The Josh Bolton Show
The Josh Bolton Show
From Courtrooms to Virtual Staffing Innovations
Curious about how to liberate more time while growing your business? Get ready to unlock the secrets of effective delegation with Brett Tremblay, a lawyer turned entrepreneur who has mastered the art of staffing. Brett shares his fascinating journey, from the courtroom to establishing Get Staffed Up, a virtual staffing powerhouse that connects businesses with talented offshore staff from Latin America. Discover the strategic advantages of hiring internationally, such as the educational and cultural compatibility that enhances team dynamics, and learn how the pandemic has simplified the shift to remote work, accelerating growth in this arena.
Ever wondered how law firm owners can transform their practice and reclaim their lives? We explore the pivotal role of delegation in achieving balance and success. Drawing insights from my book, "24 Months to Freedom," Brett and I delve into the challenges business owners face when adjusting to newfound leisure time. The discussion unpacks the concept of trading money for time, and why it's crucial to maintain a balance between comfort and continued growth to prevent stagnation. It's a candid conversation about the guilt of letting go and the freedom that comes with it.
If you've felt burnt out from doing everything yourself, tune in to learn how building the right team can revolutionize your workflow and elevate your business. With Brett's insights, we examine innovative staffing solutions, like Virtual Case Managers for personal injury attorneys, and the strategic collaborations aimed at supporting this niche market. As we look towards 2025, we highlight the importance of networking and strategic marketing to reach new clients in the bustling legal sector. Whether you're a law firm owner, an entrepreneur, or a podcast host looking to optimize your operations, this episode offers invaluable strategies to enhance your approach to staffing and business growth.
Brett is the Co-Founder and CEO of Get Staffed Up, the largest and fastest growing virtual staffing company in the US for lawyers.
Brett is launching his second book, 24 Months to Freedom, on March 30th, 2023. The book outlines the specific hiring actions law firm owners need to take to get out from under their business and start realizing their dreams.
Get Staffed Up recruits the top 1% of the world's English-Speaking VAs from Latin America. They have placed thousands of Staffers in over 700+ law firms and other small and medium-sized businesses throughout North America.
The company was recognized in 2022 by Inc. 5000 as the 67th fastest-growing private company in the United States.
Besides his VA company, Brett is an attorney and the Founding Partner of Trembly Law Firm, a Miami-based franchise and business law firm. He started as the sole attorney at the law firm in 2011 and has grown it to 12 attorneys and 40+ employees who represent some of the biggest companies in the eastern United States.
The business has also appeared on the Inc. 5000 list of fastest-growing private companies in the US three times and has been recognized as one of the 100 fastest-growing law firms by Law Firm 500 four times while under Brett's leadership.
https://getstaffedup.com/
https://www.youtube.com/watch?v
if you enjoyed the show be sure to check out my info:
https://app.wingcard.io/ROB3SA64
Welcome to the Josh Bolton Show, where we dive into interesting and inspiring conversations. And now your host, josh Bolton.
Speaker 2:All right, cool, much better, much better. There we go. All right man.
Speaker 1:Let's chat Cool cool. So tell me a little about yourself. You're a lawyer, but also you have your staffing firm. Like what got you into that? Well, introduce yourself too.
Speaker 2:Yeah, sure, so my name is Brett Tremblay. I am a lawyer by trade. I went to University of Miami School of Law, graduated in 2008, which used to seem like the other day, but suddenly, right, seems like a really long time ago. Um, I, but I've always been an entrepreneur. I've always had that entrepreneurial bug. I started, you know, kind of making money for myself at a young age. Um, you know, kind of come from a well, my, my parents were teachers, but my grandparents had small businesses and, uh, my dad, before he sold, he sold his jewelry store. So I kind of grew up in the, in the business atmosphere and, uh, you know, so I didn't know if I wanted to be a lawyer, but I, but I had a lot of fun in law school and the trial team and then I figured out that's what you know, I want to run my own law firm. So in 2011, I started my own firm. It was a litigation firm and then I started doing a lot more corporate business side of things so I could help businesses instead of just wait for them to get in trouble.
