When most law firms try to scale, something breaks, and it’s usually the client experience. 

The emails get slower. The updates get patchy. Clients get frustrated. But it doesn’t have to be that way. 

In this episode of The Scalable Law Blueprint, I spoke with Robert Gallander of Quill & Arrow LLP about how his firm scaled from a small office to a mid-sized powerhouse in California’s lemon law space, without losing the clarity and trust that clients need. 

Here’s how they did it, and how you can too. 

Stop Talking Like a Lawyer 

Most clients have never been through litigation. That means legal jargon isn’t just confusing, it’s a trust-breaker. 

Robert shared how his team reviews communication through the client’s lens. If the language isn’t crystal clear to someone outside the legal field, it gets rewritten. This “simplicity-first” approach has helped prevent confusion and dramatically reduced support calls. 

Prioritize Proactive Communication 

One of the biggest insights from Robert: silence kills trust. 

Even if there’s no update on the case, clients want to know that, and they want to hear it from someone they recognize. That’s why the firm is moving to a hybrid communication model: 

• One main point of contact from intake to settlement 

• Specialist support (e.g., attorneys for legal advice) introduced intentionally

• Automation used for updates, but always routed through a human’s name or number 

This reduces confusion, avoids repeat questions, and helps clients feel like someone is owning their case. 

Automate the Robot Work 

Robert doesn’t view efficiency and experience as opposites, in fact, he sees them as complementary. 

Clients want speed. But they also want someone who knows their case. 

By automating repetitive admin tasks, like processing documents or triggering follow-ups, his team has freed up more time for real conversations and faster resolutions. 

His litmus test for automation? If a smart system can do it better and faster than a person, it should. But the moment a human question comes in, a real person should respond. 

Internal Change = Internal Coaching 

Scaling a firm means changing how people work, and that’s never easy. 

Robert emphasized the importance of coaching teams through new systems. He uses the analogy of a golf swing: it may feel awkward at first, but it produces better results long-term. The key is showing people how automation reduces grunt work and lets them focus on more meaningful contributions. 

The Future: Choose Your Own Client Journey 

Looking ahead, Robert predicts a world where clients personalize their own legal experience: 

• Phone calls or app-based updates? Their choice. 

• Texts, emails, or human check-ins? Tailored to preference. 

• Legal support, faster and more transparent than ever before.

And the law firms that win will be the ones that build for that reality now. 

We explore all of this in our recent episode. Watch on YouTube or Listen on Apple or Spotify 

Intake is undergoing a structural shift. After working with high-volume plaintiff firms and building AI-powered intake operations that have evaluated more than 220,000 cases, collected more than 57,000 documents, and helped double monthly signed cases, we see clear patterns in where intake breaks, where it scales, and what drives consistent conversions. Across firms and practice areas, the operational pressures and client expectations are remarkably similar.

At Superpanel, three shifts will define the year ahead. These insights come from real interactions, measurable outcomes, and ongoing conversations with firm owners and COOs.

Shift 1: Consumers expect availability and responsiveness. AI is the most reliable way to deliver it.

People contacting a law firm want immediate direction, simple next steps, and confirmation that their case is moving forward. They do not care whether that clarity comes from AI or a staff member. They care that the response is fast, consistent, and delivered through the channel that is most convenient for them, whether that be phone, email or SMS.

Across the 200,000 cases Superpanel has evaluated, more than 95% of consumers complete intake without escalating to a human staff member. Many, including senior citizens, say they do not distinguish between AI and human-led intake when the experience is clear and reliable.

To meet these expectations, intake systems must retain context and guide clients through a predictable sequence. Firms that are readily available and provide quick clarity convert at higher rates because clients immediately understand where they stand. The firm that responds first often wins the case.

Shift 2: AI will move from automating tasks to completing the full intake job

Early AI tools handled isolated tasks such as drafting documents or scheduling a call, but they did not change intake outcomes. The shift now underway is toward systems that manage the entire workflow from first contact through qualification and document collection. This requires firm-specific rules, continuity, exception handling, escalation, and complete files ready for attorney review.

When AI takes ownership of the full workflow, results improve. Superpanel’s digital teammates use a cognitive decision engine designed to deliver outcomes, using each firm’s SOPs and communication tools to execute the steps needed to qualify a case or complete a workflow.

The impact is significant. One high-volume firm doubled monthly signed cases and shifted more than half of its manual workload to Superpanel. Another increased conversion from 8% to 29% by enabling AI to run intake end to end. As these systems take on broader responsibility, firms treat them as part of their staffing capacity, improving cost per signed case, throughput, and overall capacity.

Shift 3: Intake teams will manage and tune AI, creating a new role inside firms

As AI-driven intake becomes standard, responsibility for deploying, maintaining and improving these workflows will shift from engineering teams to intake operations. This creates a new role: the AI Manager.

AI Managers will use user friendly, non-technical interfaces to launch and adjust workflows in hours instead of weeks. They will understand qualification standards, identify edge cases and workflow friction, and refine operations to align with firm goals and compliance requirements.

Firms adopting this model expand capacity quickly. As one COO described after transitioning to Superpanel’s AI-supported intake: “With intake no longer a constraint, we’re focused on whether we have enough lawyers to handle 1,000 cases a month, not whether we can intake them.” 

This shift will develop over time, but we are already preparing to deliver self-service experiences for our more forward-thinking customers, and we expect the AI Manager role will become standard as AI handles more early-stage work.

How Superpanel fits within these shifts

Superpanel gives firms a digital teammate that manages intake using firm-specific logic, consistent follow up, and full auditability. It delivers early clarity, completes the full workflow rather than isolated tasks, and allows intake teams to review, coach, and refine decisions without relying on engineering support.

As expectations rise, firms that adopt engineered, end to end intake infrastructure will widen the gap between themselves and those that do not.

Julien & Dingyu
Co-founders, Superpanel

Most conversations about AI in law firms still center on chatbots, scripts, or task automations. But as legal ops consultant Jamie Park explains in Episode 5 of The Scalable Law Blueprint, the real shift underway is the rise of agentic AI — cognitive systems that plan, reason, and operate like digital teammates, managing complex multi-step workflows from end to end.

For operations leaders, the implications are significant: higher capacity without new headcount, shorter evidence cycles, and new digital pathways that make previously unprofitable cases viable.

1. What is Agentic AI in Legal Operations?

Traditional automations react to triggers. Agentic systems operate differently because their workflow is built around three core components:

• Goals: The system is given a clear outcome to achieve, such as qualifying a lead. It continues operating until it reaches that outcome or determines that human escalation is required.

