it up in another, separate LLC, and that's the wealth for your family, because that spouse is a non licensed attorney, and the children are no obviously. Right now, they're, you know, they're, we don't know if in the future, they're going to become attorneys or not, but right now they're not. So if something happens to this business owner, she can transfer her law from to the spouse, but she can transfer the property. And now so, and now the kids are also in payroll through the other entity that owns that commercial building. That's great advice. A tremendous advice. So many attorneys struggle choosing the right business structure for their firm. So what advice would you give to an aggressive, growth minded attorney
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on the best ways to manage the growth while maximize let me, let me repeat that question. So we're going to cut that out and repeat that question. So many attorneys struggle with choosing the right business structure.
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What advice would you give an aggressive growth minded attorney on the best ways to manage the growth of their business while minimizing their tax exposure.
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So one of the often case scenarios that we see is that many attorneys, when they come to our firm, they either have an S corporation or they have a partnership.
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Either of those is fine, depending on the vision of that attorney, but if you have 30 or plus employees under your S corporation business and your you have an aggressive growth mindset, right? Something happened with one of those employees. You get a case against you. It goes against your law firm. So you're the lawyer. Obviously, they know the liability, but they're not protecting their assets by having everyone
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in the same entity. So depending on the Vision Business Plan of the business, we set up a structure of entities to protect the law firm and the assets owned by the law firm by separating the assets from the main operating business,
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Diane. Here, hear more about that, but we'll save that conversation for another time. I love it.
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I was not expecting that answer. So I love it.
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Can you share a specific and you just shared a story about three firms that came to you and your structure, but can you share any other specific stories where your expertise helped the law firm achieved a some substantial or significant growth to overcome a major financial challenge?
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Yes, so we got one law firm that what they do is personal injury. They don't do any other type of or practice any other type of law.
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They are, they're heavy, driven by a
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line of credit that they use. When we got this firm, we noticed that they were missing out on a lot of opportunities. They do have, you know, some big cases that you know, potential cases that will turn that the firm from being a $20 million firm to taking it, you know, anywhere from 30 or plus, because of these cases that they have in the pipeline right now, they were to settle. So when we looked at the financials, and when we looked at that credibility with the banks, they had no credibility with the banks, and they had exhausted their two lines of credit to continue to run operations. So we started seeing, you know, managing of their cash flow statements, and we did an analysis of KPIs, what were the metrics that they had in the firm, what are the cases that they had in pipeline, that they could, you know, resolve earlier than than that, and when it came to their Iota and negotiating with banking.
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For line of credit at a reduced fee. How do they become their own bank, as opposed having the bank, you know, sustaining or give them a bigger line of credit? So analyzing the financial statements and analyzing the pipeline of the firm, it's something that is extremely, extremely important for law firms, and sometimes this is overlooked, does not reflect your balance sheet. A lot of the times, the assets that you have, how many cases you're estimating that you're going to close in the next six months or in the next nine months of the year, and when you're looking for accessibility to credit, you're often getting denied. And how do you operate when banks don't want to give you more credit.
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So this is a firm that, you know, was able to access right now, I believe we are at about $5 million in lifestyle credit,
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you know, which is something that they actually needed to continue to operate in the business, and so that was accessible to them by doing the whole restructure of their financials
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Wonderful. Let's talk quickly about some trends and development. So specifically the payroll, because it can be so time consuming
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and it can feel like a waste of time. It's non revenue generating, and it's what I'll call essentially a bad time trade.
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What are the key elements of an effective payroll system that ensures both compliance but yet is efficient?
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So if we just talked about transaction, right? So you have your employees come in that will clock in or check in into a device that is either facial recognition or fingerprint because sometimes, but the issue that law firms encountered, especially if you have, you know, 20 plus employees or more, is that a constant of people not clocking in and out if you're by hour. Now, if your salary basis, it just depends on, you know,
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how many days a week or so you have to report. Who do you have to report to?
