
In the bustling world of legal practice, the key to scaling your firm might be more straightforward than you think. On this episode of The Lawyer Millionaire Podcast, guest Miriam Airington-Fisher shares invaluable insights into law firm growth, demonstrating how focusing on a niche market can lead to remarkable expansion and efficiency.
The Power of Delegation and Effective Hiring
Miriam recounts a pivotal exercise from the CRISP conference that revolutionized her approach to daily tasks. She discovered the beauty of delegation by ranking tasks and assigning those marked three to five to others. This simple methodology freed up her time to focus on higher-impact activities.
Darren Wurz, our insightful host, added that the initial hires in a burgeoning law firm often consist of support staff rather than attorneys. He highlighted the flexibility of starting with 1099 employees, allowing firms to grow without the immediate need for payroll setup.
Mastering a Niche: Immigration Law Expertise
Miriam’s firm focuses on immigration law, serving clients predominantly from Central America and Mexico. This focus not only provided a cultural and legal advantage but also streamlined her firm’s operations, marketing, and client services.
Her decision to niche down to serve Spanish-speaking clients stemmed from recognizing her bilingual skills as a competitive advantage in Richmond. Over time, specializing in immigration law led to increased efficiency, attractiveness to clients, and significant revenue growth.
Benefits of a Cohesive Team
As her firm grew, Miriam expanded her team internationally, establishing full-time staff in Guatemala and Mexico. This global integration, coupled with comprehensive employee benefits, fostered a cohesive and high-quality service team. Miriam emphasized that a well-knit team, rather than scattered staffing, ensures better client and team interactions.
Embrace Innovation and Business Planning
Innovation is the bedrock of any successful law firm, Miriam advises. New entrepreneurs should avoid replicating traditional practices and instead, focus on new strategies to identify and serve their target audience effectively.
Darren further supports this with the importance of a comprehensive business plan. A systematic approach helps isolate the most profitable practice areas, as evidenced by Miriam’s profitability analysis using the Fireproof model.
Overcoming Hiring Challenges
One of the most daunting steps for new law firm owners is the timing of the first hire. Miriam underscores that while it’s a significant leap, it is crucial for enhancing firm efficiency and expanding capacity to serve more clients.
Investing in Technology
Efficient case management systems are fundamental for tracking data and making informed decisions. Though initially costly, these systems are vital as they handle an increasing client base, allowing law firms to grow intelligently.
Concluding Thoughts
Miriam Airington-Fisher’s journey illustrates that narrowing your focus can surprisingly lead to expansive growth. By understanding the power of delegation, specializing in a lucrative niche, fostering a cohesive team, and embracing innovation and planning, law firms can experience unparalleled growth and efficiency.
Resources:
- Schedule a Call with Darren
- Wurz Financial Services
- The Lawyer Millionaire: The Complete Guide for Attorneys on Maximizing Wealth, Minimizing Taxes, and Retiring with Confidence by Darren Wurz
- LinkedIn: Darren P. Wurz
- Join The Lawyer Millionaire Founders Network and Book Club for Free
- Unlock Unstoppable Growth in 2025 webinar
Connect with Miriam Airington-Fisher:
- Linkedin: Miriam Airington-Fisher
- Instagram: lawyerlikeamother
- Website: Airington Law
- Website: Mom’s a Lawyer
- Book: Mom’s a Lawyer: How to Start a Firm and Take Control of Your Life
Transcript:
Darren Wurz [00:00:00]:
What if the secret to scaling your law firm isn’t doing more, but focusing on less? Welcome to the Lawyer Millionaire podcast, where we help ambitious law firm owners expand their businesses, maximize their profits, and grow their wealth. When many law firm owners think about scaling, they picture doing more. More clients, more practice areas, more complexity. But what if the path to growth lies in narrowing your focus? Instead, today, we’ll uncover how niching down can spark innovation, simplify operations, and drive exponential growth for your firm. Miriam Arrington Fisher is the founder and owner of Arrington Law, an immigration firm focused on serving Spanish speaking individuals. By honing in on this particular community, she’s built a thriving, innovative practice that proves the power of specialization in in scaling a business.
Intro [00:00:55]:
We are on a mission to help lawyers and law firm owners maximize wealth and achieve financial independence. Welcome to the Lawyer Millionaire with Darren Wirtz from WS Financial Services.
