Legal futurist Chad Burton examines today’s trends to predict what the future holds for legal practitioners.
The Un-Billable Hour
Chad Burton is a co-founder of Modern Law Practice, CEO of CuroLegal, and a legal futurist. He...
Christopher T. Anderson has authored numerous articles and speaks on a wide range of topics, including law...
Our first episode of 2022 is kind of about everything. It’s about trends, helping law firms leverage tech, outsource routine tasks, and grow their business.
Guest Chad Burton is a highly-regarded legal practice futurist. Through his work with Modern Law Practice and CuroLegal, he works one-on-one with practitioners to help them understand what they need and how to engage existing solutions to move them forward. Understanding the capabilities of today’s tech isn’t intuitive. It takes work.
Burton shares insights into emerging trends in 2022. Hear what he thinks will happen with non-lawyer owned law firms and the introduction of non-lawyer licensed legal practitioners in specific legal sectors.
Other trends include alternative business structures (ABS) such as LegalZoom, Elevate Services, and fee-splitting providing legal services to a vast pool of underserved Americans. He also offers thoughts on outsourcing routine work through emerging enterprises such as Lawclerk, UpWork, and GetStaffedUp, not only outsourcing tasks but offshoring them.
Special thanks to our sponsors LawClerk, Alert Communications, LawYaw, and Scorpion.
Christopher T. Anderson: Before we start the show, I would like to say thank you to our sponsors Alert Communications, Law Clerk, LawYaw, and Scorpion.
Intro: Managing your law practice can be challenging, marketing, time management, attracting clients and all the things besides the cases that you need to do that are not billable. Welcome to this edition of The Un-Billable Hour, the Law Practice Advisory Podcast. This is where you’ll get the information you need from expert guests and host Christopher Anderson, here on Legal Talk Network.
Christopher T. Anderson: Welcome to The Un-Billable Hour. I am your host, Christopher Anderson and today’s episode is about everything, it’s about trends because we got a great guest today. As you all know, the main triangle of what a law firm business is about has to do with acquiring new clients, that’s one leg of the triangle. The second leg is producing the results that you promised to the new clients. And then the third leg, of course, is achieving the business and professional results for the owners.
Since this is the first show of the year, we’re going to get a little meta about it. We’re going to talk about a variety of topics. We’ll get a little predictee(ph) about what trends have shown us, about what is happening, what we should expect, because my guest today is Chad Burton and Chad is the co-founder of Modern Law Practice, and the episode is 2022, what’s coming?
I’m pleased to introduce my guest, Chad Burton. He is, as I said, the co-founder of Modern Law Practice and CEO of CuroLegal. He has been actively engaged in building current and the future of legal services throughout his career. He has working building legal technology, creating the ABA Blueprint, which is an AI driven interface to help attorneys select the best technology for their firms, and developing a new law business model with new law in quotes. Obviously, he’s not changing the laws to new laws, but the business model is a new law firm, new law business model.
Chad serves on the ABA Standing Committee on the Delivery of Legal Services. He’s on the board of directors for the Global Legal Blockchain Consortium, which is really fascinating stuff. Chad previously, served also on the governing boards for the ABA Center for Innovation, the ABA Law Practice Divisions Council and as chair of the Divisions Futures Initiative. Chad is a regular speaker around the country on topics related to legal technology, virtual law practice, and the future of the legal profession. He’s been quoted and published in the ABA Journal in the Atlantic, in Entrepreneur magazine. Chad was also named to beat to the fast case 50 list of global innovators and he receives an award by American Lawyer Media for most innovative use of technology for firm. So, I think that used up the whole show credentials. So thank you all very much for coming. We really appreciate.
Chad Burton: This is the worst.
Christopher T. Anderson: I know. I usually am shorter, Chad, to be honest. But in this case, I think it’s just important because we’re going to be talking about — it’s sort of the New Year’s tradition for a lot of programs, a lot of shows, a lot of our newspapers and magazines, and I think the credibility of the predictor is important. And now, I’m going to list my credential, so we’ll take the rest of the show doing that.
