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Hello, welcome to season 2, episode 6 of Legal Keys. I’m your host, Tim Sawyer.

If you’re joining us for the first time, we’ve got a great episode for you today and we hope you stick with us. For those of you who’ve been with us for a while,

we appreciate your loyalty and for continuing to tune in. And boy, wait till you hear this. Today, we’ve got a special episode teed up for you

featuring JA Tit as our guest host. JA is the VP of client success at Faster Outcomes, guiding more than 300 lawyers

on how to effectively use the platform to drive better outcomes for their clients and stronger financial performance for their firms. You are

absolutely going to love this guy. And you’re also going to love his guest. His guest is none other than Rob Lavine. Rob

Lavine’s a good friend. He’s also a top 1% personal injury lawyer with more than 500 employees across his organizations.

He is a successful entrepreneur leading multiple ventures in the legal and medical space. Many of you know Rob.

You’re going to love this episode. Rob shares his journey adopting AI within his own firm and how he’s helped personal injury initiatives at Faz

Outcomes. What an incredible blessing to have him on the team. He helps lawyers integrate the platform into nearly every aspect of their operation. Rob’s going to share his journey with you today.

This is a great conversation for anyone looking to use AI to optimize their performance in their firm, increase efficiency, and ultimately drive better

results for you, your employees, and your bottom line. We hope you tune in and enjoy. As always, Legal Keys is brought to you by Faster Outcomes.

Faster Outcomes is the ultimate AI powered legal intelligence platform for lawyers and law firms of all shapes and

sizes. You’re in for a treat. Like I said, hope you enjoy. Good day, everyone. I’m Jay A. Title.

I’m the head of client success here with Faster Outcomes. And today, I have the absolute pleasure of filling in as guest host and interviewing attorney Rob

Lavine. So, a little bit of background about Rob. Rob is the founder and managing partner of Rob Lavine Law Group, one of the most recognized

personal injury attorney practices in the Northeast region. And he’s also the VP of personal injury here at Faster Outcomes. Starting as a solo

practitioner, Rob built his firm into a high volume, high-value operation. Known for its disciplined approach to case management, medical coordination, and

settlement outcomes. Beyond the courtroom, Rob is a sought-after voice on the business of personal injury law.

How to maximize case value, how to build systems that scale, and how to turn a growing firm into an operationally excellent one. He’s known for his belief

that real value in a PI case is built in the medical records themselves, not the demand letter, and that any firm, regardless of size, can dramatically

improve its outcomes with the right processes and the right tools. Rob, I’m looking forward to chatting with you today.

Ja, thanks for having me. Good to see you again.

Absolutely. Just to get started, we wanted to kind of talk about your journey as an attorney, right? You started off as a single practitioner and

then grew to be one of the most prominent attorneys in the Northeast. If you wouldn’t mind just kind of walk us through what that what your start looked

like as an organization and as an attorney to start.

Yeah, I don’t know that I’m one of the most prominent attorneys, but thanks for the compliment. I mean, what my start looked like. So, my start was when I

graduated from law school and passed the bar. I was going to open a law practice with Anthony Gemma and his family was

the owners of Gem Plumbing and Heating and a lot of real estate and some other things. And so at the last minute, uh, his family asked him to come work for

Gem Plumbing and Heating, not as an attorney. He never practiced law, but really on focusing on helping to grow the business. And so I was going to open

my own office. I was actually going to rent space from Gordon Fox. This was before all of the issues happened. and at the last minute his brothers asked to

meet me and I went up onto Route 146 in Lincoln at the ice rink and sat down with his brothers and they offered me a

job and so basically they wanted me to work as in-house counsel to Jump Plumbing and Heating, sit on the executive board, help grow the plumbing

company and simultaneously they said that I could open the law office and grow the this law practice that I wanted

to do. My only arrangement had to be that Anthony was going to be my partner in the law practice even though he would never practice. So that’s really the

true beginning story. That’s how it started. I can imagine that there are maybe some early challenges or early struggles. Can you kind of walk us

through what your experience was because I’m sure there are a lot of attorneys out there today starting off just like you. Maybe you can help provide some uh

insight into what your challenges were in the beginning.

I mean I hope there aren’t too many people that started like me. I my first office was in a closet. So I literally

had like 4ft by 3 ft space in their building and it was really tight and I was trying to learn how to do a little

of everything. So when I first started the law practice, I think we did some family law. I did criminal. I actually

did a couple bankruptcies. We did a lot of commercial corporate work, a little bit of personal injury, landlord tenant law. I did a lot of because they owned a

lot of real estate. So I did a lot of the landlord tenant law.