Darren Wurz [00:01:09]:
All right, Miriam. Well, we’re really excited to be here with you today and learn all about your great success and some of the cool things you’ve done with marketing and branding. We’ll get into that. You’ve built a very successful law firm focusing on Spanish speakers while also balancing the demands of raising a family and all that that entails. Some might say that that is an impossible juggling act. What has been the secret to making it work for you?
Miriam Airington-Fisher [00:01:42]:
Well, having my own firm really was the secret to me balancing a successful legal career and raising a family simultaneously. That’s what inspired me to start my firm was when my daughter was born and just really wanting to be in the driver’s seat being, you know, having the. The flexibility to figure out how I was going to balance both of them in a, in a profession that back then and especially and still now to a degree, is very like, traditional and not as flexible as some other fields. So that was, that was really key. And that’s why I’m just a big supporter of entrepreneurship for lawyers.
Darren Wurz [00:02:21]:
So wait a minute. You’re telling me starting a law practice gave you more time? Because, you know, for a lot of people starting and running a law practice, they think it’s going to give them more time, and then they realize, oh, crap, I’m running a business and I got to be a lawyer at the same time?
Miriam Airington-Fisher [00:02:41]:
Well, I don’t know if it gave me more time. It gave me more control, so it gave me more flexibility as far as when I was going to be doing the work. Definitely. I don’t want to undersell the amount of time and effort that it took and still takes, but you know, when you’re in charge and you can decide how you want to delegate and build your organization and utilize technology and all of those things, those were not things that were within my control when I was working for someone else’s law firm. So it was, it’s really more about just being in the driver’s seat. It’s not to say that it’s easier or that you work less.
Darren Wurz [00:03:14]:
Yeah, absolutely. It can be very challenging, as I’m sure you’re very familiar. So let’s kind of dive into your niche, which is Spanish speakers. You know, I was on a call the other day with some other law firm owners who focus on immigration actually much like you, and they were talking about how, you know, they, they serve everybody and that works for them. But you decided to really focus down to Spanish speaking individuals specifically. What was it that led to that?
Miriam Airington-Fisher [00:03:53]:
So it was a progression. It took me a while to really feel comfortable to focus that much. I think that kind of a common sort of panic reaction to new law firm owners is I’m going to take as much as I can or whatever comes in the door. It’s hard to turn away business. I’m bilingual and when I moved to Richmond as a brand new law school graduate, there were. So this was, was six, 16 years ago, over 16 years ago, there were very few bilingual attorneys in Richmond. So it actually gave me a great opportunity to I think build up a practice much more quickly because I kind of became the Spanish speaking lawyer. And so even though at that time I was doing criminal law and some family law as a young associate, I was constantly getting referrals from, from other lawyers who didn’t speak Spanish.
Miriam Airington-Fisher [00:04:48]:
And so that ended up being a great opportunity for me. I went to law school in Miami and in South Florida. Being bilingual is not that much of a leg up, it’s kind of a requirement. So moving to Richmond back then, that was really a great opportunity. I had been practicing, I think for about eight years when I started my practice, which was eight years ago, so that would make sense. And at that time still I wasn’t fully committed to having like a really target. You know, as a new law firm owner, I had that panic of not wanting to turn down cases. But over time, as my business grew in general, I realized that the more that I was trying to do and the more clients that I was trying to market to, it really was a hurdle more rather than just, you know, you might think, okay, well, the more I do, the more business I’ll have.
Miriam Airington-Fisher [00:05:42]:
It made it difficult to really communicate our value to having multiple different client avatars, you know, to use the marketing speak. And so we were, as we built the practice and I started using social media and digital marketing and things like that, we basically were doubling our efforts in those areas because we had to do everything in English and Spanish and all of our systems and our. We had to have, you know, all of our contracts and things like that. We basically were, like, doubling everything. And so that was one sort of pragmatic consideration that picking one language to really focus in allowed us to streamline everything from our intake process to our documents, and probably most importantly, to our marketing efforts. I then maybe two years or so ago, I sort of had one of those, like, light bulb moments that we have as entrepreneurs. You, you know, it’s probably like walking somewhere in the shower. And I just realized that, you know, I wanted us to be fully committed to our ideal client and to our target client base.
Miriam Airington-Fisher [00:06:48]:
And as immigration lawyers, we can represent people all over the world. And we do. We have clients in other states, we have clients in other countries, but the vast majority, I mean, 90% of our clients are in central Virginia and are Spanish speakers. And so although we’re not limited to that, that’s what we draw, that’s what we do. And I just felt very strongly that we should. That our firm should reflect who we’re serving, and we should have everything really be for the clients that we were serving to sort of reflect that. You know, that community has made an investment in our firm, and I wanted our firm to reflect that.
