The Future Is Yours: Automation, Efficiency, And Scale

Episode Notes

Transcript

[Music]

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 aren’t 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, well, it’s about you sort of. You know, we’re going to pull back a little bit. We’re talking with Sam Mollaei today and we’re going to talk about big picture stuff that you can incorporate into the way you think about the future of your law firm business. You know, as we’ve talked about before in the main triangles what it is that a law firm business must do, we have to acquire new clients, we call that acquisition. We produce the results that you promised in production and we achieve the business and professional results for us, the owners, and in the center of that triangle driving it all for better or worse is you and so it’s kind of cool that once in a while we pull back. We don’t talk about marketing. We don’t talk about production. We don’t talk about finance specifically anyway. We talked about you. We talk about what drives it all and this is one of those shows.

In this show today we’re going to discuss what the near future really has in store for you and your business because we’re really lucky to have Sam Mollaei on the show today and Sam, he helps a lot of law firms actually think about this stuff. He’s the founder of My Legal Academy, and the episode today is called “The Future Is Yours.” So Sam Mollaei, as I said, he’s the law firm owner of about six — or not about, I guess it’s specifically six law firms, but he claims that he’s more interested in disrupting the legal market. We’re going to talk to him about that. He’s built and scaled three of his law firms to multimillion dollars in less than five years, and he spends most of his time helping lawyers around the world create their own scalable law firms inside My Legal Academy. So with all that, Sam, we’re looking forward to learning about the future a little bit here and welcome to The Un-Billable Hour.

Sam Mollaei: I appreciate Chris. I look forward to sharing a lot of new ideas and a lot of new ways to be able to kind of disrupt what’s already working right now.

Christopher T. Anderson: Yeah and I want to definitely want to ask you about that stuff, but first of all, for context for listeners to sort of like they can kind of put it into perspective, tell us a little bit about these law firms particularly the ones that you’ve grown so big?

Sam Mollaei: So I was always curious about what the practice types and I usually don’t like calling out specifically the names of it.

Christopher T. Anderson: That’s fine. Tell us what you built, yeah?

Sam Mollaei: Yeah, I’ll share the practice types. The first one is Lemon Law, Employment Law, Business Law, transactional kind of services like LLCs, things like that, also one of the biggest iTIN services online and also recently gone into personal injury, probably the toughest market and the hardest market to get into, but I’ve been able to do all of those successfully and the best part is it’s all automated. At this point, that way most of my energy goes towards sharing how I do it and pass it off to other people to be able do it too.

Christopher T. Anderson: Yeah. So yeah, which begs the question of course, if these firms are successful which — if you’ve grown them to multimillion dollars in less than five years, I guess it’s a two-sided question. First of all, how do you have time? And you said they’re automated but talk a little bit more about that and then the second question will come to it is why, why do you make a big focus of your efforts to help other law firms grow as well?

Sam Mollaei: Early on I was kind of exposed to kind of foundational concepts of scalable automated and virtual early on, this is about eight years ago. So from the get-go, I basically built, started — I’m like, “How can I be able to scale up my own time?” So I basically avoided anything that was one-to-one. I didn’t have any client meetings. I avoided those, I create instead, focused on creating teams and systems to be able to do all those one-on-one interactions. Then also second part, it was a virtual that means it wasn’t tied to physical location, physical office, or even a physical time. So, I was able to leverage — maybe I could be able to create multiple law firms without the being held down by the structure of a physical location. So, I started building up virtual teams, and the third part is automated everything that I had to do, had to be automated because then that means I don’t want to be actively involved with setting up the clients, onboarding the clients, serving the clients, collecting reviews. Every part of this either had a virtual team behind it or an automated system to be able to take care of all those different parts of running a law firm.

Once I did it the first time for my first law firm called Mollaei Law, kind of open my eyes and like, “I think I figure out the recipe. I could basically run, do this kind of marketing that would bring me clients consistently, then I could have this virtual team that can onboard them, then I could have this virtual team that could basically start the filings and I put all my in-house attorney review it, take care of the clients” and then have built out this virtual operation to be able to do more marketing and double itself.