Chad Burton: All right, let’s see.
Christopher T. Anderson: The audience knows me. I’m Christopher Anderson. I’m your host. So Chad, well, first of all, welcome to the program.
Chad Burton: Thanks for having me. Looking forward to it.
Christopher T. Anderson: Yeah, me too. Just so the audience can continue to get to know you a little bit. I mentioned at the very top of it that you’re the co-founder of Modern Law Practice. Can you tell folks a little bit about what that business is and why you found it?
Chad Burton: Sure. So with Modern Law Practice, we work with primarily smaller law firms across the US in a couple different capacities. One in effectively consulting capacity, helping law firm owners grow their business, keeping a broad like that because it involves all aspects of it, from the human, the technology finance, all the fun parts about running a business. We also provide outsource intake services. So that if a law firm does not want to employ intake specialists internally, that is something that we provide a service for. And we’ve also developed some on-demand courses, and it’s been a focus for intake historically, but in 2022, we’re going to ramp up courses and whole bunch of different subject matter areas as well. And we got into it because there’s a need there. Law firm owners are struggling, any business owner struggling figuring out how do you take your business to the next level? It became incredibly important during the pandemic. We all spend time on Zoom now and I had beforehand, but my role with law firms has been not only just helping strategize and execute, but interestingly kind of a therapist is way too strong of a word.
But with the pandemic and all the crazy shit — are we allowed to have any on this episode? Sorry.
Christopher T. Anderson: No, You’re good. Well, we’ll talk about shifts. All we want.
Chad Burton: The crazy shifts that occurred during the pandemic. A lot of personal things fly around with running a firm as well.
Christopher T. Anderson: Yeah. So your career up to founding Modern Law Practice, you’ve been involved in the intersection of technology in law throughout, your bio obviously speaks to that, but you seem to have a passion for finding things that make the practice of law more efficient and empowering the law firm owners to really like you said, take that next step up.
Chad Burton: Yeah, for sure. And what’s been interesting about it and I say kind of honing it in especially over the past few years is that if we were having this conversation, maybe two years ago or three years ago, pre-pandemic, a lot of our future conversations of what are going to make law firms amazing had this element of like when a robot lawyer is going to be a thing, and AI, and machine learning, and all these kind of futuristic feeling type concepts. But as we keep dialing it in the best resources for firms are the most practical at this point. So it’s not what is the most amazing technology out there. It’s more now about like using what you’ve got. Because the tech in general has become so much user-friendly. In most of the platforms, if we think about even like case management software or software that is similar to case management software, CRMs that maybe industry agnostic, there are really all in a place now where if you use what’s in front of you, you’re going to be successful with it, but it’s recognizing. That is a big hurdle for a lot of firms.
Christopher T. Anderson: Yeah, that makes a lot of sense. And like you said, there’s so many tools out there now whether legal specific or not that can be useful. All right, one of the topics that I wanted to chat with you about, I mean, you’re conversing in a lot of different topics, but one of the ones I wanted to hit on is kind of this buzz that I’ve been hearing, and I think you’ve been hearing about the regulatory changes around law firms, particularly non-lawyer ownership of law firms. Something has happened in Arizona. Something is happening in other states. It’s already happened in DC. What do you see happening there? What is the impact that you’ve seen already? And where do you see this going?
Chad Burton: So, Arizona effective, I think, it’s January 1, 2021. So a little over a year ago. They enacted regulatory changes, getting rid of Rule 5.4. In Arizona, you can have alternative business structure. So law firms or legal service providing entities that are non-lawyer owned. They also, in Arizona, got rid of fee-splitting. And another interesting development in Arizona is that they have legal practitioners, LPs. It’s kind of like the triple LT that used to exist in Washington. These are people who did not go to law school who have certain credentials, do a character and fitness evaluation and take effectively bar exam and get licensed in Arizona. So you can be licensed in certain practice area.