Speaker 2:True, and in 2018, me and another lawyer friend saw the need for offshore virtual staffing, and so we started the Get Staffed Up in 2018. And we were cruising along but our biggest objection was like, well, how do I work with somebody who's via computer? You know, the world is a funny way of doing this. But the pandemic hit our biggest and main objection, which is kind of obliterated overnight and we really blew up as a company. So we have been having a lot of fun the past six years that get staffed up, a lot of growth, a lot of cool things. So that's kind of the the quick and dirty of where I came from and where I am now nice.
Speaker 1:Yeah, I wouldn't say. I've interviewed a lot of different people who do that, like they more specialize in different niches of business. But they said, yeah, covid, and it's like whatever growth we were going to have to wait for it, it's like overnight done. Yeah, yeah.
Speaker 2:Yeah Well, I guess I'm not the only one to experience that. Then, right, right.
Speaker 1:But I'm sure you're cause yours do you specialize in mostly like office staff or more legal kind of thing?
Speaker 2:So we we do admin staffing like office support. So we do receptionists, intake assistants, marketing assistants, executive assistants, legal assistants, billing assistants and what we call like a client happiness coordinator. So, yeah, it's a lot of. It's not attorneys or paralegals, but it's a lot of backend.
Speaker 1:Okay, so what were some of the methods you have for, like vetting the people to make sure they're honorable and they're not just going to take your client's info and run away?
Speaker 2:Sure, I mean we've got a three-week application process. We really put people through the ringer. You know, we've got all their personal information. We do background checks, we put them through a university. So we do a lot of vetting and training to make sure that I mean they're still human beings right. There's still people that show up and a week later they no longer want to work. They just decide it's not what they want to do, and sometimes it can be the employer. You know, like there's a lot of bad employers out there, bad bosses and people that aren't. There's a lot of bad employers out there, bad bosses and people that aren't willing to put in the time to train and expect robots and expect our team to know everything from day one. It just doesn't work that way. We do everything we can to ensure that we're finding the best and the most qualified people out there.
Speaker 1:So far. Where are you finding the highest quality people? Is it the Philippines, Indonesia, kind of thing?
Speaker 2:Our specialty is Latin America.
Speaker 2:So we started out in the Philippines and a little bit in LATAM, and then the feedback we were getting was, like the Philippines is so saturated with people doing what we do and so everybody there is employed, and so unless, unless you're headhunting and you're going and finding the best of the best and offering to hire them away and pay them a lot more, you know, I kind of equate it to the same people here fighting for the bottom 20% of the people in the Philippines, cause any, any country is going to have, you know, just just by numbers, your top 20% of the people in the Philippines, because any country is going to have, you know, just by numbers, your top 20% of the workforce, the middle 60 and the bottom 20.
Speaker 2:But in LATAM it's so under saturated and there's such a need that you know, we find really amazing, articulate, creative, well-educated and really people who are aligned with the way that that, like the united states, works, if that makes sense. For example, when we do um, like the education systems line up, the, the time zones line up very well, and when we do like team events and we're playing, like you know, like, like, like online jeopardy or will of fortune or we're playing those kinds of games. It's incredible how much pop culture everybody knows about the United States the songs and the movies and the artists I mean it's, it's pretty wild.
Speaker 1:That is cool. Yeah, I would say one of my friends, uh, she, she lived over in the Latin America area and she even said that, like, know america at times better than we know it. Yeah, yeah, it's true in a lot of ways, and I just joked with her, I'm like, yeah, said we don't even know what's going on in front of us with our damn phones. Yeah, also true, um, so it sounds like you have a really good system. I'm assuming you're not the cheapest option anymore. However, are you paying the assistants and the virtual workers a fair wage, or at least for their hours, of course?
Speaker 2:Yeah, well, of course. So we pay people even from day one, right, when they start. We pay them above the median salary range for where they live, not just for, also, people who are just starting. So when you work for us, you're paid better than 50% of the people where you are, which for them is very good and for us it's very good, and it's just called, basically, labor arbitrage. Right, you're taking something that's less expensive and employing it here, and so it's really a win-win. That's awesome.