(00:05:13)

I mean I saw this being built once and I could probably duplicate this, so that’s when I’ve been on a journey. I duplicated over and over and over. Now, later on a question like, why did I do that? And I realized it was my mentor who kind of got me to create these multiple law firms and I also questioned him. I’m like, “Why are we doing this? Why are we doing this thing?” And I think the gist of it is we’re diversifying ourselves. You always want to go deep into something, but at the same time in order — you know there’s ebbs and flows in different businesses. So now sometimes, yeah, it could have incredible months but some of the law firms could potentially could level off. But because I’m diversified, I don’t worry as much. I just go focus on growing all of them and if there’s ebbs and flows, so be it.

Christopher T. Anderson: So I think what some of the listeners like hearing that story, which I think is fascinating and something I’d definitely buy into. Like, you talked about the first one and I think that’s the one that people would be most interested in asking the question. Okay, that’s all well and good to avoid the one-on-one to automate to put a team, but like when you’re at zero, how do you put a team on? How do you get that automation done? Don’t you have to start with the one-on-ones and then build out of that?

Sam Mollaei: Totally and I did the first two or three years, I had to be very actively involved with signing up the clients myself, doing the filings, onboarding the clients, doing everything and that’s where I kind of got really gone to the weeds and I’d really did understand and practice sales and operations and marketing. So yeah, it’s very important to kind of be very practical and do it so that you’ll be able to delegate it or create systems behind it.

Christopher T. Anderson: Right. Yeah, because it’s easier to build the systems if you know how to run them, right? I guess is the — so I think really helpful as like I don’t want people to have illusion like, “Okay, I’m going to start a law firm. What I’m going to do is I’m going to hire this big giant team to do everything. I’ve got to automate everything and I have no revenue.”

Sam Mollaei: Totally, but there are nuance these days because we have the capability and the potential to be able to hire virtual teams. The cost are easier to be able to build out a team. It’s like literally less than a couple thousand dollars a month, you could have a 5% operation team to do all the work for you.

Christopher T. Anderson: So when you say virtual teams, are you talking about offshore or some of that?

Sam Mollaei: Most of the time they’re offshore. Yes, offshore, yeah and that’s where the trend is. I actually have a presentation that I’m doing on Friday about the State of the Union essentially with what’s going on with the markets, people. The labor market is very competitive. I’m sure anybody who’s a law firm owner understands. They’re competitive. People that are working are not really working and the ones that are working — it’s a big labor issue. So that’s the case, we basically have to start supplementing or even replacing those internal teams with essentially overseas people that can do the job even better and a lot more cost effectively.

Christopher T. Anderson: Yeah. No, I think that makes a lot of sense in a lot of different areas and I think you’re right. People are really struggling. A lot of the firm’s that I work with — and it’s kind of weird, how it’s gone like right after the pandemic, like the labor market was ridiculously tight, like you couldn’t hire anybody. Then it seemed to loosen up for a while and now I’m starting to hear people struggling again to find people like it’s tightened back up, the recruiting has gotten harder. So, yeah, offshoring some of that can be really helpful.

Sam Mollaei: Totally, and the trend is there. It’s going to get more and more tough and actually this leads to actually what I wanted to share is — if the labor gets tougher, it’s because people is the hardest part of any business, and then I realized the parts of my business that were automated were a lot easier to manage and set up than depending on people to run it for me.

So systems is easier than the people. If that’s the case, well thanks to ChatGPT and AI now coming onto the scene, what if we start — essentially I’m sorry to say, this replacing people with robots and machines that can do a lot of that work and I’m here to share with you Christopher. It’s not really being shared. I’ve been able to build the first law firm AI intake system for law firm owners. Essentially, instead of you having intakers going and calling up your leads to qualify them to see whether they qualify and getting them signed up, actually been this first one to be able set this up. I’m actually on Friday again — presentation inside our community that I’ll be presenting it first to our members. We’re going to be onboarding people to it, getting some case studies from it and then eventually be releasing it to the public very soon.