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So setting up those systems in place so that people cannot amend or people have to, especially if they're hourly, going to the ones that are hourly have to clock in and out. Have those type of systems in place so that timesheets are more accurate than that. And when it comes to running the benefits you do have to make sure that your systems are connected, not only your payroll processing system, but as well the one that is also for benefits is if medical insurance, if it is, you know, PTO, if it is like your HR software. So a lot of law firms use different apps. So, you know, I it would just be making sure that the softwares connect and communicate among each other, especially now with so much automatic sessions. Ai, you know, you can connect all of these things together, paying benefits, you know, 401, KS, retirement accounts, disability, life insurance and all of these things. They're run through the same smooth software. Because oftentimes what I see is that law firms, from their parent one software manager is writing checks for benefits on the other hand, and these two are not connected and communicating with each other, and so either you have discrepancy in the numbers, or you have payments that are being missed, or you have more chaos and being more disorganized. But what I would like to say in regards to payroll is that is, surprises me how many firms still run their payroll through their main operating business,
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regardless of the liability that they're facing by having all of the employees in the main operating businesses. So what do you recommend
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that the payroll it's run by a separate management company,
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okay? Because if you get a claim, and I mean, I'm talking to lawyers, right, they know the law, they practice the law, if you get a claim against your main operating company, it doesn't stop you from operating. You continue, you know, doing business, but you have your management company that runs your payment, processes, all of your payroll when it comes to employees benefits. You know, if there's ever a discrimination case or anything like that against you or workers compensation case, then that is completely separate on your management company, but it has nothing to do with your firm. Otherwise, you have to pass those operations. And I see that a lot like I said. I see that very frequent. I do get cases or clients that come to us again for the layer of, you know, structuring how to, where to run, who to, what are we going to do on this entity, or structuring the firm correctly so that they can protect in a way, you know, their operating business when it comes to their finances and reportings and all of that.
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So sounds like the management company would then be like, almost like a placement company or a PEO, right, where you can run all the benefits and everything through the management company to reduce reliability, and your main operating business will obviously pay all of your fees to the management company. Got it.
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Yeah. Mm, hmm. So for attorneys who are driven to achieve, like, super aggressive growth, where should they focus their resources to get the most significant return and their people and their people and their people? So you want to invest in your A players. You want to have clear vision, clear KPIs. You know that given our ROI to the firm, because otherwise you just have a lot of employees, but they don't have clear clarity of what they're going or what the firm's vision is.
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Great advice. I love that. So based on your your journey, which is absolutely incredible, and your expertise, what final nuggets of wisdom or insight can you share with aggressive growth minded attorneys who are looking to overcome the challenges to rapidly grow their law firm and build a lasting legacy of financial stability?
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I will say, take, take a take a few days to think about your family, what you're trying to leave behind. How will you lie for people to remember, remember you right? Once you're not operating in your business, are you going to sell your business in the near future or transfer to someone else? That is very important, because if you're trying to sell the firm, it takes about five to 10 years, depending on how organized you are, to prepare a firm to be you know, for sale, if you're going just to transfer to a family member or one of your children to someone else or an associate within the company, that is also a process that you have to prepare for if you're trying To leave legacy for your family. Right? Legacy is that that those changes that we leave, but it's not so much monetarily, but if we're trying to leave wealth to our family members, then we what we want is that those distributions that you're taking from the business and the profits that you're about to report right now in this tax season that you allocate them in that proper channel so you can reinvest. And this is something that I usually tell clients, right? It's like, have $1 worth another dollar be intentional. Have intentionality of what you invest in your money. Okay, great, great, great advice. So now it's time for us to move on to what I call the lightning round. This is where people get to know you a little bit better. We all do business with people we know, like and trust. I have 10 questions. I just fire off the questions and whatever comes to mind you answer. There's no right or wrong answers. Again, this is just people can get to know you better. Karen, so I'm just going to start off with what never fails to make you laugh.
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When I, I guess when I, when I see people
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sometimes, when I prove somebody wrong,
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that's a great answer. So what's the best compliment you ever got
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that I'm very consistent. Somebody said it in simple words, you always keep messing with it.