Speaker 1:So is there anything in particular that you do? Are you more hands-on or hands-off now than I think?
Speaker 2:Well, I mean, I'm the visionary in internally, you know, externally, I'm, I'm, I guess what you would call the CEO. So I, you know, I, I'm, I guess what you would call the CEO. So I, you know, I focus on big picture, on on developing trends, on relationships. My co-founder does the day-to-day, you know, the, the accountability chart, the people management, the execution, really so. But I'm involved in all the meetings. Um, I'm just probably not turning the screw, I'm, I'm pointing out and suggesting which, which screws we need to buy and which screwdrivers, and then, you know, I let the rest fall into place, true, true.
Speaker 1:I would say cause you. You, you also are running your own firm, right. How does it? How so? How do you do your firm? Plus uh get staffed up.
Speaker 2:Yeah, it's a good question. So I still have the law firm which I mentioned at the beginning. I started back in 2011. In fact, we're recording this on October 30th and tomorrow is our 13th anniversary, that's awesome Congratulations.
Speaker 2:Really really cool. So over time I really stepped back from the law firm so I could focus on this and allow other people at the firm to kind of emerge and step up. I'm now back as the both visionary and integrator at my law firm. What that means is that I spend one day per week on the law firm where I'm just, like you know, sun up to sun down, doing everything I can, making decisions. You know double checking systems, sun down, doing everything I can, making decisions. You know double checking systems, talking to the team.
Speaker 2:But the way the law firm works is we've got our pods where you have a partner and then they have a team of attorneys underneath them and that's really where the magic happens. You know I don't need to oversee the legal process. I need to. You know, work with the marketing, make sure the intake makes sense and then make sure everybody's getting paid and that we're you know we're profitable. So that's what I do and I work closely with our CFO. And it's a lot of times and you know they say what happens when you chase two rabbits right, you don't get either one. But so far I haven't found that necessarily to be true. I think that either business could be farther along if I was full time, but you know that's a decision that I've made and I'm very happy with it so far.
Speaker 1:Yeah, I'm gonna say I've met a few people who run multiple businesses and it's a similar thing. They're like it's not failing, but they're like it could have been better if I focused on one kind of thing. Yeah is there with running these two, plus the family life and everything else, are you, is your schedule very?
Speaker 2:packed. It's pretty packed and it's very rigid, meaning I have almost every part of my day scheduled. So if I'm going to have a call with somebody, it's going to be scheduled and it's going to be scheduled in a specific time block, so I may have open time, but it's scheduled open time, right. So every part of my day is laid out and I do that because the calendar is a tool. It's a tool to make sure you get everything you need done. And if you calendar everything, if you put it down in writing at this time I'm doing this, and at this time I'm doing this, and at this time I'm doing this and at this time I'm doing this and at this time I'm doing this then you I mean you'll know ahead of time whether you're going to be successful or not, as long as you follow through.
Speaker 1:Very true, very true. But my next question for you is on the calendar thing. How do you handle like unforeseen hiccups that interfere with your timeline, though?
Speaker 2:I mean, they happen. You got to deal with them as best you can. And when you have a really good team around you like assistants, then you use help. So you make sure that you utilize your team, your executive team, to reschedule things, to let people know, hey, we're going to be behind or unfortunately, we have to miss this. It's going to happen, but that's what we do, is we provide a get staffed up, we provide great executive assistance and then you know, when you learn how to use them properly, then you're a little more agile and you can, you can manage when you know just life happens, business happens.
Speaker 1:True, very true, I would just. The reason I brought that up is because I also remember in your notes that you wrote a book last year too.
Speaker 2:Yeah, yeah. In fact I also have a copy handy right here, but it's called 24 months to freedom, and you know the tagline. The subtitle is how modern law firms use smarter staffing solutions to fast track their way to success. There's a new, a new book out called buy back your Time, which I could have basically named this Buy Back your Time. It's the same thing.