Christopher T. Anderson: I have a few questions for you about that that we’re going to bring up in the third segment after the second break. I’m about that some more because that’s definitely an area I’d love to dive a little bit more deeply with you. But let me just finish kind of like the introductory stuff which is key question I think I asked at the beginning. Okay, so you’ve unlocked this method, you’ve unlocked a way to build law firms through systems and automation and staying away from unscalable activity, what you called one-on-one. Why don’t you just keep doing it? Why are you wanting to help other law firms grow too?

(00:10:14)

Sam Mollaei: Because there’s always a new level and I realized that multiple reasons, and I’ll share with, one is when I’m presenting it and I’m talking about it. I would say teaching is the highest form of learning. So as I’m sharing it, I’m realizing new things and then there’s people that are discussing that share things with me. People share their experiences with me, I’m able to get data back and take whatever I shared and now take it on a higher level and every time I share a new thing or I teach a new thing, essentially I’m learning new things too along with that, that’s one.

Second thing is I’ve always had inherent need to wanted to share and give. If you ask people that knew me in high school and middle school, I was always the one that would create the outlines and pass them off. I don’t know why. I don’t like holding things to myself. I don’t like being lonely. I don’t like having my own wins. I like winning together. So that’s I think it’s a personality kind of trait that I have just, it’s all giving. I enjoy giving.

A third thing is, it also builds up my network essentially — think of it as — I know sounds funny, think of it like a big funnel. People join my program, but from that there are some particular people that really stand out and I’ll be able to pick and choose who now that I could partner with and do perhaps other businesses with. So a lot of those members, I’ve been able to create law firms with, I’d be able to now do some referral stuff with, a lot of other good things that come out of doing good essentially.

Christopher T. Anderson: That makes a whole lot of sense. So we’re talking right now with Sam Mollaei and we were talking right now kind of about what he’s doing with his My Legal Academy business, but he’s also been talking about how he’s grown several law firms, some to many multimillion dollars. We’re going to take a break here because we need a few dollars to make this show work. So we’re going to hear from our sponsors, but when we come back, Sam, I’d like to talk to you a little bit about disruption in the second segment, what that means to you and then everybody stay tuned for the third segment because we’re going to talk about AI, ChatGPT and how that’s going to be playing a bigger and bigger role in our law firms. But before we hear any of that, we’re going to hear from our sponsors.

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Christopher T. Anderson: Welcome back to The Un-Billable Hour. We’re talking with Sam Mollaei. We talked a little bit about his background and the firms that he’s built for himself and why he helps others too. But Sam in the intro, one of the things we talked about there was that you have a passion for disrupting the legal market. So before we even go that, I think that word is overused these days particularly in Silicon Valley, but across the board, it’s overused. So let’s get clear. What do you mean by disruption? What are you disrupting?

Sam Mollaei: That means being a contrarian and question everything as it’s done and doing it better.

Christopher T. Anderson: No it doesn’t, it doesn’t mean that.

Sam Mollaei: It does mean to me.

Christopher T. Anderson: I’m kidding. I think the classic examples that are easy to hold out to people or like Uber came and disrupted the taxi market or the individualized transportation market. There’s so many others. I mean legal, there’s a lot about legal that’s kind of ripe for disruption. What are you aiming at? What are you trying to accomplish as you say you’re being contrarian and disrupting the legal market?

Sam Mollaei: So as soon as ChatGPT was released late November, in early December in our community, we were talking about it. We were doing demos and started essentially creating think tanks about how can we use ChatGPT to be able to disrupt the legal market. I kind of led it and I basically asked, “Hey, what are the biggest problems that we’re dealing with right now?” So we started with a problem statement, and then secondary, “Well, how can AI and ChatGPT be able to alleviate or make this problem better?”