• Tools: The digital teammate has access to the same communication channels and operational systems your intake team uses, including phone, SMS, email, CRM or CMS platforms, document storage, and signing tools. It uses these capabilities to carry out multi-step interactions, maintain context over time, store and process documents, and update case files in real time.

• Logic: Each workflow is governed by the firm’s rules, SOPs, qualification criteria, and escalation parameters. The agent evaluates the client’s evolving situation against these rules, determines the next appropriate step, and documents the reasoning behind each action. When data is missing or something falls outside the defined logic, it escalates to a human exactly the way a trained staff member would.

This enables firms to automate entire intake and evidence cycles instead of handling isolated interactions.

2. How Agentic AI Expands Capacity

Firms using Superpanel’s agentic workflows are already seeing 60 to 95% automation across key intake stages, faster retainers, and higher conversion rates, all while improving accuracy through escalation logic and human-in-the-loop oversight.

As Park notes, the question is shifting from whether firms can reduce headcount to how many more cases they can now accept with the same team size.

3. A Blueprint for Scalable Service Delivery

Agentic AI does not replace attorneys. It replaces friction. When repetitive intake, follow-ups, document gathering, and CRM updates run autonomously, firms can:

• Reallocate staff to higher-value conversations

• Respond instantly to more inquiries across all channels

• Maintain consistency without constant QA

• Unlock profitable pathways for smaller or lower-margin cases

This forms the foundation of a coming e-commerce style legal services model where significant parts of the client journey are handled end to end through software, with optional human off ramps at every step.

4. Impact on Accuracy & Quality Control

Accuracy concerns often mirror the same challenges that come with onboarding new staff. Agentic systems simply make performance easier to measure. Escalation rates, structured testing phases, and auditable decision logs provide a clearer QA framework than human-only teams.

Key Takeaways for Legal Ops Leaders

• Treat agentic AI as additive headcount that scales capacity without adding payroll.

• Deploy digital pathways for routine workflows so staff can focus on high value decision making.

• Use measurable QA practices such as escalation rates and workflow audits to ensure accuracy.

• Start with one workflow, prove performance, then expand automation step by step.

• Prepare now for a market where consumers expect fast, guided, fully digital legal experiences.

Listen to the Full Conversation

We explore all of this in this full episode of The Scalable Law Blueprint available on YouTube and all major podcasting platforms. 

Most firms want to grow. Few build the operational foundation to sustain it.

In our latest episode of The Scalable Law Blueprint, Michael McCready founder of McCready Law, a 125-person, multi-office PI firm, shares the systems, metrics, and mindset shifts that allowed him to scale intentionally over 25 years. His perspective is direct: growth isn’t about luck or marketing volume. It’s about running your firm like a business.

Here are the five most actionable lessons for managing partners, heads of intake, and operations leaders who want to build a scalable, resilient firm.

Scaling a Law Firm Requires Thinking Like a CEO, Not a Practitioner

McCready describes a progression he sees in every firm that scales:

1. Become a great lawyer

2. Become great with clients

3. Learn to run a business

4. Learn marketing

5. Build culture

Firms plateau when leadership never moves beyond Stage 1. The inflection point comes when you stop thinking like a practitioner and start thinking like a CEO—someone responsible for people, systems, and growth.

2. Hiring and Training Systems That Scale a Plaintiff Firm

Most firms take a reactive approach to recruiting. McCready did the opposite: rigorous screening, cultural alignment, documented SOPs, and role-specific onboarding.

Even before hiring a full-time trainer (around 80–90 employees), he built a culture of writing down every repeatable step. As he puts it: “Anything you have to repeat more than once should be written down.”

This mindset compounds—reducing errors, protecting consistency, and accelerating new-hire productivity.

3. Turning Intake Into a Predictable Client Conversion Engine

McCready is clear: attorneys should not run intake.

Why? Lawyers overanalyze, lack the necessary empathy on the phone, and don’t have the time to nurture callers who won’t become clients—despite the downstream referral value. His non-attorney intake team:

• Delivers the empathy callers need

• Converts at predictable rates (~30%)

• Generates five-star reviews even from declined cases

• Feeds a high-quality referral pipeline

For firms experiencing inconsistent conversions, intake specialization is usually the fastest win.

4. Running a Data-Driven Plaintiff Firm: Metrics That Predict Growth

McCready runs his firm through numbers—not gut feel. Daily, he reviews:

• Lead volume

• Signups vs. withdrawals vs. referrals

• Case manager capacity

• Settlement flow and cash timing

With these inputs, he forecasts hiring needs, predicts cash flow, and adjusts marketing or qualification criteria in real time.

He describes the job like operating a soundboard: if one lever moves, you rebalance the others to keep the entire system in sync.

This is the operator mindset many firms say they want—but few adopt.

5. Using AI to Automate Workflows and Improve Law Firm Operations

“AI is going to leapfrog case management systems because AI is going to know what to do without you having to program it.”  

Long before most firms embraced technology, McCready treated tech as a core value. Today, his team uses AI to:

• Grade intake calls for empathy and clarity

• Provide real-time coaching

• Autogenerate letters

• Draft briefs from 25 years of internal precedent

His view is that AI will leapfrog case management systems—moving from task automation to workflow decision-making. But the non-negotiable foundation is data integrity: keeping systems closed, controlled, and audited.

Firms waiting for clarity on AI will fall behind—just as those who resisted websites, SEO, or social media did.

Listen to the Full Conversation

If you're building a modern, scalable plaintiff firm, this episode is a masterclass in operator-level decision-making.

 Listen to The Scalable Law Blueprint on YouTube or on any podcast platform to hear the full conversation.

Most firms say they want to scale. Very few build the infrastructure required to do it. In Episode 3 of The Scalable Law Blueprint, Todd Richheimer—CEO and co-founder of Lawfty—breaks down what actually drives sustainable growth, drawing from 12 years spent building a vertically integrated, data-driven PI operation.

1. Why Law Firm Growth Requires Systems (Not Heroics)

Todd’s early insight was simple: you can’t scale what you can’t measure. Most small firms operate on fragmented tools and inconsistent data practices, making it impossible to forecast or compare outcomes. Lawfty built a system that tracks a case from the first click to final settlement—sometimes years later—creating the clarity needed to invest confidently at scale.

