In today’s episode we’re sharing a presentation from MaxLawCon 2020. Our originally scheduled MaxLawCon 2020 speaker Marco Brown presented LIVE to the Maximum Lawyer Guild community and today we share his presentation: Your #1 Job as an Attorney, Get Paid.
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Transcript: “Your #1 Job As An Attorney” with Marco Brown
Unknown Speaker
Run your law firm the right way. This is the maximum lawyer podcast, podcast, your hosts, Jim hacking and Tyson metrics. Let’s partner up and maximize your firm. Welcome to the show.
Becca Eberhart
In today’s episode, we’re sharing a presentation from Max log con 2020. Originally scheduled Max log con speaker Marco Brown was then alive to the maximum lawyer guild community. And today we share his talk, your number one job as an attorney get paid. Let’s get to it.
Marco Brown
Okay, so my name is Marco Brown, I appreciate the opportunity to talk to everybody about this sorry that we’re not in St. Louis in June doing all this, but we’re here, this is the world we live in. Okay, so I’m a divorce attorney in Salt Lake City opened my own firm in 2010. And I’ll give a little bit of background of their family wise, I’m married to a very nice woman who has not divorced me thankfully, being a divorce attorney, I go home every day and say, Thank you don’t don’t divorce me. We have a couple kids. One is 12. He’s adopted and one is about to and he’s little IVF baby. So we’ve had an interesting kind of family, background and time of it. But great little great little kids, I tend to travel a lot to deal with my stress. We go to Europe all the time. Anybody who knows me knows I talk about Italy constantly and about food, because I love those two things. So that’s a little bit about me personally. And then I’ll introduce what we’re gonna talk about the title is your number one job as an attorney get paid. And I’m gonna go through some rules here about getting paid. But first, we’re going to talk about my experience. And then the problem that led me to come up with these rules. So my experience in 2010, I started my firm, zero clients, zero network, we had just come back to Salt Lake City, and I had nothing and it was not a good time. 2010 is not a good time to be an attorney, they were shutting down firms and in Chicago and LA and New York. And I decided that I was going to open a one man shop. Not a great idea. Thankfully, it worked out. But I learned to time doing this. And in the beginning, I was terrible at you know a lot of things in hand, but I made it work. And then in about 2015, it was a real seminal year for me. So I had had, I had had some success with things I was the voted the divorce lawyer of the year in Utah by the bar and my peers. And I thought that was really great. So I thought I kind of made it. And then about two days after receiving that award, I realized that I had all the exact same problems that I had before the award. I just had an award at that point. So I decided that I was going to fix things. And the first thing as I examined what to fix, the first thing I decided on was I was gonna get paid honored percent for the work I was already doing. I was thinking like, how do I you know, how do I solve these problems? You know, cash help solve problems, and I thought, well, I’m already doing this work, but I’m only getting paid back then I think there’s probably 65 cents on the dollar, I don’t even know. And I decided, okay, well, I’m gonna change that I’m gonna get paid 100% for it. So that was the bit that was the first huge change I made in the law firm. And then everything kind of trickle there are lots and lots of other changes. But everything kind of trickles down from that. So this is the distillation of the rules that I came up with and trying to figure out how to get paid 100%. And I am not the only one who, who’s going through this problem. So this is a very rampant problem among attorneys in America, especially solos and solos account for about 56% of American attorneys, and solo and so I’m just gonna read off some data here. And this is from I remember correctly, this is from Legal Zoom in 2015 solos for 56% of American attorneys. average revenue numbers for solo is $70,000 a year, and the average profit is $63,000 A year 392 hours billed per year for a solo. These numbers are terrible. I mean, I don’t know why you become an attorney if you’re gonna make $63,000 a year. So not not okay, that that’s that’s a portion portion of the problem. And then Clio has this great legal Trends report they put out every year and they’ve been doing it for a while now. It’s absolutely fantastic data and it’s good behavior data. So it’s not like survey data. Survey data is that kind of thing. How many times you’ve worked out a week and you say five, and you’re really gonna walk on like Sundays, right? So survey data is just a bunch of lying. But behavioral data is really what you do. And this behavioral data is is amazing. So the average attorney works about eight hours a day bills somewhere in the neighborhood of about 2.5 hours per day and And then collects 1.7 hours per day, okay, there’s behavioral data, people are not lying about this stuff, this is actually what’s happening. So 1.7 hours a day at eight is 21%. And this goes up and down a little bit. At the beginning, I think it was 1.6 hours a day and then went up to 1.8 hours a day, the latest is 1.7 hours a day. So we have a very, very big problem here. And what this translates into is us as attorneys doing work that we’re not