(00:15:05)

So I realized something that I deal with on a day-to-day basis and it’s been my life essentially for the last four or five years, every day, day in and out, is that I could generate leads all day long. I literally at this point, have no — it’s unlimited about how many leads I could generate across essentially dozens of different practice times. However, the bigger challenge is, “How can I turn more of those leads into clients?” And I feel like that is the more challenging part, that’s where most people need to focus on. I realize, “Hey, I’ve been in the last couple years built out intake teams of 30 people, 40 people be able to scale up a one of our intake team to 450 clients per month.” It took us two years to get there, but it took so much work. We had to have intake managers that came in and out. We had to create goals and incentives and get the tracking down and get the CRMs, get automations, there’s so much work that had to be involved. And I realize, I’m like, “Wait a minute, this is probably the biggest problem that I have.” If it’s the biggest problem for me, it probably is the biggest problem for most law firm on earth. So, I’m going to focus in on how can I use AI to be able to solve this problem.

Christopher T. Anderson: Okay. So you said it’s a conversion that you’re focusing on right now with AI?

Sam Mollaei: Converting more leads into clients. Yeah.

Christopher T. Anderson: I want you at the end of the show and not before, but at the end because I want everybody to wait for it, is you’ve talked a couple times about this Friday presentation. Hopefully, by the time this show airs that will have happened already?

Sam Mollaei: Yeah and it was up in some shape or form. So people that follow me, if you just go search on YouTube Sam Mollaei or My Legal Academy to find my YouTube channel, I’ve been posting every single day for the past 12 months, at least 12 months a lot of value, being shared and everything that I do is kind of shared there.

Christopher T. Anderson: Perfect. So we’re focused — would take an AI to focus on it, but you talked about you can generate — because you know what, there’s a bunch of listeners here going like, “What do you mean you can generate unlimited leads?” What do you think? Today the marketing has changed. Paid search has gotten expensive. What are the best ways to generate new clients or at least leads for law firms now? Like what are you looking at that’s the most effective?

Sam Mollaei: So everybody has strengths. Some people like search. Some people are good at SEOs. Some people are good at content. I’ve been able to kind of get exposed to all of those and try to figure out, out of all those, which one is the most efficient, most scalable, and most trackable out of all of them for the lowest amount of effort, and that I found to — for paid ads, essentially running ads on different social media accounts to be the best source of getting clients online consistently, again trackable and super scalable. So essentially comes down to Facebook ads, YouTube ads, TikTok ads, all those platforms be able to know how to do it correctly. That’s a big “if”. There’s a lot of art and science there, then that’s one of the key components of our program showing exactly what’s working now because these things literally change on a weekly basis and a monthly basis.

Christopher T. Anderson: Yeah.

Sam Mollaei: So we share exactly what’s working now based on actual things that currently do myself. I spend about $450,000 a month in ads. So I share what’s working from that and also we get also a lot of feedback because I’m so open inside our community. I invite people to be open too because the more 18:16 are committed, the more that we share, the more we can all grow together. So we kind of embed this kind of mentality. So, based on that, we basically we help each other win.

Christopher T. Anderson: A lot of people spend quite a bit of money on search engine optimization or SEO, and you have some pretty strong feelings about that. What’s going on with SEO today?

Sam Mollaei: If people that are doing SEO successfully, by all means keep at it and power to you. But most people, I’ve seen 9 out of 10 people that are doing SEO, if you actually go in, started to bypass a lot of companies, SEO companies that do this. If you just go to SEMrush.com, get a trial, if not sign up for $9 a month, go put in your website there and go look at your progress, so ever since you started SEO, okay? So that’s the first thing and then you’ll be kind of be surprised about your results. That’s the first thing.