2. Scaling a Law Firm: How Letting Go Unlocks Sustainable Growth

Like many founders, Todd began by doing everything—including answering intake calls for 18 months. But the real inflection point came when he hired specialists and delegated work he wasn’t uniquely suited for.
His observation: most firms plateau because leadership refuses to relinquish control—even when processes are fully teachable. “If Amazon can delegate millions of tasks, you can delegate your inbox.”

3. The Key Law Firm KPIs that Predict Long-term Revenue

High-growth firms focus on levers that determine long-term revenue—not vanity metrics. Todd shared the KPIs Lawfty manages against:

• Cost per qualified case

• Long-term monetization curves

• Intake efficiency

• Capacity vs. pipeline volume

• Settlement velocity

This isn’t reporting—it’s operational orchestration. Each metric influences the others, and the system must stay in balance.

4. Law Firm Intake Optimization: Why Lawyers Shouldn’t Be Doing Intake

One of Todd’s strongest views: lawyers should not be doing intake. Legal expertise often hurts intake performance; clients need empathy, clarity, and speed, not legal analysis.

Lawfty’s trained intake team consistently earns five-star reviews, even from declined clients. That level of trust compounds.

5. How AI Is Transforming Law Firm Operations (Without Replacing Lawyers)

Todd is clear-eyed on AI: it cannot run a case end-to-end anytime soon. Critical infrastructure is still missing. But AI can replace large swaths of administrative overhead today: scoring calls, drafting follow-ups, processing standardized components, and spotting patterns across years of data.
The opportunity for firms: use AI to shrink infrastructure costs and expand capacity—not to replace attorneys.

The Takeaway for Modern Firms

Scaling isn’t about doing more—it’s about building a machine that grows responsibly and profitably. The firms that win the next decade will be the ones who:

• Build measurable, repeatable systems

• Delegate aggressively

• Treat intake as a specialized function

• Use AI as an efficiency engine, not a replacement for legal judgment

Those who don’t risk getting left behind as the industry undergoes its most significant shift in decades.

Listen to the Full Conversation

We explore all of this in this full episode of The Scalable Law Blueprint available on YouTube and all major podcasting platforms.

Legal intake is undergoing a structural shift -  not because of technology alone, but because consumer behavior has changed faster than most firms have adapted. In the debut episode of The Scalable Law Blueprint, we sat down with Jamie Park, an intake operations leader who’s rebuilt intake systems inside high-volume plaintiff firms. What she shared is a clear playbook for firms that want to scale without losing control, quality, or trust.

Key Insight + Why it matters:
Firms that don’t modernize intake workflows lose good cases, frustrate staff, and waste ad dollars. The real fix isn’t more people — it’s better systems.

Key Takeaways:

• Consumer expectations changed — intake didn’t.
  Clients expect that intake moves just as fast as the rest of their digital lives: instant, transparent, and always-on. When firms respond too slowly and make clients have to chase responses by phone and email, trust drops and your leads disappear.
  

• Generic AI tools fail because they’re not purpose-built for intake
  Early attempts flopped due to poor logic, no training, and more cleanup work for staff. Firms need tailored, trained systems that mimic real workflows.
  

• Breakthrough: Onboard AI like a teammate.
  Train it like a new hire, test in small batches, audit performance — then scale. Once trained, it operates nonstop without burnout or errors.
  

• People are the real bottleneck.
  Slow follow-ups, missed docs, and lead misclassification kill conversions more than any “robotic” voice ever could.
  

• Marketing spend won’t fix broken intake.
  More leads just widen the cracks: overwhelmed staff, rising drop-offs, and flat results. Intake must scale before marketing does.
  

• Systems > staffing.
  Adding headcount increases costs and inconsistency. A well-trained “digital teammate” enforces quality and grows with you — instantly.

Listen to the Full Conversation

If you want the full breakdown including real examples and operational pitfalls to avoid, listen to Episode 1 of The Scalable Law Blueprint available on YouTube and all major podcasting platforms. It’s a fast, practical discussion for leaders who want to run a more efficient, data-driven firm.

Today we’re excited to launch The Scalable Law Blueprint, a new podcast for law firm leaders who want to scale with clarity, consistency, and modern operations.

Law firms are in the middle of a structural shift. People now expect the same speed and clarity from law firms that they get everywhere else online – immediate answers, digital convenience, and clear next steps. Yet inside many firms, intake and operations workflows still struggle to deliver any of that reliably or in a cost-efficient manner.  

This podcast exists to help firms close that gap.

What Law Firm Leaders Will Learn in This Podcast

Each episode of The Scalable Law Blueprint brings you conversations with innovative operators and managing partners who dive into real-world strategies and tactics: 

• How to streamline intake and client communication

• Using automation intentionally (not reactively)

• Reducing operational bottlenecks that limit growth

• Building teams and systems that support sustainable scale

• What a modern client experience looks like

No hype. No trend-chasing. Just the real decisions, frameworks, and stories behind firms that are growing with discipline and clarity.

Why Modern Firms Need Scalable Operations

Your team is busy. Your caseload is growing. And the pressure to deliver fast, accurate, always-on client services isn’t slowing down.

This show is for you if you're asking questions like:

• How do we grow without adding more headcount?

• How do we modernize intake without losing control or quality?

• How do we create consistency when demand spikes?

• What does a scalable, systemized firm actually look like?

Key Insights From Episodes 1 and 2

The first two episodes of the Scalable Law Blueprint spotlight two shifts redefining modern legal practice: rising client expectations and the evolving role of the entrepreneurial lawyer. 

Episode 1: Jamie Park breaks down clients’ expectations for immediate, clear, digitally-powered communication—and why firms often hesitate to adopt automation despite the operational benefits. 

Episode 2: Michael McCready from McCready Law breaks down the three stages of growth for lawyers—mastering the law, mastering client relationships, and mastering the business itself. He shares how operations, marketing, and culture shaped his firm’s expansion into a multi-state practice.

Where to Listen

Episodes 1 and 2 of The Scalable Law Blueprint are now live on YouTube and all major podcast platforms.

If you’re building a tech-forward, efficient, scalable law firm, this is your blueprint.

I got this comment from a LinkedIn post last week. 

As a lawyer, the single most valuable thing you can do to grow your practice might be this: make it easier for people to tell you their story.

The lower the barrier to entry, the more potential clients will reach out and go through the process— and the more great cases you’ll find. 

Clients aren’t looking for perfect websites or long credentials. They’re looking for the easiest path to be heard, understood, and guided. 

We’ve seen lower barriers to entry in other industries drive significant growth:

• E-commerce exploded when checkout processes were simplified. Amazon’s “Buy Now” button is worth billions.
  