So it was kind of trial by fire because I never worked for anyone else. And other than asking questions of other

lawyers, hey, how do I do this or how do I do that? Or the first day I went to landlord tenant court and there’s people

everywhere. You don’t even know where to stand, right? And so this guy Murray Garaboff, who was a a very very

well-known attorney for landlord tenant, hey Kit, are you new here? And uh he helped me through my first hearing and

then whenever I had questions was always helpful. So, I did a little of everything in the beginning. And in the beginning, I didn’t even have a secretary. At first, it was just me. And

then imagine half my day was spent on gem plumbing and heating, right? Dealing with their accounts receivable, setting up practices for collections, mechanics, leans, all of their corporate issues.

Just a ton of stuff that I had no idea what I was doing. So, kind of just trying to figure it out day by day, trying to call people, ask questions,

and not really a great way to start. So when we hire a lawyer, we from my experience make sure we never it’s never

the sink or swim. Lots of law firms still sink or swim approach, right? So we put people through training and we make sure they know what they’re doing

and teach them one piece at a time and make them comfortable because there’s just no reason to have to start your career that way. It’s unnecessary. What

I’m curious about personally is what was the turning point for you? Because it seems like you started off and you practiced everything, right? But then

you also picked a path and then when you decided on that path, you became very good at that, became very efficient,

became very effective and just grew that. So what was the turning point for you in kind of making a decision into personal injury? So I don’t know. I mean, the story sounds perfect, right?

But I don’t really know that I would say as much as I I picked a path as I quickly got rid of I didn’t like

doing. So I kind of I picked a path by default. Part of it was based on you

know scalability. What could I really be able to grow? What I liked doing but I quickly first before I made that choice

is I got rid of what I didn’t like to do. So I think the first thing that went out the window was criminal law. And the

reason I started when I when I opened doing criminal is because um I had a college professor uh at Roger Williams

who ran the criminal defense clinic, Andy Harowitz. And so was a great great mentor and so I did the criminal defense

clinic for a semester in law school. So I got exposed to it and obviously I’m a retired police officer, right? So I

understood that side of it and I thought, “Oh, this could be interesting.” It just wasn’t for me, right? So I I remember the moment exact

moment I decided I’m done with criminal law. So a client comes in had an appointment was charged with the firstdegree child molestation. And so

he’s sitting in front of me and I’m thinking to myself like how am I even going to consider taking this case? And it turns out he had been previously

charged with the same charge and he’s trying to tell me how that was false and his neighbors made it up. And I thought

to myself, yeah, there’s just no way. So I asked a friend of mine who did only criminal law and a lot of it. When I was

a police officer, he was an an AG, so he prosecuted cases. And then he switched to criminal defense. So I said, you

know, how do you deal with it? So he says, well, someone sits down in front of me and I look at the case and I look at them and I think about how much can I

charge them? He said, and then I double the number and if they can pay that, I do it. And this is for horrific crimes,

right? not just an everyday case. And so I thought, and that’s it. He said, “Yeah, that’s pretty much it. I think everybody deserves a defense and if they

can afford to pay me some outrageous number, I can take child molestation, murder, any capital crime.” So I’m like,

“Okay, that’s good for you. Doesn’t work for me.” First thing to go. So you kind of whittleled it down, I guess to say,

and uh ended up focusing on personal injury, but also you talked about having some guidance, right? you had a mentor

in the beginning that you just luckily ran into when you were going to court one day and then didn’t quite know where to stand. Separately from there, you

also mentioned that because of your experience, you put through you put all of your new attorneys to your firm through a training process to make sure

they understand and get acclimated. So, I kind of want to get your insight how you took that approach and applied it to growing your practice. At some point you

had to add your first attorney or your first assistant and your first parallegal and then you had to grow from there. Describe what that looked like and what your methodology was. So first

of all I will whittleled it down. It was actually personal injury and residential real estate. Um and I guess some

commercial because of gem plumbing but was residential real estate. And that happened because I had a friend who was

a mortgage broker and she said oh you opened your office. Congratulations. if you’d like, I can send you some closings.” And I thought, “Sure, that

would be great.” Until she started sending and I thought, “Holy how do you do a closing?” And so, again, I reached out to people and just made phone calls and some people helped me.