Second thing is, I’m sorry your rankings and stuff don’t matter nearly as much as 10 years ago. These days Google Ads, Google Local Service Ads, Google My Business, all those things have trumped SEO. Why? Because Google doesn’t make money from SEO, it doesn’t make the money from organic stuff. They’re making money from Google LSA, then there’s the Google Ads, and there’s Google My Business, and then maybe there’s the first ranking of — if you just happen to be really extraordinary good and been doing it for like five years and been doing it pretty aggressively, then fine, you’ll be there. But for 9 out of 10 people that are doing it, I’m sorry SEO is not going to cut it. It’s much better to even take that money however much it is, couple of thousand dollars a month and just put into better sources. Again, paid ads, I think is a more direct ROI investment that people can make to generate clients.

Christopher T. Anderson: I want to just emphasize what you’re saying because I think it’s — like people call, they have to do is go do a Google Search right now, right? Google now owns almost the whole space above the fold, the first viewable space. There’s no organic stuff visible until the lower part of the page, is that what you’re talking about?

(00:20:09)

Sam Mollaei: Yes and the fact that ChatGPT came on the scene too and Google’s entire business model is now at risk and now Google trying to frantically figure out what to do. I have no idea what the future even looks like in a year when it comes to Google search.

Christopher T. Anderson: Oh you mean by ChatGPT affected that because people will just ask ChatGPT and not Google it?

Sam Mollaei: Or no, I mean I’m sure Google — I mean Google has Bard, but now Google instead of having search results and ads and things like that, well people are going to start asking Google Bard for those things and now how is Google going to show you and five other people’s ads or rankings? So yeah it’s going to be major disruption happening in the next few months.

Christopher T. Anderson: It’s disruptive. Yeah.

Sam Mollaei: Yeah.

Christopher T. Anderson: So yeah, it is definitely good to diversify the way you’ve been talking about. All right, so we’ve been talking now about — we talked about like what you’ve done with your firm. So we now we talk about sort of the best ways to generate leads and some of the stuff that’s dead and how important diversifying is and how AI and ChatGPT is being disruptive in that space. We’d like to do is give our sponsors one more chance to tell us about their stuff and we’re going to come back, we’re going to talk about two things, just what do you see going on for law firms in the coming year, and going to come back and circle back to the disruption that AI has got in intake and other areas and to just see what your take is on that, but first a quick word from our sponsors.

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Christopher T. Anderson: We’re back with Sam Mollaei. We have been talking about the future of law firm operations, marketing and say we’re going to pull back. So before we even get into the last topic I want to talk to you about which is the AI, and maybe that’s the same answer, but other than AI or including AI, you really have your pulse on what’s going on and what it takes to build these firms. What do you see as predictions for law firms in 2023, 2024? What’s changing and what the owners that are listening right now need to be thinking about and be aware of?

Sam Mollaei: The elephant in the room is it’s always going to get more and more saturated and tougher and tougher to be able to be successful and be able to run a successful law firm. So that’s the case, I think it comes down to adaptation, be able to be — I would say like be part of a community who’s really staying in synced with what’s going on now and really stay on it and ride the wave as it’s going instead of trying to chase the wave. Don’t be the one chasing the wave. These days, change is happening even faster than before. Even as I said, before used to be months and years, now it’s literally days and weeks so you really want to know what’s going on. That’s the first thing I see.

Second thing I mentioned earlier is about the labor landscape and I’m just going to kind of tease I’m going to be presenting on Friday, but let me just talk about a couple of the first slides. So the labor landscape is changing and then there’s three key trends. The first one is inflation, which we already know, now the big inflation is happening is driving up the cost of labor, okay? That’s the first thing. Second thing is labor participation rate continues to struggle to meet the labor demand. There aren’t that many people that want to work essentially for the amount of demand that there is and we all feel that deep down. Third is the scarcity of labor further increases the cost of labor, okay? So let’s go through it again. The cost is getting higher, there’s more people that need it, but not many people that want to work and the cost is going up and I actually have a graph that comes along with this and this has been the trend since 2000 and it’s straight down and there’s no sign of going anywhere back up at all. So it’s just going to continue going down.