Darren Wurz [00:07:27]:
You’ve hit a lot of really, really great points here, and this is so great because we’ve done this in our own business by focusing on law firm owners. I’m just. I’m hearing the things you’re saying about streamlining, and everything is then the same. Once you have one client avatar that you’re focused on, you don’t have to reinvent the wheel every time you have a new client. So I would argue there’s a great case to be made for profitability from two perspectives. Number one, it makes you more efficient, but number two, I think it makes you so much more attractive. Did you find when you took that step and went all in, did it open up the doors for you in terms of revenue?
Miriam Airington-Fisher [00:08:17]:
Absolutely, it really did. It was definitely a threshold moment, and it makes so much sense in hindsight, and it even applies not just to the language aspect, but also to the practice area. We scaled out of criminal defense and family law to focus on immigration and clients want to be represented by somebody who handles their type of case or who represents people like them. And it makes perfect sense because as a law firm owner, I like working with other professionals that work with law firm owners. My CPA does taxes for law firms. You know, things like that. And so, yeah, people want to know that we’re a firm that handles immigration cases for Spanish speakers, and that’s exactly who we are, and that’s who we attract.
Darren Wurz [00:09:04]:
You know, I’ve heard people say that, and I’ve experienced this myself. You know, you’re worried that focusing in one area is going to narrow the market for you, but what you find is it actually broadens the market for you in so many ways. And so, hey, law firm owner, as you’re listening to this, think about this. And I love how creative this is, Miriam, because you’ve really. You know, most people, when they think about a niche, they just focus on their practice area. But it goes so much deeper than that. And we experience the same thing. Because when I started niching in my business, or maybe it’s niching, I don’t know, it was focused on lawyers.
Darren Wurz [00:09:50]:
And then as I got to know lawyers and got to know the legal world, I’m like, well, there are a lot of different kinds of lawyers. The legal field is still very, very broad. And so we decided to focus on law firm, small law firm owners, because they have a lot of really similar challenges that they’re dealing with. So, I mean, like, you can take immigration and you can boil it down to different areas of the world, different languages. You can take Spanish speakers. It’s still super broad. You can boil that down even further. So, hey, if you’re listening to this show and you’re like, oh, darn, Miriam has stolen Spanish speakers is a niche.
Darren Wurz [00:10:28]:
There are lots of other niches that are open to you to explore.
Miriam Airington-Fisher [00:10:36]:
Yeah, absolutely. And, you know, I know that there are successful firms that have multiple practice areas. We’ve done that in the past. And what we found was that, you know, even if we felt like we were being profitable in all of those practice areas, when we actually, like, really honed down and did a profit analysis by practice area, immigration emerged as a clear lead. And then when you kind of compare them together, it was almost like we were making all of our money there and in a way, losing money in our other practice areas because of the operating cost and the opportunity cost. So, you know, for us, that really was kind of a sort of level, level change or, you know, unlocking type of moment.
Darren Wurz [00:11:24]:
Yeah, absolutely. So Would that be kind of a first step for folks like, if you’re thinking about narrowing your focus, that profitability analysis. Tell us a little bit more about that.
Miriam Airington-Fisher [00:11:39]:
So the. That is another area that I struggled with for years, literally years as a law firm owner, it’s like, how do you figure. Figure out what cases are profitable, what practice areas are profitable? So I did not come up with my own formula. I learned a lot about the fireproof model from different legal seminars, if you’re familiar. The Mick Morris law firm. So his team, they have a phenomenal presentation that I’ve seen at a couple different conferences, and they talk very openly about how they analyze profit at their firm. So we adopted that. I worked with my CFO to kind of apply that to our practice area.
Miriam Airington-Fisher [00:12:19]:
They’re a personal injury firm on contingency, so there are a couple differences. But basically, I mean, the idea is that you try to isolate a team within your office. At my firm, it’s like an attorney, a paralegal, and a legal assistant in a profit area and then see what’s the revenue there, what’s the revenue in the other areas. And so when we did that for immigration and Criminal and Family, we could clearly see where the firm’s profit was coming from. That was kind of step one. And then now that we do exclusively immigration, we can still track by pod to make sure that all of the pods are being equally profitable. But data is key. And I know you’re a numbers guy, so that’s not news to you.