So for example, if you are a person who hasn’t gone to law school, but you want to practice family law in Arizona, if you meet the credentials, let’s say you are paralegal and you — I don’t have all the background memorized on it, but close enough. One would be you go to college and you’ve been a paralegal for certain amount of time, so you have experience to it. You can take an exam and become a licensed practitioner in Arizona, you get a bar number and you can practice family law except in very limited circumstances like you can’t handle a divorce where there’s like a business that needs to be transferred or a QDRO or there’s a third, I forget the third category, but you can go to court which is fascinating and it’s just gone into effect and they’re starting to license these folks. So now it’s real. And so the chatter that has been to date, obviously some people are accepting of it, some people were not, but now it’s real. The same with alternative business structures where I think they’ve announced 15 ABSs in Arizona.
So, what we have happening is the things that we talked about in the ABAs, their commission on the future of legal services years ago where there’s all this commentary about how it’s going to ruin the profession or “Hey, we talked about this in 2000. We don’t need to talk about it for like another 30 years on top of that.” Like all this stuff that’s been creating commentary now it’s real.
So, what does it mean? One, it’s demonstrating that it’s going to be a slow process. Yep, there’s 15 of these things out there, LegalZoom is included in that. Elevate Services, just analysis that they were approved. I know, there’s a bunch of them that are in the bucket of, let’s say, an accountant and a lawyer get together and now they have a firm. I think the effects on it will be we’re not going to see massive change for a long time. What I think kind of the coolest parts of it are the pieces that I think are more innocuous where fee-splitting is now okay in Arizona. So think about that part of it, which is you don’t have to pay $6,000 to apply to get an ABS. You can just immediately start doing that.
So if somebody sends you a case, you do real estate law and let’s say you have some realtors who send you or commercial owners, they send you a bunch of work. You can send them a percentage now of what you can set up these deals and they can be mutual or not. I know law firms are building out referral programs where it’s along the lines of “Look, if you send us a case or if a client gets referred to the firm from somebody, like the client will get 100 bucks off their bill if they stay for 90 days and the referring party gets 200 bucks.” It just things like that where you could just make it up and figure out what the market says on it, which is really interesting. That’s just there. That’s not something you have to wait for approval or take an exam for.
Christopher T. Anderson: Right. It sounded like the beginning of a great joke, it’s like lawyer and an accountant get sanctioned by the bar.
Chad Burton: Right, exactly. Yeah, there’s a lot of those there.
Christopher T. Anderson: Okay. So, it’s past some, you said 15 —
Chad Burton: 15 ABSs. Yep.
Christopher T. Anderson: ABS have been licensed already. Is this just crazy? Is Arizona just become reverting to its roots to the wild west and we are all going to tell stories about the shootout at the O.K. Corral between lawyers and accountants, or is this the beginning of something bigger? Let me ask you, I’m going to ask you two questions I could warn you about. So one of that, what do you see as far as that’s concerned at all? And also what’s been the impact in Arizona so far? So we have these 15 businesses, but how is it really affecting the legal landscape as far as you’ve been able to see?
Chad Burton: I think to answer the second question first, how’s it impacted so far. I don’t think it’s clear because it’s too early. A lot of these are months old or weeks old and it’s going to take time for them to figure out what does it mean? Interestingly, some of the lawyers I’ve talked to here and other lawyers that have talked to other lawyers, a lot of people don’t even know it’s happening or they heard about it. I don’t think those people care. It’s there. Especially when there have been discussions in Ohio, New York at the ABA level California, those that are against it, have loud voices. Then it sounds like, everybody’s against it or most people aren’t except for the crazy people on the committee. I think the reality is most people just don’t know about it or care. It just doesn’t affect them on a day-to-day basis.
Now, if LegalZoom comes in, and I would think if I am LegalZoom or Elevate or other non-traditional law firms, you’re using Arizona as a test ground for it. It’s probably not going to affect Arizona that much. It’s more getting ready for the next one’s. Because yeah, California is slower, but something is going to happen eventually. Utah’s got their Sandbox, things are happening there. There are some states that aren’t going to move for a long time.