• Telehealth platforms grew fast by letting patients book in minutes instead of waiting weeks to see a doctor in person.
  

• Fintech apps took off by letting people open accounts without walking into a branch or filling out stacks of paperwork.
  

The lesson? Fewer barriers = more users, more growth.

It’s no different in law.

If your intake process is fast, empathetic, and easy — instead of slow, formal, and confusing — more people will go through it.  

Here’s what helps:

• Let clients record their story and use AI tools to analyze it, then review it with them.

• Provide AI intake options for people to record everything that happened to them and let AI tool organize it for you to spot the good cases. 

• Ask simple questions that invite storytelling, not legalese.

• Let people stop and start on their own terms and have everything auto organized for them so they can confirm it’s correct.

  
  

Lower the barrier. The best cases are behind it.

Want to learn more about lowering the barrier to legal services with consumer-first intake? 

👉🏻 Book a call here

Superpanel, a legal intake platform built around a coachable digital teammate that transforms how law firms qualify and onboard new clients, announces its launch with $5.3 million in funding. The round was co-led by Outlander VC (backers of Scale AI, Stripe, and Gusto) and Field Ventures (investors in Wrapbook, Bikky, and Suppli). Other participating investors include LOI Venture (co-founded by Hootsuite founder Ryan Holmes), Zenda Capital, 8-Bit Capital, and Behind Genius Ventures. The funding will accelerate hiring and expand the product’s capabilities.

Founders Julien Emery and Dingyu Zhang combine backgrounds in scaling customer experiences and deploying AI at enterprise scale. Emery was one of the first ten employees at Hootsuite and later founded a SaaS underwriting platform for self-insured health plans (sold to Novo Connection). Zhang built conversational AI systems handling millions of transactions and led enterprise wins over Amazon Alexa, Microsoft, and Google Dialogflow.

Plaintiff law represents tens of billions in annual fees, yet firms lose strong cases every day because manual intake cannot keep up with modern consumer expectations. Staffing shortages and rising inquiry volumes make scaling even more difficult. For the first time, AI can reliably handle the reasoning and multi-step decision-making required for regulated workflows like legal intake. Superpanel enters at this critical inflection point, helping firms grow without sacrificing the consistency or oversight.

Superpanel provides a coachable digital teammate that manages intake end-to-end, from first contact through qualification and document collection. Purpose-built for legal, it follows each firm’s specific intake logic, applying criteria such as case type, geography, and required documentation. Safeguards are built in: every workflow is auditable, compliant, and escalated to a human when needed. Once a case is qualified, it is handed to staff to build relationships and close, freeing teams from repetitive tasks.

“I’ve seen firsthand how access to legal support can be life changing, yet too often the system fails people before their case is even reviewed. Ninety percent of those who suffer harm don’t know they have a legal case and never contact a lawyer,” said Julien Emery, Co-Founder and CEO of Superpanel. “Superpanel exists to fix that. We’ve already helped over 150,000 people to tell their story and get their cases evaluated, making it faster for firms to identify strong cases and easier for people to get answers.”

“Superpanel embodies our Service-as-a-Software thesis, transforming intake from a costly manual process into a digital teammate that delivers accuracy, scale, and reliability,” said Richard Kerby, Partner at Field Ventures. “Julien and Dingyu bring a rare combination of consumer-grade product thinking and enterprise AI expertise to a legal market overdue for change.” 

Beta Results

While in private beta with customers, Superpanel delivered measurable results:

• Shifted 50%+ of the intake workload to the digital teammate, freeing staff for high-value conversations.

• Over 95% of intake workflows finish smoothly without premature human intervention, with continuous oversight and auditability.

• Already helped over 150,000 people tell their story and get their cases evaluated.

• Adopted as a true team member in law firms: tracked in dashboards, factored into staffing budgets, and even awarded performance bonuses.

• Enabled firms to handle up to five times more inbound inquiries without growing headcount.

“The return on investment was immediate. Within months it paid for itself. What sets Superpanel apart is that it is not just software, it’s a teammate that never forgets, never needs retraining, and keeps our team focused on signing more cases. With Superpanel, we are no longer intake constrained. If law firms aren’t thinking about this, they will be left in the dust.” – Eamon Graziano, COO at The Consumer Protection Law Group (and several other law firms).

About Superpanel

Superpanel helps plaintiff law firms scale intake without adding headcount. Its AI-powered digital teammate qualifies clients, collects documents, and follows up across every communication channel. Unlike generic AI bots, Superpanel is coachable, auditable, and tailored to each firm’s workflows and jurisdictions. Consumers get a modern, guided experience that makes legal help simple and responsive. Firms get an always-on teammate that never never burns out and helps staff focus on the cases that matter. Founded in 2024, Superpanel has already evaluated over 150,000 cases and is trusted by leading plaintiff law firms. Learn more at www.superpanel.io.

Why we started, and why the time is now

For me (Julien), the problem of legal access has always been personal. When my mom was in a serious car accident, she couldn’t work for two years. A personal injury lawyer fought for her and kept our family afloat. To us, that lawyer was a hero. Years later, I watched a close friend burn through $40,000 and meet with over 20 attorneys just to learn if he had an employment case. He kept repeating his story and organizing documents until someone finally agreed to help. And as a Canadian navigating the U.S. visa process, I experienced firsthand how opaque and intimidating getting legal help can feel. Different situations, same reality: getting legal help is too complex, too costly, and often out of reach.

On the technology side, intake was historically considered  too complex for automation: long conversations, endless documents, firm-specific rules. I (Dingyu) spent years building conversational AI systems at scale, and until recently it wasn’t possible to tackle legal intake. That has changed. With today’s advances, AI can reliably handle these workflows when coupled with the right product architecture. Superpanel combines language models with a cognitive decision engine designed specifically for legal, producing consistent, auditable results firms can trust.

It was our shared experiences – seeing the pain consumers felt and the limits of current systems – that pushed us to start Superpanel.  Our investors share that conviction, backing us with the capital and expertise to scale because intake is one of the largest unsolved challenges in a tens-of-billions market, and the tools to fix it didn’t exist until now.

How Superpanel works for firms and consumers

Superpanel is a digital teammate for plaintiff law firms.

For law firms: It automates over half of intake work, reduces missed opportunities, and frees up staff to focus on higher-value client work and revenue-driving activities. Firms can coach it, audit it, and trust it like a real team member. The result is sustainable growth, with intake that’s consistent, auditable, and no longer constrained by hiring.

For consumers: It makes getting legal help as simple as telling your story, sharing documents, and receiving a clear answer without repeating yourself to different people.