getting paid for. And then we have amazing amounts of stress in our life, and we drink a lot, and we snort cocaine, or we do whatever we’re doing right and we get divorced. And it’s just not it’s not good at all. So this is the first problem I fixed in my firm. And this is the problem I tell everybody to fix in their firm, absolute first thing because you will never get a higher ROI for your firm anywhere than just determining that you’re gonna get paid 100% for the work you do, because you do not have to spend any money to do this, everything I’m going to talk to you about with the exception of one thing, you don’t have to spend any more money on. So highest ROI, just start doing it. Okay, the other thing I want to talk about before we get to the rules is the amount of time it takes lawyers to get paid. So on average, this is again Clio data, the average lawyer takes about 87 days to from the time they build the work to the time they send out the invoice on the work done, then it takes about 83 days from the time they send out the invoice until they actually get paid, which is a grand total of 170 days. So an average of about six months to get paid for work that was done from the time it was done until they actually get paid. Not not good stuff at all, lots and lots of data out there that once you let it get past about 60 days, maybe 90 days, your likelihood of getting paid on an invoice goes down very, very dramatically, like orders of magnitude down. So we’re gonna talk about that. Okay, so we’re gonna go through these rules, I usually will do this in about a 60 minute format, but I’m gonna, I’m gonna bust through these quickly. If you have any questions at all, during this process about any of the rules or anything else, ask and we’ll do a q&a at the end totally fine with that. I in fact, I liked the q&a portion of this almost more than anything else. So alright, let’s go through rules. There are eight. New Rule number one is change your mindset about money and getting paid. The first people that teach us as lawyers about money, are our leaders or law professors, and bless their souls. They’re bureaucrats, and they have no idea what you’re talking about. So they sit around and they think about stuff. And but really, they’re bureaucrats, they’re paid by either a school or by the government to do these things. They don’t know what it’s like to go out and kill stuff and take it home to the cave and eat it right. They don’t have to go find it. They don’t have to sell anything to pay their mortgage. Okay, they have no idea what they’re talking about when it comes to money. And they’ll say things like I remember in law school, they said things like your number one job as an attorney is to do good. I don’t know what that means, to be honest with you. Like my number one job as an attorney is to feed my family, and then help my team feed their family. That’s the real world. So we have to change our mindsets about these things. And then the second group of people to talk to us about money as attorneys is the bar. So you go and get barred. And the bar just talks to you about pro bono work like 90% of time, I don’t know, I don’t know if there’s any other subject in the Utah bar that they know anything about, other than asking us for pro bono hours, right. And I’m pretty sure that most bars are kind of like this. Talking about diversity every once in awhile, like 90% of it is pro bono hours. Again, they’re bureaucrats, they have no idea what they’re talking about. They’re just trying to get get us to give our way our stuff for free. So no, like our number one job is to get paid. And you doing that allows you to give stuff away for free. So you got to change your mindset about money. Okay, number two, rule number two is Bill regularly, like that data I talked about before 87 days from the time you do work until you send out an invoice, it’s not going to cut it, you’re just going to lose huge amounts of money doing stuff like that. Our clients hate getting invoices that you know that long. From work done way long ago, we we get embarrassed about it. So we just don’t try as hard you just don’t get paid as much. So you need to build regularly, you need to build at least once per month. I so I didn’t do it on the first this month. But I got up at five this morning and I build and I get it done. Usually I do it on the first I wake up about five, I build everything. So when I come into the office at 830 or nine like billing is completely done. If I don’t do that and I let it get to the third or the fourth then maybe it gets to the town and I have a very hard time getting anything out. So you just got to set aside time and get this stuff done. It has to be the first thing on your calendar block off all time. There’s obviously no phone calls, there’s nothing else you get your billing done and you get it out and that’s how it goes. So I say at least once per month. You can do it more than once per month if you want to. I have a friend who does it every Monday morning she builds and that works for her. That does not work for me. I tried that I experiment with a lot of things. And I tried that, and my office manager and the rest of my team almost quit. Because it just, it was not good for us. So I do it once a month. But if you want to do it every two weeks, that makes a lot of sense to me. But at least once a month, number three, rule number three, don’t chase money. And I define chasing money as doing essentially anything, taking any type of case or doing anything you normally wouldn’t