Speaker 2:People send me a message all the time like, hey, I'm reading this book. It's basically an advertisement for your services, but this one's specifically tailored towards law firms and it lays out kind of the path to hire the seven positions that every law firm needs in order to to be successful and and for the law firm owner really josh to not not to have pure freedom by any means, but just to get to the point where you're not so overwhelmed that you have help and you're not doing everything yourself so that you can come up for air and you can breathe. And it's like it's that point in time where you get to decide what you want to do with your future, because when you have a small firm and you're doing everything yourself, I mean it is brutal. You're just, you don't have time in the day to really get almost anything done.
Speaker 1:So yeah, because you're being pulled in like five, six different directions and they're all equally important in their own way.
Speaker 2:Yeah, More like 50 or 60, but you know.
Speaker 1:I was trying to be nice, yeah, but that's interesting. So, um personal note, with the, the people emailing you saying, hey, it's like your books like an ad, does that bother you? Or it's just kind of like okay, whatever, that's their opinion.
Speaker 2:No, I don't know. So what I meant by that is that I have friends text me say, hey, I'm reading this book called buy back your time. It's basically an advertisement for your services, meaning what this guy is arguing you should do is what we sell. So it's a compliment. It's like saying, like man, you know this guy's, this guy's selling you guys. You know he doesn't reference us directly, but all I mean is that you know me and me and that author and others. You know. Going back to the four-hour work week, we're not the first ones to talk about delegation and and to stop doing everything yourself. Um, you know we. But we all preach the same thing, which is you can trade, like when you don't have any money, then you trade your time for money, and then, as you grow and you start to be more successful, you can trade your money for time. So you, quite literally, every time you hire someone, you bring them on and you pay them and you give them a chunk of your work and you get that time back.
Speaker 1:Oh yeah, my current employer. That's a big one right now, cause he's so used to doing everything himself that he has me and one other guy under him and he's like there's some days, I don't even know, I have so much time to myself I'm like, well, that's why you pay us the money you pay us.
Speaker 2:Yeah.
Speaker 1:Yeah, he's like I'm so used to just doing it myself. He's like I feel like I need to pick up more clients so I can do something, I'm like, or just relax. You've worked hard.
Speaker 2:Yeah Well, you know you can never relax too much in a business, because I truly believe this. Like you're either growing or you're dying. Even if you're growing by 1%, you're still growing. But there is really impossible to have complete stagnation Like we're going to. We're going to have the exact to the penny revenue that we had last year. It just really doesn't work that way, because life changes, things change, people change and your clients change and there could be better options or they could sell their business or go out of business and you could find yourself suddenly saying like oh no, now, now, now I'm short and I need to go find, find the work. So you never want to get, you never want to get too relaxed, but at the same time you got to make sure that you don't overwork yourself.
Speaker 1:Right, I what I was just trying to reference, like if he had a um, my boss had like a Tuesday afternoon off he's like, oh, I need to do something like, or just relax too, yeah.
Speaker 2:That's more what I was going for. Oh, I gotcha. I mean, yeah, he, he feels guilty. Right, that's a, that's a common thing. Um, it's like when you suddenly find yourself free, you, you, you can feel a little guilty, like what, what do I do?
Speaker 2:You know, like my dad. My dad used to always say like I guess he was giving me compliments but, like you know, some people would would be out golfing instead of always working. And it's like even today, if I do, if I do golf, I always feel guilty, like maybe I should be working, working harder. So I think it's just part of it.
Speaker 1:I think it's also just like the mindset to keep going, no matter what, where it's like then. Now you have the like you said the like, the time and the freedom and the income it's like oh, I guess I don't have to keep pushing as hard now.
Speaker 2:Kind of thing. Yeah, yeah, yeah, it's true. I mean, you know, comfort is a funny thing, cause I think that's what we all try to get to. But comfort is really the enemy of growth. And when you're like you, you buy the house and then you say, well, now I've made it and I just need to make this much, and then I'm good, and then I can relax. And you know, some people crave that, and that's totally. I'm not saying it's a bad thing, but it's still a fact in, it's still a fact in my opinion. So I don't know how to reconcile those, but you know, like, my opinion is that comfort is the enemy of growth, and I don't know if I can prove that or not, but I think I think a lot of people would would agree with me.