(00:25:04)

So that means employees are becoming more scarce, more expensive and more unreliable, but that means is more stress longer hours and eventually lawyer burnout. So basically, if you’re dealing with not enough clients, or if you’re choosing clients, you’re locked in a system. Essentially, you need to figure out how can I be able to replace or fix this problem with more systems and a bit more with AI and little by little different divisions of law firms will eventually — AI will come and replace and fix those things. Again, the one that I’m focusing on myself is the finance for setting up clients — that will be one disruption. Second will be serving the client. So when it comes to drafting things, preparing anything, talking to clients, all the customer service will be majorly disrupted and then the third is on the backend of a lot of marketing stuff to be able to bring in those clients. So all three of those will be some shape or form disrupted with different companies and you just again want to be riding the wave instead of wanting to chase the wave.

Christopher T. Anderson: So which begs a question though, right? Then two respects, one, you just talked about a lot of things and when you say “ride the wave”, we’re talking with a lot of our listeners here are relatively small firms and growing, but small with relatively finite bandwidth in the management team. So how do you pick what wave to ride and then let me stick with that one and I’ve got follow up — first of all, I’m going to tell you follow-up question, maybe you could address them both. So how do you pick which one’s the most important? You picked one that was good, right? That you picked intake at least for now, but then, “Oh my goodness. It’s a lot to learn.” Now you’re spending a lot of your time and stuff learning that, but how do these law firm owners learn enough to be really able to leverage some of these new and emerging technologies?

Sam Mollaei: I think it’s important to just know what’s going on. Know is the first part. Second is the right partners. Across all my law firms, all the six law firms, it’s not me running it. I have at least 18 different teams that are running these six law firms. So it’s just having — and then for that, I was thinking about partners. It’s not team members and things like that, have the right people and the right place to be able to ride this with. So, yeah, that’s what it really comes down to, just at least for me, practically speaking again, we have a community that talks about this on a day-to-day, literally day-to-day. We’re posting in forums, sharing different tools, 27:34 this work for me, or does this work for you, all that stuff that’s there and then second is we introduced different partners to each other. My program doesn’t do anything for you, it just provides all the resources and things for you to be able to get this built for you basically.

Christopher T. Anderson: So I have the ability to hear our audience from the future, those are listening to this show and one of the questions that they’re asking in the future is, “Okay, right partner is good, knowing is most important” and I agree and that’s part of what we’re doing here, right? We’re trying to educate, but what about the clients? You’ve been doing this some because I’m just going to — I know the question is going to be — they don’t want to talk to a robot. Clients want to talk to a real live person, a real live lawyer to talk about the real-life problems to make a decision whether they want a real live law firm to help them with their real-life problems at a real-life court or other situation. Like, how do we get past the human element in incorporating this technology?

Sam Mollaei: There is still going to be a need for critical thinking, and yes, they’ll be still a lot of room for the lawyer to able to serve their clients. However, a lot of the day-to-day could be a lot more efficient and actually optimized for the client to make the clients life easier. A lot of these law firms that I see that I get exposed to, and they don’t have the systems, that means their clients or their prospects are calling up the law firm, but no one is picking it up, and then if there’s a follow up, there’s no follow-ups. So the client falls off and that’s not good customer service. So instead, if you have robots that can come and say, “Okay, what problem do you have?” Okay and be also be sympathetic, “Oh these robots almost sounds crazy.” They’re able to mimic human emotions, at least try to, to be responsive, listen, do what they’re supposed to be doing and I think over time — I know there will be some pushback early because people are not used to. But over time, people will actually request to talk to robots because robots will have optimized way to ask the right questions, be responsive and all those other benefits that doesn’t depend on a dependency of a human to do that all that for you.

Christopher T. Anderson: People will ask to speak to the robot?