Unlike generic bots, Superpanel is purpose-built for legal: coachable, auditable, and safe by design.

The problem with intake today

Nine out of 10 people who suffer harm that could become a legal case never contact a lawyer. For the consumers who do try, intake is confusing and discouraging. They get stuck repeating their story, re-submitting the same paperwork, or waiting for a call back. For firms, that frustration shows up as lost leads, wasted staff time, and marketing dollars that never convert. Fixing intake gives people a clear, guided way to engage, while giving firms steadier conversion, predictable ROI, and growth without adding headcount.

Proof it works

We’ve already seen what happens when firms put Superpanel to work. Today, it’s helping thousands of people every week, quietly doing the work intake staff used to chase down.

Firms report more than half of manual intake work offloaded, with conversion steady or improving, and far fewer leads lost. 

One early customer said it best: “I can finally grow without hiring more intake staff. We’re not dropping the ball on any lead.”

Where we’re headed

Our mission is to turn intake from a manual burden into a digital system that makes legal help accessible for people and scalable for firms.

Because getting legal help should not depend on who you know, how much money you have, or how many hours you can spend on the phone. It should be as simple as telling your story and knowing someone is listening.

We are now live: superpanel.io. Schedule a call here to see how Superpanel can scale your intake team.

Julien Emery & Dingyu Zhang, Co-Founders, Superpanel

We’ve worked with many law firms that were curious about using a digital employee but weren’t sure how it would actually fit into their day-to-day.

If that sounds like you—curious about AI but unsure where to start—you’re not alone. We know it can feel overwhelming. That’s why we don’t just hand you a tool and hope for the best. At Superpanel, we build digital employees that actually work for you—designed to match your firm’s processes and deliver real results.

Here’s how we make that happen:

1. Deep-Dive Discovery

We begin by learning your workflows in detail. We study how your team operates, what slows you down, and where automation could help—not just in theory, but in the context of your actual operations. This understanding ensures your digital employee is tailored to your firm’s unique way of working.

2. Benchmarking Against Humans

Next, we build and test your digital employee side-by-side with your human team. We benchmark its accuracy, speed, and reliability to ensure it performs just as well—if not better—on tasks like lead follow-ups, document collection, data entry, and client updates. This phase is all about proof, not promises.

3. Long-Term Partnership

Once your digital employee proves itself, we go live—and stay with you. We monitor performance, support your team, and continuously improve the system so it grows with your firm. It’s not a handoff; it’s a partnership.

So if you’re ready to explore how a digital employee could help your firm scale without needing so many people, let’s talk.

Schedule a Call—and let’s explore what a digital employee could do for your firm.

Talk soon,

Julien Emery

Co-Founder

Superpanel

Hey {{first_name}},

Referrals are supposed to be a growth engine—but they can feel more like a black hole. You send cases out, then cross your fingers and hope to hear back. Sound familiar?

At Superpanel, we help plaintiff firms take the guesswork out of referrals. Our digital employees don’t just send referrals—they actually get updates from your referral partners for you. No chasing, no wondering, no missed opportunities.

Here’s how it works:

• Every referral gets captured. Whether it hits your inbox or your CRM, Superpanel grabs it so nothing slips through the cracks.

• We gather the extra info needed for referral partners. Before you refer a client, we can collect any missing intake details so you're referral partner has what they need to decide on the case.

• Double opt-ins, handled. Your digital employee confirms that both sides want the intro—keeping you compliant and organized.

• You get updates on cases you referred out. Your digital employee checks in with referral partners about the cases you sent, keeping you in the loop.

This isn’t just automation—it’s relationship management done right. And the best part? You stay focused on delivering for your clients, while we handle the tedious stuff.

Want to see how much more referral revenue you could be pulling in?
Schedule a 15 min call here—we’ll share how it works and what your firm could be missing.

Talk soon,
Julien
Co-Founder
Superpanel

P.S. If you’d like to learn about the 13 ways a digital employee can work for your intake department, just reply and we’ll send you our exclusive guide.

Hey {{first_name}} ,

Most of us have bought into the idea that America is wildly litigious—people ready to sue over a stubbed toe or lukewarm coffee. But what if the truth is actually the opposite?

In our latest Masters of Growth podcast episode, I sat down with David Engel, longtime torts professor and author of The Myth of the Litigious Society, and what he shared floored me.

Here’s the stat that’s haunted me since: 9 out of 10 people with a legitimate injury case never even speak to a lawyer. Not one. They just… do nothing.

They “lump”—a legal term for quietly absorbing harm without seeking justice.

In this conversation, David breaks down:

• Why injury victims are far more likely to suffer in silence than file a claim

• The emotional and cultural forces—like self-blame, religious beliefs, and what society calls “normal”—that keep people from pursuing justice

• How our assumptions about who sues and why are not just wrong, but harmful

• What this massive hidden population means for law firms like yours—and the people you’re meant to serve

If you care about reaching and helping real people—not just marketing to leads—this is one you’ll want to hear .

👇 Watch the full episode below 👇

Cheers,
Julien Emery
Founder, Superpanel

PS - Want to trade notes on ideas, strategies, and tactics for growth, book a call with me 👉🏼 here.

Are you aiming to grow a plaintiff law firm?

Aleigha is an operations leader for plaintiff firms who recently helped grow a firm from 16 people to 60.

Aleigha worked in almost all areas of personal injury firms before moving into an operations leadership role. Aleigha also works with other firms on a fractional basis, giving her exposure to personal injury practices around the country.

In this podcast, Aleigha shares her expertise on marketing, intake, and operations, offering actionable strategies to boost revenue, improve margins, and cultivate a great workplace.

This discussion emphasizes the importance of aligning vision with budget, strategic marketing investment, and optimizing the client intake process for sustained growth and profitability.

Here are a few key discussion points from our conversation:

Strategic Financial Planning: Have a well-defined budget, particularly for marketing. Aleigha advises allocating 20-25% of projected or previous year's revenue to marketing efforts, while closely tracking the ROI in terms of cases acquired, not just revenue.

Optimize Intake: View your intake team as sales team. Hire people with customer service and sales experience who are empathetic. Use performance based incentives in your compensation and be sure to provide thorough training, repeatedly.

HR and Company Mission: Be sure to hire an HR leader once a firm hits around 20 employees. Also recognize how important it is to have a clearly defined company mission that aligns the firm, employees, and clients.

Importance of Digital Case Acquisition: The world consumes more and more digital content every day, be sure to master digital channels and social media for marketing.