But that was very scalable. And we were doing a lot of closings, but really the the majority of the line of closings

that we got connected to were back then called Subprime. Do you even know you’re young? Do you even know what subprime

closings are? To a degree. Maybe you can explain it for the audience, not for me. Subprime was pre208.

Between 2000 and 2008 for me anyway. It ended in 2008. Subprime was basically

those banks like AmericaQuest that were charging crazy amount of points. first mortgages that had just crazy terms,

interestonly payment, 120% loan to value. So imagine your house is worth $100,000 and the bank said, “Sure, we’re

going to give you $120,000, more of a mortgage than your house is worth.” The the one I I loved, which was

what we called the no dock loan. No loans, for those of us in the industry back then, used to call it the liars loan. Literally, you could get a

mortgage by signing an affidavit and an agreement without ever proving any documentation. Nothing on your income,

nothing from your employer, nothing. You literally just signed for it. And so I had salespeople back then. We had a

caddy stretch limo that we used to pick up mortgage brokers. And back then, I know it’s hard not to laugh, right? So

back then there was no licensing requirements for mortgage brokers and so they were hiring kids literally kids

like 18 to 25 year olds off of used car lots. So those kids were then selling mortgages if you can imagine. And then I

had three salespeople who were going out and taking those kids out. So we took them we had a a corporate membership at

a golf club. We had tickets to all sorts of sporting events and rock concerts.

The limo would drive them and we built relationships and people started sending us more and more and more closings and

then we started doing closings nationwide like mortgage companies like AmericaQuest which is across the whole country were doing mailways. So a

refinance and we would mail the docs to a notary in another state. They would go to the person’s home, sign all the documents, send it back to us.

Mhm. And yeah, my license plate was legal one on our on our caddy stretch limo. And uh then literally one day I

walk into my office and back then we had fax machines. Do you know what a fax machine?

I don’t know what those are, but row of fax machines and they used to just be printing title orders which were

coming in from the mortgage companies to start a deal and nothing’s printing, nothing’s running. Like I’m like, “Wow, what is going on?” They’re like, “Yeah,

it’s been really slow this morning. Not a lot coming in.” And I had a TV in my office back then. I turned the TV on and

like that’s it. The world ended as we know it. So like the FBI were raiding offices. The whole real estate industry

collapsed. It was completely It went from feast to famine overnight. That was the end of real estate. And thank God we

had personal injury. We started doing social security and then later added veterans disability and workers compensation. So those are really the

four things we do today. And then from there you were able to grow the business beyond that point. So I know that we’ve had conversations outside of this. And

you talk about case value versus case volume. Obviously you grew the business, you did some marketing, some advertising, but you also did good work

and you were marketing the work that you did, right? The successful outcomes that you were able to get. So for everyone else that haven’t had hasn’t had the chance to speak with you like I have to

get your take on case value versus case volume and overall growth of an organization and your take on how to

optimize your business because you’ve done both. You’ve grew your organization and then from there you’ve optimized and done so much.

There’s a lot packed into that question.

Case value, case volume, growth of an office. So the case of value, I really had no idea what that meant back in day, way back in the beginning.

And so we created more of a production model, I would say. We were

incentivizing attorneys to move cases quickly because we were looking at time on desk. We focused less on treatment,

assuming that the doctors were handling that properly, right? And when someone was discharged, then we wanted to focus on moving their case quickly because the client always wants their money fast.

And so we were using a lot of chiropractors back then. And it’s very formulaic if you look at a chiropractor’s treatment. We had these

models built and handled cases in that way. We’re I’m much less focused on time as I am on value. And value is important

because it really ties to making sure that the client, right, is getting all of the medical treatment that they need

and before you consider settling a case that you’ve really maximized their treatment and gotten to the bottom line.

So doctors are amazing. They spend a tremendous amount of education and years going to medical school and learning how

to treat patients. The problem in our medical system is it’s broken because you have insurance companies paying less

to doctors for treatment. The cost of medical insurance for malpractice is going up and doctors have to squeeze as

many patients into an hour visit as they can. If you go to a primary care doctor today, you’re lucky if you get five minutes. And so that’s not because the

doctor doesn’t care in my opinion. And it’s not because the doctor isn’t trying to do the best he can in his practice.