do, that you’re not terribly comfortable with. But you’re you’re doing it anyway. Okay. Because every one of those situations, the reason you’re doing it, the reason you’re doing, you’re taking cases you don’t know anything about, or the reason you’re doing things you’re uncomfortable with, like, you know, decreasing our hourly rates is because you’re chasing cash, you just want somebody to pay you, and I get it. We’re all going through COVID Right now, it’s got to be honest, I’m scared in my mind every day, I really am. So I understand the chasing money aspect of it, but it never ends. Well, it does not end well at all. So some examples of this taking cases you don’t normally take because you need to doing work when the client isn’t paying you doing work because your client promises that he or she will pay you a little bit later. discounting your hourly fee or your retainer or love the love haven’t never discount your retainer. Oh, taking clients when your gut tells you don’t take this, I mean that that little that little voice in your head that says no, this is not a good idea. Listen, that voice all the time that voice is is right 100% of the time. So just listen to your gut and and go with it doing your friend or your congregation member of favor, right favors are like code for how am I going to mess this up this case. So just don’t do stuff like that. Really, you’re just chasing cash, you just want some cash in the bank, and then you think I’ll figure it out. Right? And again, I get this, you look at these personal injury cases. And you think, Oh, these pie guys do out there and they’re not that bright, right? I can do this stuff. Just don’t, don’t, don’t do that sort of thing. You’re just gonna mess things up. Don’t chase the cash, just stay within your wheelhouse, and, and you’re going to be okay. Okay, rule number four always have money and trust, I call this the banana stand rule. If, if you catch on to that reference, the thing is that you just have to have money in trust, because your relationship with your client changes when you get to $0. And in the negative right when they owe you $2,000, that they have a totally different relationship when compared to when you have $2,000 in a retainer. Essentially, when they owe you money, you become the banker. And then all you’re doing is bugging them about getting paid. And everybody hates their banker, and everyone hates the person bugging them about getting paid. So just don’t do it. Just have money in trust all the time. Couple other things about this, you’re more likely to get bad Google reviews, if you let people get into the negative, and then finish up a case in the negative. I don’t know why this is. But this is just an experience that I’ve had in our law firm. Let’s say you get those cases, and we all do it. Or we’ve all done it, where you somebody owes you 234 $1,000, and you think I’ll just do a great job for him, and I’ll finish it out, and they’ll pay me the first thing I’m gonna pay you, right, you get done with a case, they’re not paying you that money’s just gone. And then two, they feel guilty about it at the end of the case. So even if you did great work for him, and they owe you a couple $1,000 And you go to try to get paid, you’re much more likely to get a one star Google review, because you’re bugging them about it. Then if you cut them off with say, you know, they haven’t paid and you cut them off before finishing the case. But they still have money and you give them a check back, right and they still have some money in the retainer you give a check back, you’re much less likely to get a bad Google review. I don’t know why this is, but I’ve just found this to be true. So think about that. And always have money in trust. Okay, now, the rule of thumb for how much money you should have in trust, is you want essentially, you want enough money in trust to cover the worst month you’re going to have in the type of case that you’re running. So in divorce, that for us would be about like our worst month, if it’s a protective order and temporary orders, it’s probably gonna be about $8,000. I mean, if everything just hits the fan at the same time, it’s gonna be 1000 bucks, that’s too high, though. There aren’t very many people are gonna pop down $1,000 for a retainer. So what I do, I mean, that’s the ideal world, right? But what I do is I’ll back that off to like the 95th percentile bad case. And once you do that, you’re really going to lower that number because your worst case is gonna be way, way up here. And then the 95th percentile is gonna be like down here. So that’s what I do. I just look at the data and I think okay, like 95th that’s gonna put me somewhere in this neighborhood. And then we make our retainer based on that. So if you can, you’re gonna have salesperson and you can get, you know, 810 $15,000 out of somebody to cover Like the absolute worst month that you could possibly have, then you do exactly that, if not back it down a little bit to the 95th percentile. And that’s going to work well for you. Alright, So rule number five, if your client doesn’t have money and trust, you stop work, stop work, right now you just stop work is the way this is the way this happens. So, Rule Four is always have money in trust, you’re going to have some some money to three, four, or $5,000, whatever it is, if your client doesn’t pay, then you have to stop work. And we’re going to talk about the ethics of this in a second. But really, you just have to stop. Now you have to have a clear trigger for