To kind of answer the first question, I don’t think it’s a wild west scenario. I think it’s Arizona is just willing to do things quicker than others. Arizona has had certified legal document preparers, I think, for a couple of decades maybe. I don’t know, that may be completely wrong. But not it’s not new. I looked at a list once, I think it’s like 200 CDLPs that exist around Arizona.
Now, do they all produce a bunch of legal documents all the time? Probably not, but there’s always going to be different levels of work they’re driving, but there’s a bunch of them out there. So I think Arizona is just willing to move faster.
Christopher T. Anderson: Yeah, that makes a lot of sense. We’re going to take a break here in a second. But when we come back, what I just want to ask you about, we’re going to need to leave this topic eventually, but what I want to ask you is what the consumers are seeing? Are the consumers seeing something different and is that attractive to them? Because the worm coming from with that question is this isn’t all happening because it’s just innovative and cool. This is happening because there’s a huge underserved middle who haven’t had good access to legal services, and in any normal marketplace, that’s not as highly regulated as law, other players would have come in to fill that gap, the other players (00:16:02) block. The other players would have come in and said, “All right. The rich people, they could afford the top law firms every day and the people with the least amount of money we’ve had lots of pro se services, we’ve had unbundled services, we’ve got legal services council in lots of states are legal aid. But then there’s like the people in the middle, like just have felt underserved legitimate because they are. This is huge pull. And so, what I’m going to ask you after the break is to speak to what are they going to be seen? But first a word from the people who make this show possible.
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Christopher T. Anderson: We’re back with Chad Burton. He’s a co-founder of Modern Law Practice and a long time visionary on things of law and technology and automation and moving the law forward into the 21st century. I posed a question before the break about, you know, we were talking about all this from the law firm side, what law firms are seeing. I wanted to just address what you see from the consumer side, why this is happening and what they’re either seeing or are about to say?
Chad Burton: As far as the consumers are concerned, it remains to be seen, right? Not in an obvious, we’re looking to the future, but for example, well fee-splitting help law firm or consumers get better services? Don’t know. It’s going to be an easier way to transact business between people to make referrals and to make your services known. Is that going to help lower-income folks? Probably some. I think the LP, the licensed legal practitioner will probably be the most immediate opportunity for helping the middle demographic. But it’ll be interesting. From the standpoint of think about we just had this conversation about a week ago with, there’s a firm that has paralegals that are becoming licensed and one of those paralegals that have become licensed now wants their own caseload. So we think about this idea of licensed practitioner. Some lawyers are going to just reject it out of hand and say “Screw this concept. I don’t want anything to do with it. I’m going to pretend like it doesn’t exist.” And then others will be fine with it and maybe outsource and work too, but others are going to hire these folks internally.
So then you have part of your legal services offering is you’ve got your lawyer rates, you’ve got your LP rates, you’ve got your paralegal rates there. So now you have this other kind of lower legal services. So what should happen as a result is law firms can offer services at a lower rate that makes sense. If you had two clients coming in the door and one had a complicated divorce that warranted a lawyer to do it, you do that.
You send the lesser complicated ones that don’t have businesses involved to the LPs and it should cost less so you can help more people that maybe wouldn’t have been a good fit for your firm. The other aspect of it is that you’ve got LPS who are going to be going out as solo practitioners and they are going to be competing against existing solos and probably more about the people that are coming out of law school and just getting started. And so now, you have an interesting dynamic of potential race to the bottom on fees because if you’re a new lawyer or solo competing with LPs, if that becomes an issue, then that should drive costs down, and then the consumers will benefit from it at that point. But I mean, you said it’s kind of a predictee-type show. That seems logical that that would play out, but it also matters like how do LPs fit into the mix? I think they’re going to be just like lawyers coming out of law school, fresh out of the gate, some are going to go work for firms, some are going to say “I’m going to do this on my own.” I think LPs that have experienced 20 plus years of experience being a paralegal probably have a chance of being better lawyers than new lawyers coming right out of law school that went to undergrad.