Speaker 1:Oh yeah, I would agree too. There are many times like I've wanted to do something but I've just laid in my bed. I'm like I know I'm supposed to do something, but I'm just going to lay here and then the next day I'm beating myself. I'm like, dude, you could have, could have done this, you could have done this and this, and it's like you're an idiot. Then also be nice to yourself.
Speaker 2:You don't have to be that mean, josh yeah, I know, and sometimes being mean to myself kicks me in gear. Right, oh yeah. So how do you reconcile those right?
Speaker 1:so for you, though, like what's? Because we're nearing the tail end of 2024. What's the the goal for both your agency and staff get staffed up, but also for next year for you, your clients and all that man.
Speaker 2:We got a lot of good new things. We're still so early in the staffing arena. We can do a lot more and we have plans to do a lot more in staffing. And that's a lot of collaboration, a lot of cool new things, a lot of things to add value for our current clients as well as add new clients. And for the law firm it's a little bit different not quite as much innovation, but more. You know how do we attract people to join our team and try to expand what we've already built on?
Speaker 1:Interesting. So, to first start with the Get Staffed Up, what are some of the new things you're implementing to help bring value to the customer and then for the firm? What is some of your strategies and visions for attracting a good partner? I believe it is.
Speaker 2:Yeah, so good good questions on the. On the get staffed upside of things, the biggest thing we're doing right now is is enhancing our client portal and we are giving people more options for how they want to to pay their client, their, their staff, if that makes sense, offshore. So, um, with a portal experience, you can manage your people, manage their, their, their pay, their time off, um, you know, really, uh, just easily and quickly, you know, have transparency into what people are exactly taking home, what they're getting paid, and also recruit directly through the portal when you want to add people onto your team. So it's a technology play, but we're also doing a software play and looking at helping our clients get advanced features that provide more security, and we also are launching a new brand. So, right now, Get Staffed Up focuses on lawyers only, but we launched something new called Virtual Case Managers, where we're focusing on personal injury attorneys only. So, instead of you know, you've got a niche which is, instead of trying to be all things to all people, we sell to lawyers, but now we've even hyper-niched to personal injury attorneys only.
Speaker 2:So those are the new things that we're working on on the staffing side and on the law firm side. It's really just a matter of making it happen, of saying, okay, we've got things in place, We've got our strategy down. Now let me identify 10 people that I think we would want to bring on to the team and then let me reach out to all 10, maybe three or four are interested and I'll start having lunch with those people. I'll start the conversation. So that's a really tactical move on the law firm side.
Speaker 1:So for the law firm, when you're curating potential people to bring on, are you going to like LinkedIn word of mouth references Like where are some of your leads coming from, or is that more proprietary? We'll skip over that.
Speaker 2:Well, no, I mean a little bit of everything. When you're ready to go, it's asking your friends like, hey, who's the best business attorney you know? Or who's the best litigator you know? I'm in Miami, like I mentioned earlier. So you know, you know, I'm in miami, like I mentioned earlier. So, um, you know who. Or who's the best small law firm owner you know. And just trying to trying to get a feel because you know, just because somebody out there is good, it doesn't mean they want to work with you, it doesn't mean that what, what they do, lines up with what you want to do. So you want to really cast a wide net and then see if you can take that wide casted net and then catch a bunch of different leads or avenues to pursue and then start whittling it down from there.
Speaker 1:Interesting. Is there any filters or red flags that maybe an outsider wouldn't know when hiring for someone in a law firm?
Speaker 2:Lots of red flags? Very good question. Again, you got to be very careful with who you bring onto the team, because a bad apple can really sour the rest of the bunch. And so we've got things that we hire by core values and we do proprietary sort of personality testing to make sure that you know. We kind of know what we're getting. And then we're very transparent and we do. You know they say time kills all deals, but you know simultaneously you don't want to rush into something like this, and so we do a lot of lunches and getting to know people before we bring them on, and at the end of the day you do the best you can. It doesn't all work out.