This is a great episode for anyone interested in growing a law firm.

Want to trade notes on ideas, strategies, and tactics for growth, book a call with me 👉🏼 here.

Whether discussing books, business, law, or stories from the Military, I always enjoy learning from Eamon Graziano - he brings a unique and valuable perspective to company building.

As a former Marine Corps Officer, MBA, and COO for multiple law firms, Eamon Graziano joins us to shed light on the strategies that lead to successful growth of plaintiff law firms.

Below are a few key take aways but you’ll get a lot more from the full episode above.

Understanding the Role of a COO in Multiple Law Firms 

Eamon provides insights into balancing responsibilities across several law firms. With a focus on process optimization and consulting, he manages strategic oversight to ensure all departments align with the firm’s mission. This includes everything from marketing and case intake to document processing and readiness for litigation. A COO’s role, Eamon explains, is KPI-focused and involves continuous improvement both of processes and team capabilities.

Lessons from the Marine Corps Applied to Law Firm Leadership 

Reflecting on his Marine Corps experience, Eamon draws parallels between military leadership and law firm management. He emphasizes three key principles: self-awareness and continuous improvement, ensuring tasks are understood and completed, and deploying team members according to their capabilities. These principles guide his approach to managing law firms, highlighting the importance of leadership training and strategic task allocation.

Hiring and Developing Talent for Long-term Success 

Eamon underscores the significance of hiring based on attitude over skills. While skills can be taught, the drive to improve and accountability are the core attributes he looks for in new hires and promotions. This approach not only fosters a culture of growth but also identifies individuals capable of becoming core team members who contribute significantly to the firm’s success.

Key Operational Challenges and Solutions for Law Firms 

Eamon’s experience reveals common pitfalls in law firm operations, such as reliance solely on referrals for case acquisition and inadequate KPI implementation. To combat these issues, he advocates for an early investment in marketing and a consistent focus on measuring efficiency through relevant KPIs. Additionally, he warns against promoting solely from within without bringing in external expertise to avoid groupthink.

Mastering the Art of Case Intake and Client Onboarding 

Intake processes can be complex, and Eamon offers insights into managing large teams efficiently. He advises on structuring intake departments with clear roles for quality control and real-time analysis to ensure consistent improvement and compliance. Eamon recommends signing clients early in the process while maintaining transparency about case investigation, to secure client commitment in a competitive market.

When to Bring in Operations Leaders in Law Firms 

Eamon advises bringing in operations leaders as soon as financially feasible, especially when handling pre-case processes. As firms reach higher case volumes, an operations leader becomes crucial for overseeing the litigation and settlement processes. Their presence helps prevent inefficiencies that could hinder growth, allowing attorneys to focus on winning cases and generating revenue.

Final Thoughts: Managing by the Numbers 

For those entering the law firm industry as an operator from a non-legal background, Eamon emphasizes the power of data-driven management. Managing by numbers helps facilitate decision-making, aligns staff performance with firm goals, and provides clear metrics for success. This method ensures that firms are not just following tradition but are strategically optimizing for growth and efficiency. Eamon’s journey from the military to law firm operations provides invaluable lessons for those looking to propel their legal practice forward. Embracing leadership principles, focusing on strategic hiring, and leveraging data-driven decisions are key to unlocking the full potential of any law firm.

In this episode, I sit down with Seth Price, managing partner at Price Benowitz and founder of Blue Shark Digital, an agency helping B2C law firms scale through SEO and digital marketing. Seth has not only scaled his own firm from a two-person operation to over 45 attorneys but also aids other firms in achieving similar successes.

His experience and expertise in scaling have given him the tools and insights needed to help other firms achieve similar results through Blue Shark Digital.

This is an incredibly important conversation for anyone who is serious about growing their law firm and treating their law firm like a business instead of a practice or job.

Here is the full conversation with Seth and below are some key take aways I got from the conversation.

Managing Two Businesses

Many wonder how someone manages two distinct entities— a growing law firm and a digital marketing agency. Seth describes the transition as natural. They expanded their internal marketing team and realized they could offer these services to other firms as well.

"When you’ve done it for yourself and succeeded, the next natural step is to help others," Seth says. This entrepreneurial spirit led to the creation of Blue Shark Digital.

1) The Importance of Non-Lawyer Talent

One major factor Seth points out for firms aiming to scale from $2 million to $10 million and beyond is the importance of building a team of non-lawyer talent.

"It took me a long time to bring on non-lawyer talents and resources, but it’s essential for scaling your operations," he emphasizes. By investing in business operators, administrators, and marketing professionals, law firms can operate more efficiently and focus on growth.

2) Marketing Challenges and Opportunities

Digital marketing remains crucial, but Seth notes the increasing competition and costs associated with Google Ads in many markets. Here are some key areas he advises to focus on:

SEO First Approach

Blue Shark Digital emphasizes an SEO-first approach due to the rising costs and diminishing returns of PPC in many markets.

Strengthening Online Reviews

"Many firms overlook the importance of reviews," Seth warns. Ensuring strong social proof through client testimonials can significantly impact a firm's reputation and client acquisition.

Importance of Intake Processes

Ensuring your intake process is flawless can be as effective as spending additional marketing dollars. "Many law firms can make more money by closing the holes in their intake buckets without spending another dime on marketing," Seth emphasizes.

3) Looking Ahead: Embracing Technological Changes

Seth also touches on the future landscape of legal marketing, acknowledging the potential impact of AI on searches and client interactions. With ever-evolving platforms and technologies, staying ahead means embracing these advancements and continuously refining your strategies.

This is a really impactful episode that I highly recommend for anyone who is serious about growing their law firm.

And if you want to trade notes on ideas, strategies, and tactics for growth, book a chat with me here.

Eric Lee Usher is an entrepreneur, author, and philanthropist - who has a knack for improving how things are done in various industries.

Eric is the mastermind behind Legal AVA, a company providing highly trained advanced virtual assistants (AVAs). These AVAs help law firms enhance efficiency by handling back-office tasks, admin work, and client intake, among other essential activities.

In this episode, Eric delves deep into how to get the most from virtual assistants in law firms.

Watch the full episode here:

Here are are a few of my key takeaways from the conversation:

When to hire a virtual assistant

Although firms can benefit from an advanced virtual assistant at almost any stage, there are two common trigger points when firms benefit a lot from hiring an VA.

1. Overwhelmed with Cases: If your firm is swamped with cases, leading to client complaints and subpar reviews, it’s a clear sign you need help. Hiring a VA to manage case basics like client communication can significantly improve client satisfaction, resulting in better reviews and more referrals.