Christopher T. Anderson: Yeah, for the short term at least less experienced about standing on their feet in court, but even that differentiator will fade.
Chad Burton: Right. Especially the Zoom Court. I would say has a different dynamic to because can you figure out how to present yourself on Zoom versus having to go into a physical spot could help level it out too.
Christopher T. Anderson: Yeah. Because as we saw with “I am not a cat,” some lawyers are having trouble believing that concepts too.
Chad Burton: It still happens like once a week and I was guilty of it. Yesterday, I was on mute. I was one of those where like somebody’s like “You’re on mute.” That keeps happening all the time. So nothing’s perfect on this stuff. It’s the opportunity.
Christopher T. Anderson: I’m going to completely shift gears now. We could do like three shows on that top, maybe we should, but we’re going to shift gears for the moment. The other kind of great trend that is out there, it’s not just about law firms, but it sure as hell as affecting law firms. There has been what’s been called the great resignation. Across the United States workers, particularly workers in the mid- to lower-earning levels have been quitting. We’ve got an unemployment rate supposedly at 3.9% of the country, which means that people who quit can go land somewhere else. They’re not all doing that either, they’re getting educator doing other things or opening businesses that’s going at a record pace. But so, have you seen any effects of the great resignation particularly on small law firm, the listeners to this show?
Chad Burton: Absolutely. I think everybody is experiencing it regardless of size and small firms have been the same and it’s the same with hiring too and trying to figure out to get people in especially after the people have quit, or you’ve taken the opportunity of the pandemic and beyond to help people move on to jobs that they may be better suited for. I mean, one of the things that I’m advising firms on is when we talk about marketing, you’re not just marketing to potential clients. Now, you have to spend as much effort marketing to potential team members.
And I just saw this morning on a Facebook group where a friend had mentioned that they offered a lawyer job and it was for twice the amount of money he’s currently making, and the guy still booked at it. They wanted this guy and he’s like, I don’t know. They sweetened it and then he accepted it. This guy, like I can’t even — and so started this massive conversation of like what the hell we’re going to do in general because we have to change the entire way we compensate? And think about compensation, it used to be that you think about giving raises and you don’t want to go too crazy with a percentage raise because then you’re setting a standard. Well, 25% raises are not unusual to try to keep people around. So everybody is trying to figure out now, not only how do you get new people in the door, but just doing everything you can to keep people around and really focusing on what matters to them.
Christopher T. Anderson: That sets up an interesting dynamic because we just got done talking about legal practitioners who are going to, we guess, come in at a lower hourly rate and possibly a law firms may be looking going like “Hey, we could pay these people less.”
Then we’ve got this other thing where, if lawyers are going to get 25, in your case more than double their former salary, if there’s going to be an escalation in legal wages, that’s going to have to drive up the cost of eventually to the end users to the clients. Like those two dynamics seem to be another pulling where there’s going to be the stratification of law, but it seems there’s got to be some lawyers are going to get left out of that.
Chad Burton: Yeah, for sure. And we could add to the mix the concept of now that remote work is comfortable, not everybody loves it, but people are more likely to hire talent from different parts of the country. It was two years ago. Obviously, there’s always exceptions. There are people that are ahead of the curve on this, but now it’s not unusual for people to say, “Okay, I need a good paralegal. Let’s not worry about. Do they have experience in my state? Let’s find somebody that has talent in general. Go get them and train them up that way.” And keep let them live where they want to work for your firm, but they don’t want to move halfway across the country. Here, I can stay home and not have to commute into the city like they used to nearby and save money that way. So we that dynamic too where you can expand on where you find your talent from.