this. So our clear trigger is on the 20th of the month, we build credit cards. So we’ve gone through, we we build a credit cards to get the retainers back up to our retainer amount. And then if that doesn’t go through, that payment doesn’t go through, automatically we stop work, the office manager sends out an email to our client or a text to our client says, Hey, this is declined, we need to talk about this, we have to stop work until we until we get back up there. And then the office manager also communicates with me and the attorney on the case and says, hey, it’s been declined when you stop work. So we use Slack as an internal communication tool. So the slap goes out to everybody. But it’s instantaneous, before she moves on to the next payment, she’s doing all of these things. So we so everybody, all the parties know exactly what’s going on. And that work has stopped, you have to have these clear triggers to do that. And you need to tell your clients what those triggers are, when you start the case. Because if they don’t know what your system’s gonna be, they’re gonna get upset about it. So you just got to tell them, hey, look, we’re going to do this, this is the date, we’re going to do it, if you don’t pay on this day, then we’re going to stop work until we do get paid. And amazingly, when they’ll pay. So when we do this, when when we have to stop, it takes about, on average, about 48 hours to get paid again, because half the time like a good 50% of the time, they just need to go get another credit card authorization and they haven’t given that to us, or their credit card expired or something like that. So that happens very quickly. But the vast majority of times we get, we get paid within 48 hours, maybe a week or something like that. So the ethical component of this that I always get asked about is, well, I can’t stop worrying, because that’s, you know, that’s unethical and prejudicing the clients. Well, no, you’re not. So the vast majority of time, you’re not doing that at all, you have enough time to bid before hearing or something, you know, something like that to stop work and get paid. If however you run your ship where if they don’t pay, then you’re gonna get sucked into 234 $1,000, then you need to rethink your system, right? You need to look at your cases, and you need to backtrack from that, okay, when do I need to get paid in order to do these things. So it’s all about planning. And in, you know, if your system is just chaos, you’re gonna lose a ton of cash, if you plan better do these things, you’re going to get paid 100% for the work you do. So now there are times when you know, you’re running on the 28th, and you have a hearing on the 21st. And you’re stuck, you gotta you gotta go to the hearing, that’s when the retainer comes in. So you need to have a sufficient amount of retainer to cover that, that sort of thing. And that’s when you need to sit down with your data, and really determine where your retainer is. And if your retainer is not high enough to cover those situations, then you need up your retainer, okay, and if you have a problem selling the retainer, where it is or an increase retainer, then what you have is a sales problem, and you need to learn sales, and you need to learn closing better, you need to learn value, like how you express the value and these sorts of things. And if anybody has a question about books to be able to help help you do that, because attorneys are not naturally good salespeople. Then they asked me and I’ll give you suggestions on some books that really helped me out to increase my ability to sell and close clients. So okay, that’s number five. Number six is specialize. And what I mean by specializes, do one thing, one thing and one thing, only attorneys bless our souls have the idea that we can do like 50 things because we think we’re too smart. And we’re not just realize that if you want to be extraordinarily good at one thing, then you gotta be you gotta just do one thing, right? So if you live in a metropolitan area, or who is someplace with a population base that allows you to do just one thing, specialize and do one thing, you will make more money and you will spend less time making more money and we know that you will make more money, because we can look at doctors to see this. Okay, so a family practice doctor totally general doctor is gonna make about 100 and about 125 $250,000 a year in America, a general surgeon right and mid level specialist is going to make probably in my case, is there any indication about 500,000 ology if you get a brain surgeon, a highly specialized specialist right brain? Sure. That’s gonna be like a million dollars a year. So the more specialized somebody gets, the more money they command. And that’s the principle here is you want to come Man as much money as possible. And when you do that, you actually spend less time doing it. Because you’re not reinventing the wheel. You’re just doing it and you know all the answers like anymore. I think once that every happens once every six months, I won’t know the answer to something, and I’ll have to go look at it. Just because I’ve done this every day all day long for 10 years, right. And I make so much more money now than I ever did when I was trying to be a generalist, so specialize as much as possible. If you are in a place without a population that allows you to specialize in one thing, specialize in two things, I never recommend people do any more than two, you need to do three, you probably just need to move someplace better.