It’s because legitimately in order for him to make money and pay for a medical school that cost him $300,000,

he has to see clients patients every five minutes. And you have people under the doctor seeing patients. So you have

a nurse practitioner, a physician assistant. They miss a lot of things because they don’t have the time to talk to the patient and have the patient

explain all of the symptomology and what’s changed since the last visit and it becomes very factorydriven. So for

instance, a traumatic brain injury, right? That requires three, four different doctors sometimes to see a patient to really figure out what’s

going on cuz we talk about the how it’s affecting their headaches and their vision, how they’re healing, hearing, how it’s affecting their balance, their

psychology of their life, anxiety, stress, how they’re treating their their family. And it might only be one of those body parts that’s affected. And if

you see only one doctor that doesn’t recognize the other issues because they’re not doing a full evaluation of all of the symptoms, a TBI could easily

go undetected for a very long time, right? It’s just assumed, oh, you had a headache, it’s going to it’s going to resolve over time. Well, if you have a traumatic brain injury, it might not

resolve. We changed our whole model really to making sure that we’re very carefully talking to clients about their

symptomology, doing questionnaires, sending them questionnaires, especially to rule out things like TBI and things like that. And then we’re making sure

that we’re communicating with the medical practitioner. So, it’s a very well-rounded system and everybody sharing information together to make

sure that the client gets the best treatment, gets 100% of everything resolved before we even consider

settling or valuing that case. And that then drives up your value of your cases because you’re taking better care of your clients. I’ve heard you say this

before where you reference that a lot of attorneys misv value settlement value for their clients in regards to soft

tissue cases. I would love to hear you talk a little bit more about that as well as I mean a soft tissue case simply means that there’s no objective finding.

So an MRI, a CAT scan, any form of testing isn’t going to show um an injury. So it’s assumed if that’s the

case that the person has a soft tissue injury, right? So, sprains, strains, something like that. And the problem is

that often depending on who the treating doctor is and what their their practice is, they don’t necessarily, oh, you were

in a car accident. Oh, you have a lawyer. Okay. And so, they don’t necessarily send the person for an MRI

to figure out what’s going on. Or that person is treating with a chiropractor who never sends them out for an MRI and discharges them. We It’s going to take a

long time. It’s a deep soft tissue injury.

and it goes undetected and then you find out later that you really had a herniated disc or some other issue. It’s

important to listen to the client and the reason the AMA guidelines say for instance if you’re not getting better by

6 to 8 weeks objective testing becomes necessary. If someone’s treating a patient and by eight weeks they’re not

getting any better, then you need an MRI to determine rule out other types of injuries which then open the door to

different types of treatments. It’s just a matter of using all of the tools that exist and making sure that you’re applying the right rules. Thank you for

covering all that. You found value not just in volume of cases but spending more time working these cases and like

you said focusing on the medicals focusing on the treatment for each of your clients in order to for them to get one they get the better treatment and

they also get the better outcomes by working with you and your firm and your attorneys. So, now that we talked about that, now I would love to talk to you

more about optimization because there’s a lot that you do at your practice from intake all the way down to the way your

attorneys work. This ties to the the last thing you said and what you just said now. So, you mentioned volume

versus value, right? There’s only really three ways for a law firm to make more money, right? You either bring in more

cases, so you increase your volume. You work your cases harder, better, and more in depth, so you really know them and

increase the value based on proper medical management, setting up liability, well, making sure you’re doing a good job of negotiating and

tracking adjusters and build value. Or you’re you’re controlling your expenses so that you’re running a really good business. You don’t let your expenses

get out of control. There’s no way to drop more money to the bottom line than those three things. So from the perspective of optimization, right, that

ties into all three. In order to build volume, you have to have the right system and right processes in place

starting at intake. If you haven’t really set up a great intake system if you’re increasing your volume, so think

of intake as almost a strainer. There’s a ton of holes. So when the phone rings, because we’re spending a lot of money on

marketing. So to bring in more cases, I have to spend more money. If I made widgets, it would be much easier, right?

I sell a widget for a dollar. It takes me 50 cents to make 10 cents to make it.

I sell it for a dollar, I make 90 cents on the spot. That’s it. Immediate. In a personal injury case, I have to spend money upfront to build brand, right? To

create a call to action and get the phone to ring. So I’m frontloading my marketing dollars. And then to run that case, all of my labor cost, I don’t

recoup the money from the phone ringing until however long it takes me to settle that case. Maybe let’s say a year is,

let’s say, the average time to settle a pre-litigation case. And then a litigation case is going to depend what state you’re in. So I’m in Rhode Island

as one of my states, which is nationwide the absolute worst state to run cases in in litigation. There is no docket

control. No judge says this is going to be the date that we’re doing motions.