Christopher T. Anderson: Yeah, which is a real opportunity, which is a great segue into what I’m going to ask you after this next break. So the great resignation is posing challenges for law firm retention of team and of any law firms that are growing to acquiring team. They may not always be able to double people’s salaries right away and or give those kinds of raises. So the question I will go to want to address after the break is what are some things that law firms can do to staff up during this time, where it’s really hard to hire regular workers? But first one more time for the people who pay for us to be here.
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Christopher T. Anderson: All right. We are still talking with Chad Burton. He’s the co-founder of Modern Law Practice and we’ve been talking about the great recession and its impact on small law firms, really all law firms. And the question that we posited till after the break was while it’s challenging and Chad, you talked to a lot of law firms, I talked a lot of law firms and we’re both hearing from a lot of folks that it is challenging to get new talent, to keep get new talent as well. What can law firms do during this time to keep growing, to keep their growth going while it is hard to necessarily hire regular workers.
Chad Burton: Yeah. Regular workers is a great phrase. So that has the connotation of a full-time employee that’s going to be in your office or in your firm full-time, traditional kind of employment scenario. What’s it non-regular? I think one aspect of it is thinking about outsourcing. I don’t know if these are sponsors of your podcast or not, but I’m allowed to mention companies, right?
Christopher T. Anderson: Absolutely.
Chad Burton: It’s tied to anything. As a good example, LawClerk is a great example for finding contract attorneys. And there’s other solutions like this out there, going on UpWork. People were going on UpWork and finding contractors and paralegals and lawyers that are independent which is on their own and what it does, and those that are doing that are looking at it from a couple of different angles. Yep, you can find people that are working hours and hours and hours for you. But you can also do it and start thinking about segmenting work based on projects versus a regular worker that’s “Hey, you work for me. Here’s going to do all the stuff.”
Our main thing is “Look, I like to go to court.” And a law firm owner says, “Here’s what they want to do.” They want to continue going to court. They want to do the client interaction. They don’t want to do any drafting. So you go find somebody to do all that, not unlike — think about like a partner associate type role in a traditional firm but finding somebody to go do it and work on a project basis. So that outsource model works well there. I know there’s a company that actually I’m using with a virtual assistant and law firms use is called GetStaffedUp that they have virtual assistants in South Africa, Argentina, in Mexico and a couple other, but they’re full-time for you. And I’ve to maybe butcher this but it’s like 1850 a month for a full-time person which is not regular worker.
Christopher T. Anderson: Free?
Chad Burton: Right? It’s free. Exactly. It’s effectively free and I know law firms that have used that when I first learned about this, I was talking with the firm, that they had brought in a virtual assistant and then she was so good, she’s now a paralegal in their firm. They had a team meeting, like their first post COVID team meeting. They flew her up from Mexico to join the team. Like that’s how integral she had become a part of this. So that doesn’t qualify as a regular worker. That’s a way of saying like “Look, here’s a solution that somebody’s come up where that GetStaffedUp said that they get something like 200,000 applications a year.” My person in South Africa, went through three months of vetting to be able to even be considered for this. And they’re dealing with things like quality of equipment, dedication to the company. And she’s like, yeah, if you really want to do it, you had to just stick it out.
Right now, in South Africa, it’s summer and there had doing rolling blackouts. So now they have a power issue. So the company supplied generators to the virtual assistants. Crazy stuff like that, but they thought through this model my person works and we need every day at 10:00 a.m. my time and she is quitting for the day. And so we have our schedules like that, but it’s great because I wake up and have all this work that’s been done. I assign stuff before I sign off for the day and she gets it when she starts at night. So it’s kind of fun.
Christopher T. Anderson: Yeah. So, the answer is non-traditional work worked both inside the United States and outside the United States. These are directly or through things like GetStaffedUp, through Belay(ph), through others. And just so all our listeners know, Chad has no idea like the sponsors that you just heard. We don’t hear that during the show. Chad has no idea who our sponsors are. You did hit on one of them.
Chad Burton: Did I, really? That’s fun. That’s crazy.