Miriam Airington-Fisher [00:13:08]:
But as I’m sure you know from working with law firms, a lot of small law firms don’t operate on data. It’s. You know, most of us go into this as lawyers, not with a business background. And so that was a big learning curve for me. And that’s something now that I can’t imagine living without or making any business decisions without those numbers.
Darren Wurz [00:13:28]:
I love it. Fireproof. We’re big fans, EOs, all that good stuff. Love to hear that. And that’s just a great reason why you need to start looking at and tracking those numbers, because you were able to uncover this area of opportunity and discover where maybe some things are holding you back, which is really, really powerful.
Miriam Airington-Fisher [00:13:55]:
Yeah. And I think a lot of new law firm owners, because a lot of people, both either formally or informally, I’ll talk to them, and they’re starting a firm or as solos that want to scale a firm and investing in a case management system or something more sophisticated, it can seem like a huge expense. And I hear that a Lot from new law firm owners are like, oh my God, $100 a month, or, you know, that’s thousands of dollars a year on this stuff. And. But it’s so important. One, because you need to be organized. But two, because that’s the only way you have to have a system to collect data because, you know, it might not seem like a big deal when you open your doors and you have five clients, but when you have 500 clients or, you know, a lot of money coming in and out, you need to have a way to run reports and track it so that you can confirm, you know, what you think is going on. You’re.
Miriam Airington-Fisher [00:14:50]:
You’re kind of the gut feeling only takes you so far. And then it gets to a point where you really, really need numbers.
Darren Wurz [00:14:56]:
It’s so much easier to make those decisions. Absolutely. Yeah. And, you know, I was talking. I was just reminded of a conversation I had the other day with a law firm owner in California. She’s a solo, just kind of starting out, doing very well, but she’s struggling with when do I make my first hire? And I was like, well, you make that first hire. I mean, I’ve heard a lot of things, right? Like have that much have one years of salary in the bank, you know, different things like that. But really it makes sense when it’s going to make you more efficient and then you can have more time as law firm owner to focus on those more profitable activities.
Darren Wurz [00:15:41]:
What would you say to that question?
Miriam Airington-Fisher [00:15:44]:
Yeah, I think I love that question because I think the first hire is the scariest and then you kind of get jaded to it over time. So I will say that in the very early days of my practice, I didn’t do what I would advise people to do now because I didn’t know any of what I know now. My first hire was a paralegal. I definitely didn’t have a year of her salary and savings. And I don’t do that do that now. I mean, that I hate that rule. I’ve heard that. I think that’s because you’re not going to have somebody working for you that doesn’t make money for a year because you should fire them in like 90 days if they’re not making money.
Miriam Airington-Fisher [00:16:24]:
So that that number doesn’t make sense. Back then, I didn’t even really have retained earnings or any kind of plan for that. So it was really just on a shoestring. And like you said, I mean, you’re adding people that should be adding value to the firm. So my first hire was her title was paralegal, but it was really, you know, she was doing a lot of administrative work, paralegal, as well as, you know, administrative and booking and things like that. And I did grow pretty slowly over the first few years. I hired a few staff, and then I hired an associate after maybe two or three years, which ended up being a really, really great investment in the firm. And she’s still with me today.
Miriam Airington-Fisher [00:17:04]:
She’s a partner. And now we grow more quickly because we have, you know, higher revenue and we have retained earnings and we kind of know, you know, where. When we’re at the point where we need to add somebody. But I, I’m very growth minded. And so I, I have a hard time picturing not growing or not not hiring people because, you know, if done right, more people means more clients that you can serve, more work that you can take on, and more money, you.
Darren Wurz [00:17:36]:
Know, and so you said that first hiring can be scary. I think there really is a psychological component. Once you get over that hurdle, once you hire somebody, then you want to hire more. It’s like, oh, wow, you mean this person can do all these things? For me, this is amazing.
Miriam Airington-Fisher [00:17:56]:
Yeah, exactly, exactly. This exercise that I learned at a conference years ago at the CRISP conference is something that I still do. I still do it with my leadership team now every couple of months where you, you make a list of all the things that you do in a day and then you rank it from one to five. And anything that’s like a three, four, or five, you should be delegating. The one is, the stuff that has to be you, that’s your strengths. The five is obviously the least connected. And so you look at what those threes, fours and fives are, and then that tells you what role you need to do next. So I did that myself every couple of months for a few years, and now I have the leadership team do it.