This is the date that we’re going to close. This is the date that we’re going to have a trial date. The lawyers control the date. And you could go two,

three, four, five years. And so imagine I spent x number of dollars to bring that case in, x number of dollars in

labor. I have to explain to my client that your case can’t settle. It needs to go to litigation. It’s going to be oh another 3 years. It’s crazy the

optimization that you refer to along that path. Every time there’s a hole, there’s a waste of resources. You’re

increasing your cost. You’re taking longer time on desk and you’re losing money or losing cases upfront and intake. Every time you put somebody on

hold, as an example, I just had a catastrophic accident. I’ve never been in a car accident before. I’ve never called an attorney for help. I have no

idea what to expect, but I know, hey, I saw this guy on TV or my friend gave me this guy’s name. Uh, I need help. You

answer the phone. Thanks for calling law firm. Please hold. That’s your initial experience for a law firm that hasn’t figured out how to manage intake and how

to handle new clients. And then you could sit on hold for a minute and a half, two minutes, 3 minutes. How long are you going to sit on hold before you hang up and say, “This is ridiculous.

I’m calling someone else.” Or they start transferring you around the office. So, yeah, optimization, like I could talk about intake for hours. Optimization is

super important because let’s just say your average fee is $10,000, right?

And there’s law firms whose average fee because they pick only larger cases, 20, 50, $100,000. Let’s keep it simple and

low. $10,000. Every time someone hangs up the phone, you should be thinking as the business owner, that could be 10

grand out the window. And if I look at someone’s numbers, I could tell you exactly how much is out the window because it’s easy to calculate how many

calls come in and of the leads that come in, what percentage turns to cases and of the cases that come in, what percentage of those turn to a win case I

make money on based on that number. I look at your hang-ups or loans, right?

Because I can tell right in your phone bill when I look at your numbers how many people hung up before talking to a human being. That number alone, that’s

just one hole in the strainer. We talked about the hole in the strainer. That’s one hole in the strainer. Imagine

someone only gets one hangup a day. So, and only five days a week, five hang-ups a day. And let’s say that they accept

50% of the calls that come in. So, now we’re at two and a half. And they win 80% of the cases. So, that’s uh we’ll

call it 1.5 cases. So 1.5 cases a week they’re losing from their hang-ups at

what is that? 75 cases a year at 10,000 a piece. That’s $750,000.

I is my math right? So math I’m not doing it in my head, but it’s a lot of money. That’s one of the

holes I could give you the average five holes that are in an intake center. And people never really think about it and they never look at those numbers

separately. You’ve also implemented some things to make your entire firm more effective on the attorney level because your attorneys are also leveraging tools

as well and obviously we know that you’re leveraging AI in your firm. I wanted to talk to you a little bit more about how that has impact your attorneys

and maybe their effectiveness or efficiencies or even how it impacts the the clients that you serve as well. As you know, we use faster outcomes as our

platform for AI. And so, you know, the use of AI changing

everything. Like, it’s insane. And we’re only, in my opinion, at faster outcomes

in the world today in my law firm, scratching the surface of where AI is going to go. But the key is to start now

because if you wait, you know, you lose the momentum and you have all of your competitors who are doing it. It’s not

that AI, not using AI puts you out of business. It’s the other law firms who are using AI are going to surpass you

for a million different reasons across marketing and all of that piece. And then using AI in your intake center,

using AI in your process map. So from liability to case management to medical management to leans to tracking your

negotiations and it’s changes everything, right? So first of all, it makes us way more efficient, right? So

imagine, so I’ll give you an example that is completely out of the box and has nothing to do with PI, but literally did it last night. I had a friend who

was traveling from St. Martin to San Juan and they lost her luggage and so

the airline was just making up and making excuses and doesn’t want to give her money and she had electronics in her

bag and she had a Starlink system in her portable all sorts of stuff and I went on AI which if I had done the research

manually it would have taken forever and I gave it the prompt and I gave all the information and it gave me back all of

the regulations of the fact that it comes under the Montreal Convention regulations for travel because of where

it is and it didn’t start in the US. But then it also talked about how it could come under the FAA regulations based on certain things that you could use that.