Speaker 1:Right, yeah, I'm going to say it's each person's unique. It's not like a one size fits all for everyone. That would make life a little too easy at times too. Yeah, so for you with Get Staffed Up. Is there anything current like campaigns you're working on um that you would want people to know? Also your firm and book too.
Speaker 2:Um campaigns. So you know, we I mentioned the new company, it's called virtual case managers.
Speaker 2:It's actually a separate brand that we. We have a joint venture with somebody it's just powered by get staffed up, and so anybody who does personal injury law or know somebody that does, we are not only selling, but we're we're training case managers, so people to manage your workload, to push along your cases more quickly. And we've partnered with somebody, a very well-known PI attorney out of Connecticut named Ryan McKean, and he does coaching for those virtual case managers. So not only do you get somebody, then you get an expert who's been there, who built up a PI law firm and sold it to his partners to help you along the way, and we're really excited about that. We just launched, probably like five weeks ago, and we got a lot of momentum already. So that's one of the cool things we got, that we're going to be focusing on 2025.
Speaker 1:Nice that was a very specific niche the personal injury attorneys. Was it your network that recommended it or just trends you?
Speaker 2:noticed Just trends that I noticed from really social media, from LinkedIn, from being a lawyer and knowing where all the conferences are and who goes to them. There's just a lot of action in the PI world, but also there's a huge need that wasn't being met, and so I think that's just kind of opportunity met preparedness.
Speaker 1:Perfect to get in early or before people start really noticing what's going on, because then you can definitely claim a lot of land quickly, like you're doing right now. Yeah, so is there a particular strategy you're doing to reach these personal, the PI lawyers or firms for marketing, or is it more word of mouth right now?
Speaker 2:Right now it's word of mouth. We've only been to one legal conference, but the strategy for 2025 is to go to a lot of legal conferences and then to you know what's nice is again, instead of just getting a list of hundreds of thousands of attorneys, we just need to get you know the information, for you know a thousand 5,000 personal injury law firms, and then you just start targeting them, start sending emails, start calling, inviting for conversations, asking for references, targeting them on social media, sending them, sending them snail mail. You know whatever you can to get in front of them. You know, I wish I could tell you like this is the one thing that always works in our line of business. Social proof is big and referrals are big. So you know we're. We will, I guess, to be seen on how we grow this thing and where the leads come from.
Speaker 1:I feel, though, at least as an outsider, looking in with vague knowledge. Once you do build a name for yourself, though, it's going to take off like a wildfire, though.
Speaker 2:That's what we hope. I mean, that's what happened to get stepped up Right, and that's that's exactly what we hope happens.
Speaker 1:It's. You got to get a couple of good clients, have them like vouch for you and be like now this guy, he might be pricier, but he is still cheaper. Cheap, he's pricier, but he is still cheaper.
Speaker 2:Cheap, he's the medium and he is worth paying. Yeah, like nothing. Yeah, look, I think, on the price thing, there's always the diy model and you, you go try to hire someone yourself instead of you know. Again, that's where you're trading your time for money. Right, you're, you're gonna spend all that time because in, especially in the VA world well, it's actually less than in the in the domestic world in terms of of like staff level positions, but turnover happens and it's really hard for small business to have turnover.
Speaker 2:So when you work with us, if somebody leaves, you know, or gets a different job or just quits or flakes out, we replace that person for you, like when you, we move you to the top of the line so we can find somebody new for you and that's a huge advantage. So there's pros and cons, everything. I don't think we're. We're not the most expensive by far. I mean, I see companies on Twitter all the time that are, you know, selling VAs for a lot more than we do out of the Philippines, where they're a lot cheaper than we recruit out of. So you know, we're very middle of the ground. We're not trying to be the most expensive, but we're not getting involved in the race to the bottom either and making sure that we we provide, you know, the most value, but really the best people. That's what we hang our hat on.