Becca Eberhart
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Marco Brown
Number seven is my as my chair one. So this is where the rubber really meets the road, you need to fire your worst client today. That’s this, that’s the rule. Now when I said fire your worst client, you had a mental image that came up of a person’s face, that’s the person you want to fire because your brain is telling you I hate this guy, or I hate this lady. So fire that person, just go just go do it. Because I guarantee that face is the face your assistant sees and wants you to fire as well. If you do the same thing, if you say who’s your who’s your worst, like, that’s gonna be that’s gonna be face. So just go fire the person. Now the idea here is that you fire this person, and then you get rid of all that drama, right? Because it’s an economic principle is the 8020 principle. So about 80% of our revenues are going to come from about 20% of our clients. And 80% of the pain in our rear end is going to come from 20% of our clients. And they’re never like the same people, there’s people that really annoying us and take all of our time and make our firm terrible are never the ones that actually pay us all this stuff. They’re just bad clients. Like they’re never a clients, they’re never 100% payers, they’re almost never 100% pairs. So what you’re doing is you’re allowing these people to suck your time and your attention away from those people who are paying you most, most often and the most money, so just get rid of them, you will make more money doing this, you will have more time when you do this. And the another added benefit here is that your legal assistant, and you were the people that work in your office with you, they will love you. Because if you think you hate this client, imagine how much they hate this client, the ones that actually are dealing with this person every day, well, while you’re dealing with other cases, so they will love you. And it will just ratchet down the temperature in your law office. And you’ll end up keeping employees much longer if you do this. Now, this is kind of a self perpetuating rule. So once you fire that worst client, you’re gonna figure out how much you enjoy it. And then you’re gonna go fire the other worst client until you kind of fire all the bad clients. So you get to the Get to the point where you fire the F clients and you fire the D clients. And you want to get to the point where you have, maybe you keep some C clients, although I wouldn’t do that. But you want to get to the point where you’ve fired everybody up until your B clients so you just want a and b clients remaining. And at that point, you’re gonna make so much more money and enjoy your job so much more because deal with hate clients who pay you is literally like 100 times more enjoyable than dealing with F clients who aren’t paying. So let this perpetuate itself just keep going. Oh, I gotta I gotta backtrack on one thing. So when you structure all of this, and I’m when I’m talking about in getting paid, you need to have somebody who is in charge of getting paid, okay? So you need to have systems in place and you need to have triggers in place. You need to have somebody in charge of that system. That person cannot be an attorney. Attorneys are absolutely awful at this stuff. Attorneys just want to come attorney for the most part. I mean, maybe some attorneys are rainmakers, but rainmakers aren’t good at getting paid either because that’s a different skill set. And just normal attorneys who are kind of come in and You know, grind out the hours leave, they hate getting they hate the whole payment thing. So don’t have an attorney, do it. Hire somebody specifically to run this aspect of your law firm. And I would tell you to hire that person. First, hire that person before you hire somebody to answer the phones, which is the, the absolute worst thing in a law firm is answering those phones. But anyway, I’m gonna answer phone for a very long time. There’s a reason I don’t even have fun in my office, because I just like it so much. But that said, hire the person who is going to run you’re getting paid system, right? Your collection system, that’s the highest ROI employee you will ever have in your law firm, including attorneys. So hire that person right off the bat. Okay. And then as soon as the last rule, make you, your family and your team, your first priority, so we’re taught, as business people to make our clients our first priority. That’s totally wrong. Right? The clients always right, no, absolutely incorrect. So you need to make you yourself, your family and your team, your first priority. And when you make your clients your first priority, and you think that they’re always right, then you’re going to spend way too much time on your cases, you’re going to be into it too much, you’re not going to get paid, because they’re gonna give you a sob story. And you’re gonna say, Okay, I understand you’re right. But you’re gonna do all these things, and it’s just not gonna go well, right, you’re gonna get burned out, you can do this for five, maybe 10 years, but you’re never really going to be top on your game. Because you’re burned out so much, you’re not sleeping well, you’re nervous all the time about money, all of these things, you’re just not going to be on the top of your game. Okay. So that’s when you put your clients first, when you put yourself, your your team. First, you are doing what I talked about an ear, which is you’re firing bad clients, you’re getting paid, you’re taking vacations, because you’re taking care of yourself, you’re getting sleep, you’re getting eight hours of sleep a night, which is what you should be getting if you’re getting less than that need to really rethink your life and retool some things. There’s a lot of incredibly good research on this. There’s a guy named Matthew Walker, who wrote a book why we sleep, and he lays everything out. People who don’t sleep, well sleep under six hours a night are on average going to die 10 years younger than they should, and have all sorts of health problems before that. So you’re taking care of yourself sleeping at night, you’re doing what you need to spiritually to keep yourself going. And doing all of these things you’re putting yourself first you’re doing the same for your family, you’re doing the same for your team, that is going to make you a good attorney, that is going to make you a sustainable attorney, not going to be doing it for five or 10 years and want to get out, you do this stuff, you’re gonna want to do this for 30 years, you’re gonna you’re gonna love your job like nothing else. Because you picked good clients, you’re getting paid for your work, you’re highly respected, you’re able to take the time with cases that need to be respected by your, your peers, your colleagues, and by judges, it’s a totally different world, when you decide to get paid 100% And you decide to put yourself first. So that is the end of number eight.