And I read all the regulations, verified sources, then I told it to draft a letter for me. Then I added the letter. I told it to make it more aggressive.

and probably in under an hour what would have taken me 20 hours probably worth of time to do what I did for her. It’s

insane. And so in personal injury it’s the same thing. Imagine you have a medical case and you have a thousand pages of medical records, right? And so

we use your system to do medical chronologies to have to read the most basic thing. I want to make sure that for every medical record I have the

matching bill and everything is corresponding. So just to go through all of the records and read to make sure it doesn’t reference another doctor because

often the client forgets to say, “Oh, I treated with Dr. Smith.” They forget to tell me they treated with six doctors.

And so AI picks up in the records that they were referred to Dr. Smith. And then it’s going to tell me that we don’t

have any records here for Dr. Smith and there’s no billing. So, I immediately realize, “Hey, David, I’m just going through your records. I see there was a

reference to Dr. Smith.” Oh, yeah. I saw him. That’s right. I forgot to tell you that. I’m sorry. Something as simple as that, but you have to read a thousand

pages of medical records just to find that little nugget of information. And not that you shouldn’t be reading your medical records, but it’s a fast way to

create summaries, get information, ask questions, things that I don’t understand that are in the medical records, and I can say to the agent,

hey, I don’t understand this. Can you explain it to me? Okay. So, need a little bit more direct causation link between the heart attack and that. uh in

social security for instance to have causation linked there’s very specific things looking at the blue book and looking at the do we meet a listing if

not meeting a listing do the symptoms meet something similar to the listing does a doctor say that they’re not capable of any form of gainful employment things that we can really use

AI to do and search a tremendous amount of information in a very short period of time so it helps us build value it helps

us save time on desk it helps us stay more organ organized. It’s better for communication. I mean, there’s a million

reasons to be using AI and all of those things are things that we’re using faster outcomes for. So, there’s a lot to unpack with what you said, a lot of

interesting information uh that you shared regarding the overall efficiencies and impact of leveraging AI

in your firm and helping to reduce attorney fatigue, which is huge, right?

re reviewing if you’re working a medical malpractice case and you’re looking through thousands upon thousands of records, just trying to find those nuggets of information can be difficult.

And being able to go back and verify your work and have someone else to fact check you or double check you and will impact the uh the outcome of your case

and how effectively you can actually work a matter. So, that being said, what other nuggets would you like to share?

What other things would you like to leave other attorneys that may be starting their own PI firm or already

have a small to medium-sized PI firm or just getting started in general? What nuggets of information would you like to share to help offer some guidance to

those individuals? I just presented to the student body at Roger Williams Law School and I went in with like 45 slides

in a PowerPoint knowing that I had no intention of using them all. But you know when I speak at conferences I really know what I’m going to speak on

and I have a very well polished presentation and I’m speaking to CEOs or maybe chief marketing officers whoever’s

in the audience and they know what the topic is and their experience the students I had no idea like what is

going to be of interest to them what’s going to click and it was interesting AI was a huge topic that they wanted to

address but also kind of the general theme of being a lawyer and so what nuggets do I want to draw? One of the

things that I told them and I think that it’s for all of us to remember is I pointed out I said you know what does it take to be a good human and so we

created a list of things to be a good human and then I kind of switched topics a little bit and then I said okay let’s talk about what it takes to be a good

lawyer and so we have a list over here and then I said let’s look at the two lists and I said is there any reason I

can’t be a good human and be a good lawyer oh of course not you in order to be a good lawyer, you need to be a good human. Now, what if you’re not a good

human? Can you be a good lawyer? And the reality is no. And so, I think that we have to remember that, right, we have to

be good humans, right? It’s important to take care of other people. When you talk to new lawyers and ask them why they want to be a lawyer, everybody wants to make a difference.

Everybody wants to have an impact.

Everybody wants to help people. But I think when we get caught up in the daily grind, right, and we’re trying to turn

out hours and turn cases and we lose sight of the fact that that case that

I’m working on belongs to another human being. It’s their life. They’ve entrusted me to help them and make a

difference for them. So simple things like remembering to pick up the phone when they call and answer the phone or call them back. Have communication and

share with them what’s happening in their case. Knowledge is power. So by sharing information that keeps them

informed and build trust between you and them. Those are the basics, right? And we all knew it when we started, but I

definitely see it. we start to forget it when we have that that stress bubble happening and the anxiety of what we

have to get done in the day. So, it’s always important to remember to go back to basics and remember, right, this is an important part of why I became a

lawyer and I really have to take care of my client. There’s a nugget for you.

That’s awesome. That’s a great answer, Rob. Thank you so much for joining us once again. This has been another episode of uh Legal Keys. I’m your guest

host signing off, Ja Tiddle. And thank you guys. Take care.