2. Start-Up Phase: For lawyers just starting out, instead of hiring unqualified family members or friends out of a need for trust, a VA can deliver the dual benefits of professional competency and systematization.

The scope of VA responsibilities

It’s common to think that virtual assistants can only do low level work and maybe you don’t want to give them too much responsibility. However as Eric says "anything that can be done on a computer can be outsourced to a VA"

Some of the most common streams where VAs excel are:

• Client intake

• Customer follow-up

• Communication with medical providers and billing departments

• Task management and staff coordination

• Continuously updating practice management software

Use advanced virtual assistants to build your SOPs

People often wait too long to hire virtual assistants because they don’t have enough of their processes documented for someone else to follow.

Eric has a way better approach to this. His advanced virtual assistants will have you share recordings of you doing the workflow, then they document the standard operating procedures (SOPs) for you. This way they understand the process well, they adhere to the SOP, and they’ve build the foundation for others to come in and execute using the new documentation.

Managing virtual assistants effectively

It’s common for people to be uncertain about how to manage VAs, especially across different time zones. Eric says the key is integration and communication.

Once onboarded, VAs should be working on your firm’s time zone and operate under a highly structured communication regime—morning briefs and end-of-day reports—ensuring constant alignment.

Treat them just like any other member of the team.

Quick and big wins when hiring an virtual assistant

One of the easiest areas a virtual assistant can have an impact immediate is on client communication. It’s so easy to get caught up in all the case work and forget or delay your client communications. Eric stresses that even minimal communication from a VA to keep clients abreast of what’s going on with their case can drastically boost client satisfaction, leading to better reviews and more referrals.

For anyone wanting to hire and train your own virtual assistants, Eric provides a step by step guide through his free e-book. Simply DM him “AVA” through his instagram profile here, and he’ll share his e-book.

For a turn key solution - which I highly recommend - go to Legal AVA and contact Eric directly to help optimize your law firm operations.

Want to trade notes on ideas, strategies, and tactics for growth, book a call with me 👉🏼 here.

When delving into the intricate world of legal advertising and marketing, you might not think to turn to someone affectionately dubbed its "grandfather." But Harlan Schillinger, with an illustrious career dating back to the late '70s, has firmly established himself as the visionary force behind the industry's evolution. Known for pioneering the first television ads for legal services, Harlan's unique insights are coins of wisdom in the marketplace of legal advertising.

In my conversation with Harlan we get into his actionable advice for modern law firms to break from the crowd and excel.

You can list to the full conversation with Harlan right here:

Harlan’s legal industry story begins in 1978, when television screens first flickered with ads promoting legal services. Harlan Schillinger was the mastermind behind those groundbreaking commercials, revolutionizing how law firms reached their potential clients. Fast forward to today, Harlan has worked with over 140 law firms spanning 98 markets across North America. But more than just stats and records, it’s his philosophy that sets him apart.

To understand Harlan's approach, you need to grasp his take on the current legal marketing landscape. According to him, legal advertising has always been in a state of transition. Today, that transition is spurred by a deluge of advertisers and an equally booming appetite to consume information across multiple channels. Yet, even amidst this maelstrom, Harlan preaches simplicity. "Don't complicate things," he insists. The world might be evolving, but our need for common sense and straightforwardness never will. Law firms often err by complicating their strategies, leading to inaction and confusion.

Here are a few take aways I had from my conversation with Harlan:

Culture Eats Strategy for Breakfast

One of Harlan’s key lessons is the role of culture within law firms. It’s not just about hiring the best legal minds or deploying high-end marketing strategies; it’s about creating an environment where employees feel valued and clients sense genuine compassion. A standout culture transforms a law office from a legal factory into a firm where exceptional service is the norm, not the exception.

It's like the Ritz Carlton versus Holiday Inn. Both serve the purpose of lodging, but what distinguishes the Ritz is the experience rooted in its culture. Clients need to feel special and respected, something many legal ads glaringly miss.

The “Sheep” Fallacy: Breaking the Cycle

Law firms often fall into the trap of “sheep mentality.” If one firm uses a specific strategy and succeeds, others blindly follow suit, hoping for similar results. However, Harlan warns against this. Instead, firms should carve their unique paths, understanding their goals and devising strategies that genuinely reflect their core values and vision.

Bare Essentials: Compassion in Legal Advertising

Harlan identifies a critical element missing in today's legal ads—compassion. The race to outdo competitors with bigger settlement claims and louder accolades has overshadowed the profound impact of empathy. A law firm must be more than a bragging billboard; it must be a beacon of understanding in a client’s darkest hour.

Intake and Conversion: The Ignored Goldmine

Firms need to pay more attention to their intake and conversion processes. Harlan emphasizes the importance of listening to client interactions—the calls, the conversations that reveal the unspoken sentiments. This, he argues, is where the real opportunities lie. Ignoring this aspect is akin to leaving stack of gold bars on the table, a sentiment often echoed but rarely acted upon.

It’s About Being Client-Centric

Drawing from the refined processes of brands like Ritz Carlton and Chick-fil-A, Harlan underscores the importance of a client-centric approach. These companies thrive on their exceptional customer experience, a feat law firms should aspire to mirror. Legal advertising should not be about the firm; it should be about the clients and how the firm can uniquely address their needs.

The Technological Frontier

In terms of emerging trends, Harlan is excited about the plethora of channels available today. However, he notes that while the channels are numerous—SEO, social media, OTT, etc.—the message's clarity and relevance remain paramount. He insists on embracing innovations but cautions against becoming too transactional and losing sight of the commitment to help people.

Next Steps:

In addition to listening to the podcast above, you can delve deeper into Harlan's wisdom at HarlanSchillinger.com. Reflect on his teachings and more importantly, take a moment to assess how your firm measures up. Are you the compassionate, culturally rich, and client-centric firm Harlan envisions? If not, it's time to make some strategic shifts.

Want to trade notes on ideas, strategies, and tactics for growth, book a call with me 👉🏼 here.

I started my career as the 10th employee at a company called Hootsuite. At the time Hootsuite had no revenue and only offered a free product. Eventually we launched paid plans for users to access more functionality with an Enterprise version starting at $18,000 / year.

People (leads) contacted us all the time to inquire about the Enterprise plan - if these leads were handled the same way 98% of law firms handle their leads, Hootsuite might be out of business today, or at least a fraction of its size.

Instead Hootsuite went from $0 to over $40 million in annual recurring revenue while I was there, and now earns many hundreds of millions in annual revenue.