Miriam Airington-Fisher [00:18:43]:
And that tells us, you know, when it’s time to hire another attorney or another intake assistant or what have you.
Darren Wurz [00:18:49]:
It really can be so much easier and not scary. People often think your first hire is probably not an attorney. It’s probably more a support person that you can pay, you know, 20 bucks an hour, and then they can start part time, and then they can start as a 1099 employee. You don’t have to have payroll and all kinds of stuff set up right away. So I have another really, really big question about niching. I want to kind of get back to that because a lot of times I’ve heard this pushback that focusing on a particular niche is just like a marketing game or a marketing play. Right. What’s really, truly unique.
Darren Wurz [00:19:33]:
But I bet, you know, we discovered this in our business, right, is we focus on law firm owners. We then got to learn all the things that are different and unique about law firm owners and really build a service model that was really specific to them. So I imagine you probably started with Spanish speakers, you know, thinking broadly about what was unique. And then I bet you learned a lot along the way. Tell us about some of the things that you learned and how you really tailored your practice.
Miriam Airington-Fisher [00:20:03]:
Yeah, absolutely. So I’ll try to explain this without getting too into the weeds for listeners that aren’t familiar with immigration law. But immigration law is a huge practice area, and it’s also very, very complicated. There’s all different types of ways that somebody could get immigration status, different qualifications. It’s not necessarily based on country of origin, but because of the different requirements for different immigration cases, there tend to be trends among people from certain regions might be seeking a certain immigration status. There are a lot of federal immigration programs that specifically do relate to people from particular countries or regions. Then there’s just, I guess, migratory trends that you see, for lack of a better phrase. And so at our firm, we, the majority of our clients are from Central America and Mexico.
Miriam Airington-Fisher [00:21:01]:
So Guatemala, El Salvador, Honduras are the vast majority of our clients. And so there are just some legal similarities that make it easy for us to do intake and consultation. And there’s also just from kind of a client service standpoint, there’s, you know, becomes kind of easier to communicate. And anything from, you know, just sort of familiarity with those countries, with the country conditions can make really help make clients feel comfortable. So it’s just. It’s. Yeah. I mean, it.
Miriam Airington-Fisher [00:21:40]:
Is it easier to market to a particular client base in a particular language? Yes. But also from a client relationship standpoint, if we’re showing a familiarity and a connection to a particular case type or region of the world, that can be very, very powerful as well.
Darren Wurz [00:22:00]:
Absolutely. And it impacts almost how your business is structured, impacts your core values, it impacts your purpose, it impacts the mission of your business. How have those things changed for you as you’ve focused on this particular niche?
Miriam Airington-Fisher [00:22:23]:
Yeah, it’s really just come very naturally to us, you know, when we’re doing consultations, because we’re often handling the same or similar case types, sets of circumstances, our consultations are more streamlined, our onboarding process is more streamlined. We have all of our templates that are easily modifiable. It helps us get cases out the door quickly, so reducing wait time for clients, and also allows us to in turn go back to our marketing and focus on basically answering questions or adding value that’s most needed from our clients. So even not just in the sense of, okay, we’re marketing in Spanish, but where a lot of our content is answering questions that are more common among our target client audience.
Darren Wurz [00:23:20]:
Okay, so now we are turning the corner in 2020, 25. You know, you’ve come so far. What are the big plans you have for the future direction of your firm?
Miriam Airington-Fisher [00:23:36]:
We are growing. We have grown every year, but this past year has really, really been huge for us. We have two international teams now, and a lot of law firms since the pandemic have started using virtual staff overseas, which is how we started. But it kind of evolved into a little bit more than having like a virtual assistant overseas. We actually. I started a company in Guatemala and so I have a team there that are my employees, full time employees. So they’re fully, you know, salaried, benefits all, you know, leave, all of that kind of stuff. That’s been really amazing.
Miriam Airington-Fisher [00:24:19]:
We travel down there a few times a year either. Well, I always go and I usually bring one or two people from the Richmond office so that we can really kind of make sure that the teams are integrated and, and showing that we’re invested in them. That’s been really great for the firm because by making that investment, our team members have really, you know, in turn invested back in the firm. And so I have folks down there that have been with us for two years. And when we’re, when we add people, you know, we have a very easy time hiring there. We also recently created a team in Mexico and so I’ll be going down there to meet with them and to again, kind of make sure that we’re fully integrating them with our US Team. And that, you know, the decision there kind of reflected my values as an employer and also in turn has a really positive benefit on the firm. A lot of law firms have teams kind of like scattered all over the place as a cost saving measure.