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Person who you would trade places with for a day,
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hmm,
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I think I really like
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person that I would I will probably be either Joe Maxwell or Alex hermosi. Okay, wow. Okay, what is your guilty pleasure?
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Oh, Jesus, eating too much.
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Eating too much. I love to go out. Just need some good food. And then after the fact, it's like, man, we have a favorite kind of food,
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seafood. Okay, I will drive around the country just to to have, you know, seafood. Okay,
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so what's the biggest risk you ever took? I think I know the answer. 12 years old and coming to America with $10 in your pocket, not speaking the language, actually, yes, that was the biggest reason I have ever taken in my laptop, probably the biggest risk that anybody I know has ever taken. Karen,
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amazing.
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What's the worst piece of advice you ever got?
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The knowledge is power,
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knowledge is not power. Knowledge is this information not information implemented as power. Okay, all right,
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go ahead. Go ahead. We can edit it. Go ahead.
34:37
So good. I gotta.
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I just love the authenticity of this. It's awesome.
34:45
So, um, what do you wish you were better at dealing with?
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Ah,
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what do I wish I would better dealing with? I.
35:01
I guess not being too nervous, like right now. Oh, you don't, well, you're not coming across as nervous. So
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you're not coming across as nervous at all. So it's all good, right.
35:14
Okay, so I can give you some advice on that later. Okay, okay. So
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what is the one thing that you would like to change about yourself?
35:27
Um,
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sometimes
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I don't I don't meditate. When I make a decision, I just show them. Okay, okay, all right.
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And what are you most passionate about,
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oh my god,
35:44
helping others, seeing a change, being part of the change. Love it. Mm, good stuff. Okay, so tell us you've told us a lot today, but tell us something that most people don't know about you.
35:59
Uh, well, most people know that, Oh, Jesus, I'm extremely that or that already. Probably no, I'm extremely disciplined. I love to take challenge. I am not, you know, I get scared, but I am not afraid. I always think that
36:19
you can make money, so I am not tied to money.
36:24
It's funny to say it, but I have never actually thought of the actual dollar. I'm only thinking of multiplying. Okay, it's a wonderful philosophy. Amazing, amazing, good stuff. Okay, so can you tell our listeners what's the best way for them to contact you if they want to learn more about King of Kings LLC and learn more about tax planning and strategic financial planning? So one of the best ways to get in touch with me will be through my email with this, which is Karen at King of Kings llc.com and that's also our website, King of Kings, LLC, com. Our phone number is 678-249-9899,
37:08
and you know, we're located here in Atlanta. We have two locations, and we help clients all over the 50 states. Great. Thank you so much for being our guest today on behind the bench podcast sponsored by Law Firm Marketing Pros. This is Josh COVID, signing off for now. Bye for now.
37:30
Stay right there. Okay, before I stop the recording, can you my team is going to put together a
37:40
press release. Can you provide them a quote from you about your experience being a guest on the on the podcast? Yes,
37:49
I'm writing it down. Yes, you can just talk it out. They'll take it right off of this. Oh, talk it out right here. I thought,
37:58
yeah, right off of this, yeah. Uh.
38:00
Well, one thing that I actually loved about the podcast, when you said a quote, it's a more like a experience testimonial, or
38:10
they're asking for, yeah, just tell us about, well, how, just whatever you want to say about you know, how you felt, or what you know, whatever. Well, okay, okay. So more about that experience, like, okay, so that experience, the experience that I had today, Josh, it was, it was amazing. But one of the things that I got from you, it's kind of like the speed of the leaders, the speed of the growth. You were talking about this law firm that you're going to help and you want to help, that they're in 1.8 they want to go to $7 million so you were thinking about the spirit of the decision, how it's going to impact everyone else. I love it. You have an amazing community. And most of all, I felt, I felt comfortable. I was not so nervous. Okay, great. Thank you. You're welcome. Okay, guys, that's our hold on for one second. Karen, I'm going to stop the recording, but for our team, we know what edits we need to make,
39:03
and I'll sign off now. I.