Speaker 1:That's interesting, yeah, cause um one firm for that I talked to earlier in my podcasting times. She mentioned that they make sure to keep protocols so if someone does leave, they can just open up a document and be like, okay, he wants this, this and this. Do you do something similar or a type of CRM for them?
Speaker 2:So because every law firm is different, we don't get involved with developing policies and procedures for our clients. But if a firm can be that organized so that someone can come in and just open the book and know what to do, that's a great place to get to and kudos to whoever was on with you, because a lot of people talk about it. Very, very few people execute on it.
Speaker 1:Interesting at it. Very, very few people execute on it. Interesting in in your time of doing this, how many firms have actually been able to pull that off or not?
Speaker 2:most not or not, maybe two percent, maybe okay, yeah all right.
Speaker 1:Is it usually a bigger firm, middle or smaller firm that could pull?
Speaker 2:uh, I like middle, middle of the road. Yeah, it's like usually like usually like one, like one owner has had some success and it's very detail oriented that they're able to like. We, we have full policies and procedures, but not to the point where you come in and you just sit down, open a book and you just get to work. You know that that's pretty tough.
Speaker 1:I would say that would also be very time consuming too to know it and then also remember to update it too of that book.
Speaker 2:It's not going to just you know, it's going to need to be edited and tweaked and updated. You know, constantly, and so, unless you have somebody always doing that like on the get stepped upside of thing, we have almost 200 internal employees, so we have a whole, a whole process team that's constantly documenting and working on our, our, our processes. Um, but when you're a, a smaller shop, that's why it's probably 2% that ever get there, because it's time consuming, it's tough.
Speaker 1:Yeah, and on top of the burning the can off both ends, that's adding more time on whatever you're doing and then trying to almost chase a headless chicken and be like where is it going? Yeah, so is there any particular if, like, let's say, for Get Staffed Up I know you specialize more in lawyers If someone was working in a small business and just need a VA or more marketing and handling customer calls, could you also handle that?
Speaker 2:Yeah, yeah. So about 10% of our clients are non-attorneys, and that's you know. They say niches bring riches right and you know who to advertise to and who to. You know what language to speak. But inevitably we're going to get people referred to us that are non-attorneys. And you know we can't work with every type of business, but if it's intake or reception or process administrative work, we can absolutely help that company.
Speaker 1:Perfect. So if someone's needing just a receptionist or maybe do some intake, you guys could totally handle that, no problem. Yep, good, that's awesome. Is there anything in particular I might have missed that you wanted to cover or go over.
Speaker 2:I mean, there's a million questions. We could have gone much more broad. You know, what I like about what you asked today is you would go three layers deep and keep asking me questions about kind of what's next, what's the plan, how do you do that? And and I enjoy that conversation. So, no, there's nothing on my end that I would want to mention. I mean, you know we always say delegate your way to freedom. That's what we start and what we end with.
Speaker 2:So it doesn't matter if you're one of our target clients or if you're, you know, a podcaster or whatnot. Want to get to the place where you're not just doing every little thing yourself, because it causes burnout. And there's other people, for example, who you know, depending on how big your podcast is, you know there's full time people that want to work on podcasts and want to cut up, you know, video pieces and do the promotion and the marketing. And if not, there's people that will do that on a 10 hours a week basis. Right, but the less time you spend editing your own episodes and the more you can search for good people out there, or the more you can, you know, work on your own content to promote the podcast. So, you know, I just want to urge entrepreneurs out there to not do everything themselves, because it's really where the a lot of businesses fail and where people give up, and then I think that's just sad when I see that happen project, or take a couple like side projects to just be like hey, can you cover this for me?
Speaker 1:I'll pay you a little extra instead of controlling everything? Yeah, you, I theorize that most not all, but would it be a better percentage of success, um, instead of just letting burnout take you and walking away? Yep, this has been wonderful and fantastic. Thank you for this wonderful chat.
Speaker 2:Well, josh, thanks for having me on dude Again, I really appreciated the depth level of questions that you ask and I mean that sincerely. Thank you, you really go deep on a topic and I wish you all the success and continued success of your podcast. Thanks for having me on, thank you.