Christopher T. Anderson: As we get close to wrapping up, Chad, I just want to ask you just one more question to kind of let’s look at our looking glass or crystal ball if you will, which is, we’ve had this huge shift to remote work. It was probably coming, but the legal industry moves slowly and the pandemic just like exploded this trend. So we’re all used to it, we all get on Zoom now and a lot of folks are working remotely. Is that a permanent change for law or is there going to be a snapback? What’s your vision on that?
Chad Burton: I think it’s, and this is not original for me because I think it’s going to end up as a hybrid is what happens and I think we’ve already done that where some snapped back because they just are comfortable with it. I work with some firms that during the pandemic decided they’re going fully remote and they’re not going back. And so it’s going to be a hybrid in figuring out what is the most beneficial use of office space. For most firms, it’s still needed in some way. But hotel, style, desks, where you’re using it, whether you’re reserving it or just grabbing, the space it’s there when you go in. Having somebody coordinate internally as to, who’s going to be in the office on certain days. So I think it’s going to be a remote because obviously things will get normal at some point and we won’t have flare-ups of COVID, and that kind of stuff were more people shut down again as we’re recording this, but I think it’s a middle ground. It’s a lot of progress.
And fortunately, I had a conversation with a big law, it’s like at a baby shower several months ago, where it was big law attorney, they had gone back in yet to office, but his position was that within their firm, the partners are thinking that staff should go in and lawyers can remain remote and I just meet this person and it was like, what are those words? In my head I’m like, how much do I tell him that he sounds like a complete asshole right now? Because it was just so awful, but I have to imagine that that’s happening elsewhere, but it’s still all for the wrong reasons and so hopefully we will see that stuff like forced remote work is not going to fix people. The potential loss of life due to pandemic is not going to cause people to like wake up one day and be like, “We should act differently than we ever have,” but I think there’s a middle ground that will find as a result.
Christopher T. Anderson: Yeah. I think that is a good prediction for that. Chad, we are at the end of the show, but there’s so much more I want to talk to you about. Would you be willing to come back to the show at some point this year?
Chad Burton: Of course, absolutely.
Christopher T. Anderson: Great. Because there’s a lot more that I do want to hit with you and I think the listeners want to hear more, but for now that wraps up this edition of The Un-Billable Hour. So thank you for listening. Our Guest today has been Chad Burton, he is a co-founder as I said of Modern Law Practice. Chad, in case they don’t want to wait for the next show, they want to hear more about, you know, you mentioned, you do some outsource you do intake for law firms and also classes for them. If they want to learn more about that, learn more about you or just asked you a question, how should folks reach out to?
Chad Burton: They can email me at [email protected]. That’s probably the easiest way to get a hold of me.
Christopher T. Anderson: Awesome. All right, so [email protected]. Thank you. Thanks for being on the show.
Chad Burton: Hey, thanks for having me.
Christopher T. Anderson: You bet you. This is Christopher T. Anderson and I look forward to seeing you next month with another great guest. In fact, I’m going to tease it. Next month, we’re going to have Mike Morse. He is the author of ‘Fireproof’ and the founder and grower of an immensely successful law firm in the Detroit area. He is going to be a great guest to talk to us about how he did that and what is written about in ‘Fireproof’. So we’ll have him and many more guests over the coming months as we learn more about topics that help us build the law firm business that works for you. Remember, you can subscribe to all the editions of this podcast at legaltalknetwork.com or on iTunes. Thanks for joining us and we will speak again soon
Outro: The views expressed by the participants of this program are their own and do not represent the views of nor are they endorsed by Legal Talk Network, its officers, directors, employees, agents, representatives, shareholders and subsidiaries. None of the content should be considered legal advice. As always, consult a lawyer. Thanks for listening to The Un-Billable Hour, the law practice advisory podcast. Join us again for the next edition right here with Legal Talk Network.
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|Published:||January 25, 2022|
|Podcast:||The Un-Billable Hour|
|Category:||News & Current Events , Practice Management|
The Un-Billable Hour
Best practices regarding your marketing, time management, and all the things outside of your client responsibilities.