Why is this relevant to law firms?

Because for law firms to create predictable growth, they need to treat leads the same way the world’s best inbound sales companies treat leads.

At Hootsuite we knew only 5% of leads would be a fit for the enterprise product, so our first job was to connect with and qualify these leads - in or out out - as quickly as possible to avoid wasting anyone’s time. Then out of the qualified leads, we needed to run a well defined sales process to convert at least 20% of them to paying customers.

We established a sales process that required our team to contact each new lead within five minutes. The team consistently followed up over multiple weeks or months to qualify leads, convert them into sales opportunities, and ultimately turn those opportunities into revenue.

This system drives growth for any company with inbound leads, which makes it surprising to see how many law firms fail to adopt it. Instead, most law firms rely on receptionists - or busy paralegals acting as receptionists - to manage their leads. It's important to understand that reception is not the same as sales; the role of reception is to take orders, not to generate new revenue. These two functions should not be conflated or confused.

Reception is most effective in situations where individuals have a clear idea of what they need and simply require assistance to achieve it. For instance, a barista taking your coffee order or an office receptionist handling phone messages, greeting visitors, checking them in, and directing them to the appropriate conference room for a meeting.

This is why I was so excited when I met James Thomas and learned about the work he and his team are doing in legal industry with BPM Media and Intake Kings.

James has a background in media sales and now helps law firms change intake from a culture of reception to a culture of sales.

James and his partners started Intake Kings after hearing so many law firms complaining about the quality of leads coming from their marketing efforts. After digging in, he realized that lead quality was not the problem - sales was the problem.

He discovered that outside the legal industry, all high-performing companies with inbound leads rely on dedicated inside sales teams. These teams are trained to respond promptly and diligently, reach out, follow up, and convert leads. In contrast, most law firms use receptionists, paralegals, or entry-level staff to simply take orders from leads without implementing a sales methodology that emphasizes speed, follow-ups, and the quality of conversations. As a result, in a culture focused on order-taking, it often seems like the leads aren’t good enough.

In this episode, James discusses how he helps law firms in transitioning from a traditional reception and order-taking culture to implementing an effective sales process.

James shares :

• The unique approach used by BPM Media and Intake Kings to maximize the ROI of marketing

• The common intake problems he sees at law firms on a regular basis

• Strategies and solutions to improve intake

• His thoughts on the importance of the right compensation structure for an intake team

• The barriers he sees to creating a high performing intake department

• His thoughts on the evolution and future of how law firms attract, convert, and retain clients

Listen to the full episode with James here:

Want to trade notes on ideas, strategies, and tactics for growth, book a call with me 👉🏼 here.

In this week’s episode of Masters of Growth, we sat down with Chere Estrin, the CEO of Estrin Legal Staffing, a nationwide staffing organization, and a prominent figure in the legal community.

Listen to the full conversation here:

In our conversation, Chere shared her extensive experience and wisdom on various topics related to the legal staffing market and effective hiring processes. Here are some key takeaways from our discussion.

Understanding the Current Labor Market

Chere began by shedding light on the current labor market for law firms. She described it as the “toughest market we have ever seen,” with the unemployment rate in the corporate world inching up to 4% and sitting below 1% in the legal field. This translates to a highly competitive market where talented candidates are scarce and in high demand.

• Candidate Tight Market: With an unemployment rate below 1% in the legal field, good candidates are nearly impossible to find and are quickly snapped up within ten days.

• High Demand for Associates: Two to five-year associates are particularly difficult to find, and they demand higher salaries than ever before, especially given the dramatic increases during COVID.

The Anatomy of a Successful Hiring Process

Chere emphasized the importance of having a robust and efficient hiring process. She cited common mistakes law firms make and provided detailed recommendations on how to attract and retain top talent.

• Fast Response Times: Avoid delays in the hiring process. Promptly respond to resumes and involve the necessary team members quickly to prevent losing top candidates.

• Treat Staffing Agencies Well: Consider them as partners working for you. Ensure timely feedback and cooperation to maintain good relationships and effective support from staffing agencies.

• Provide a Good Candidate Experience: Ensure that candidates receive timely feedback and professionalism throughout the process. This helps in building a positive reputation, which is crucial in the small, tight-knit legal community.

• Utilize Glassdoor: Monitor and aim for good reviews on platforms like Glassdoor, as potential candidates frequently check these before applying.

Delegating Effectively

One of the critical points Chere made was the importance of delegating tasks in a law firm to improve efficiency and profitability.

• Delegate to the Lowest Competent Level: Attorneys and senior staff should delegate routine tasks to paralegals, legal assistants, and intake professionals to free up their time for high-level responsibilities.

• Training: Ensure that your staff is well-trained to handle delegated tasks efficiently.

Transitioning from Individual Contributors to Business Owners

Chere addressed the common challenge of law firm owners having an individual contributor mindset rather than thinking like business owners. She advised law firms to:

• Adopt a Business Mindset: Focus on growing the business by delegating tasks and thinking strategically. This shift can lead to better management and higher profitability.

• Reputation Management: Build a positive work environment and maintain good internal communication to foster a supportive firm culture.

The Role of a CEO or COO in Law Firms

Hiring a Chief Operating Officer (COO) or Chief Executive Officer (CEO) can be crucial for law firms looking to scale and operate more efficiently.

• Importance of Hiring Experienced Leaders: A COO or CEO can manage the business aspects, allowing attorneys to focus on their legal work. This is especially beneficial as most attorneys are not trained in business.

• Fractional Roles: For smaller law firms that may not need a full-time COO or CEO, hiring fractional leaders can be an effective solution.

Tips for Finding Non-Lawyer Talent

Chere shared several strategies for finding quality non-lawyer talent for roles such as intake specialists, paralegals, and marketers.

• Utilize College and Paralegal School Placements: These institutions often provide placement services to connect graduates with potential employers.

• Use Staffing Agencies for Specialized Roles: Agencies can headhunt for specific roles by tapping into their networks and reaching out to candidates directly.

• Leverage LinkedIn and Networking: Engaging with professional groups on LinkedIn and building a robust professional network can be invaluable for finding candidates.

My conversation with Chere Estrin provided great insights into the intricacies of the legal staffing market and effective hiring practices. By understanding the current market, refining the hiring process, delegating effectively, thinking like business owners, and leveraging the right resources, law firms can navigate these challenging times with greater ease and success.

For more information and insights from Chere Estrin, visit Estrin Legal Staffing and check out her award-winning blog, The Estrin Report.