Miriam Airington-Fisher [00:25:23]:
And while we certainly do benefit from the exchange rates, I really wanted to still maintain that those teams were going to be part of our firm because I believe that really reflects in how our client interactions are and how the team interactions are. So that’s been a big project that we’ve been working on and we’ll continue to kind of refine that and build that in 2025.
Darren Wurz [00:25:52]:
I love it. This is the next level Outside the box thinking. Miriam, you are really a true visionary. And I think it’s fabulous.
Miriam Airington-Fisher [00:26:06]:
You know, I’ve been really lucky to attract so many amazing people at the firm too, because it’s definitely. That’s a really an important ingredient. You have to have good people alongside you. Otherwise, you know, you could have the best vision in the world, but it’s not gonna. You’re not gonna be able to influence it without people.
Darren Wurz [00:26:26]:
And so much of this flows from getting really, really clear on who your target audience is. And then there’s just, just following from that, continuing to innovate and think in new ways. So just really, really, really great example. Miriam, we’re coming to our time here. Is there any other wisdom advice you want to. Want to pass on to that solo, small journey that turns on that page of growth?
Miriam Airington-Fisher [00:26:56]:
Yeah, I think that my biggest piece of advice to a new solo or new entrepreneur would be really not to be afraid to do things differently. And you and I have touched on that a little bit in this conversation. You know, there are a lot of advances happening in our field. I love law. I’m very proud to be a lawyer, but it’s also certainly not a cutting edge profession. And we tend to be a little bit behind the times in business practices, advertising, technology, what have you. And I think that for an entrepreneur, you can use those, those things to your advantage and really gain an advantage in a very traditional field. So I know that when I first started my practice, the first two years, I felt like I was kind of treading water because I was just replicating what I had seen in other law firms, which most law firms are small solos.
Miriam Airington-Fisher [00:27:54]:
And that didn’t sync up with my vision, which was growing it. And so in order to do that, I had to kind of put blinders on and sort of do my own thing. I do have people that I emulate and I have mentors that I’ve worked with over the years. But I think if you really want to be an entrepreneur, you have to, like, jump in with both feet and be willing to be innovative.
Darren Wurz [00:28:16]:
Fantastic. Well, Miriam, listeners want to learn more about you and your journey. Where should they go?
Miriam Airington-Fisher [00:28:24]:
Sure. So my Instagram handle is Lawyer like a Mother. I’m on all the social media channels and my firm is Arrington Law. My website is momsallaura.
Darren Wurz [00:28:37]:
Thanks so much for joining us, Miriam.
Miriam Airington-Fisher [00:28:40]:
Thanks. Thanks for having me. It was fun.
Darren Wurz [00:28:43]:
A big thank you to Miriam for coming on the show and sharing with us some of the secrets behind her great success and some key tips on Choosing a target market for your firm My challenge to you today is to think about how you could deepen your focus on a more specific target market and more specifically how then you could more align your company’s, your law firm’s delivery process and your service model. What unique things could you then build for your clients so that you can really focus on serving that particular niche? And what you’ll find is that this will really open doors of opportunity for you. And you know this is a big part of what we do here at the Lawyer Millionaire Founders Network. Business planning is one of the core three areas that we focus on with our law firm owner clients in addition to financial planning because we understand that growing your business is number one for you. Probably, you know, it might top the list when as it compares to investments and cash flow, just simply growing the practice because that means increasing your revenue, increasing your net worth, and increasing your future wealth as well. And we help law firm owners with this process as part of our business planning process, figuring out what their niche should be and figuring out how they can build a service model that more specifically serves that niche. So I invite you to jump on a call with me and I’ll show you our one page law firm growth plan and how we can customize that for you and your particular situation. The link to Schedule some time with Me will be down in the show notes.
Darren Wurz [00:30:36]:
Go ahead and click that link. That will take you to my calendar and Schedule Some time with me. Let’s see how we can help you go deeper with your target market. Well, this has been the Lawyer Millionaire podcast. I’m your host Darren Wirtz, here to help you expand your business, maximize your profits and grow your wealth. Thank you so much for listening. Come back and join me next time.
Outro [00:31:05]:
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