Becca Eberhart
Awesome. So the only thing that we have right now is Tracy was interested in those books that you had mentioned, the sales books, what were a couple of those.
Marco Brown
So the number one is the closer Survival Guide by a guy named Grant Cardone, that’s the number one sales and closing book number one business book I’ve ever read. I think I’ve read it 23 times. It’s, it’s incredible. So there’s that and then there’s seller be sold by Grant Cardone as well. So Grant Cardone is fantastic in this space. I read those two books fairly often. The other. Yeah, those are those are the sales and closing books that I would that I would recommend.
Becca Eberhart
Awesome. All right. Yep. That’s the only question that we have. So far. You said you might have something else to add on that. Oh, yeah.
Marco Brown
So a couple other things here. We’re discussing systems. Ask yourself, what would this look like if it were easy, right? When you’re putting when you’re putting together a system, ask yourself that question. And then whatever is the easiest, then go with that as your system. So there’s this idea that the more complicated you make a system, the more likely it is to fail. And I mean, catastrophically fail. So very, very complex systems fail catastrophically all the time. And you just don’t need that. Right. We don’t need terribly sophisticated complicated systems as attorneys, we, we have cases, we bring people in, we get them to hire us, we do legal work, and we build them forward like this is not rocket science stuff. So make your systems as it as flat and simple as humanly possible and these catastrophic failures are going to go away and 90% of the time. So you that I think is, is a really good, really good way of looking at this and see, the other thing is, you know, just take time for yourself. So take vacations, one of the things I do at the beginning of the year, and unfortunately, I can’t do this right now, because of COVID. But at the beginning of the year, like layout when you’re gonna go on vacation, so just look at the calendar and say, okay, my kids are in school here, I can take time off here, but lay all that out, and then leave, absolutely tell yourself, these base locations are going to happen, start buying the tickets, do whatever you need to and then take the time off, that is necessary for you to be able to, you know, get out there and and have a good time and then rejuvenate and come back and really work hard. I think we as attorneys just don’t do that nearly as often as we should. And I think a lot of it really is this idea that we just don’t have enough money to do it. Which is another reason you got to get paid 100% Because when you get paid 100% You’re I mean, you’re, yeah, you’re taking vacations, let’s let’s put it that way. Another thing I would say is on the systems management part when it comes to money, and how to kind of lay out the money on a monthly basis and where allocation should go for things like taxes and so on. There’s a book called Profit First by Mike McCalla wits I’ve talked about this before, when I give these presentations, it’s a great book for kind of law firm accounting, it’s not law firm specific. But you know, business accounting in general, but I’ve used it for a long time, it’s pretty simple stuff takes a little while to get used to probably about three months. And then after that takes about five to 10 minutes to implement every month, it will show you exactly where your money’s going, and you tell your money, where to go and certain percentage allocations. And then it allows you as you grow as a law firm to change those allocations to best fit your situation, right. So you pay yourself more at the beginning. And then as revenues increase, you’re taking more on drawers instead of on wages, like it just sets everything out. It’s not accounting, per se at all. I don’t know how to read accounting, only accountants know how to read accounting. So this is like, really super simple stuff. But it gets your money, right. It’s kind of like Dave Ramsey for for law firms. You just know exactly what’s going on. It’s step by step process. Fantastic book. I usually have that 10 on hand, and I’ll give that to lawyers whenever they whenever they asked for. No, that’s about it. All right.