Sam Mollaei: Yes.

Christopher T. Anderson: That is so fascinating concept, but you know, it resonates right? Like even today, like it’s not even robots. Like my son, probably he’s going to order some food, right? So he gets on Seamless and then he comes across the restaurant he wants, he says, “Call.” He’s like, “I don’t want to call. I want to speak to a person like it’s so much easier, like they’re more efficient to just do it here.”

(00:30:08)

So I can I can see what you’re talking about and it’s a very interesting and for our audience, I think I should be a very eyebrow-raising concept is that people will prefer to talk to the robot, which means if you don’t have one, you might be in a disadvantage.

Sam Mollaei: Totally and I give you a really good practical example that a lot of people deal with, Amazon customer support, okay? There’s a problem with your order. Who would you rather do? Would you rather go call up a line and you wait on a line until you get to connect to somebody and like, “I have this problem.” The he person says, “Well, you have to mail it back to me.” Like, “No, I don’t want to mail it 30:40.” “Okay, fine we’ll 30:42.” Or as you said, it’s your son. “Hey, let me just go on chat.” “What’s the problem with your order?” AI already knows — it’s probably going to be one of three things. Well, the order that you received is not as good, okay? And it gives you the most optimized option. How would you like to return it back to us for free? And you just literally within 10 seconds, you’re able to select that. Same thing with Postmates. Yesterday, we had a problem with our order. Quickly within two minutes my wife is able to get a refund back, but I needed to go back and forth and talk to the manager, all that stuff.

So, yes again over time with anything new — I call it, it’s FUD, fear, uncertainty and doubt, everything new invokes FUD. But over time if it is the more efficient, more responsive quicker way to get the ultimate results that the client wants, ultimately we will get there, just a matter of time. So that’s the way I kind of see. I kind of see what’s the more optimized way to be able to do something and I just go for that instead of questioning it or trying to play games, I just go to it. I’d run to it actually.

Christopher T. Anderson: That makes a lot of sense and we’re going to leave it there. So we talked a few times about the fact that you’re going to do this presentation regarding AI and probably by the time our listeners hear this, that will have happened already. So can you share how they can access that presentation?

Sam Mollaei: Just go to YouTube and search again for either my name Sam Mollaei M-O-L-L-A-E-I or search for My Legal Academy. A lot of things that I do, I put a lot of value out there. I don’t expect people to come and just hire me right away or hire our team. Go watch my videos. Join our Facebook group. We have a Facebook group called My Legal Academy, be able to join there. Also, I have a book called ‘Virtual Law Firm Secrets.’ Feel free to go on Amazon to search for that and it should perform to get exposed to what I share. These things aren’t going away and if anything, is a huge advantage to be able to understand these concepts and be able to kind of slowly implement it for your law firm. People that have joined our program usually have a tough time trying to figure out what our program is about and once they join then realize what it’s about they’re like, “Oh this is so cool. I’ve been needing this for so many years.” So yeah, definitely at the very least go check us on YouTube or if not also, you can check at us on our website, MyLegalAcademy.Com. Book a call to speak to us so we could tell you more about our program and how we help lawyers.

Christopher T. Anderson: Fantastic. Thank you Sam, and of course this does wrap up this edition of The Un-Billable Hour. So thank you all for listening. I am Christopher T. Anderson and I look forward to seeing you because I can see each and every one of you right now. Next month with another great guests as we learn more about the topics that help us build the law firm business that works for you. Just also as a reminder, every month, we also have the Community Table where you can come on the show, be part of the show and ask me and a guest — I have lots of different guest coming on now –anything. You can ask us anything and those are always every third Thursday of the month at 3:00 p.m. Eastern Time. Third Thursday at 3:00, the Community Table. We look forward to seeing you there and of course as far as this show is concern, remember you can subscribe to all the editions of this podcast at the LegalTalkNetwork.Com or on iTunes. Thank you for joining us. 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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