Your marketing is working. Your intake is where the money is leaking.

Where to start

Five ways in. Which one is right depends on how much you already know about your intake, and how much of it you want me touching.

A stack of recorded calls. Send me fifteen of your intake calls and I will tell you what is happening on them — where they are being lost, what your people are actually saying, and what I would change first. Nothing to schedule, no access to your systems, no time from your people. The cheapest way to find out whether any of this applies to you.

A week, watching. I listen to your intake calls, work with whoever takes them, and follow what happens to a lead from the first ring to the retainer. Nobody has to host me for it, and the office does not change how it works while I am looking at it. At the end you get the number — your real conversion rate, where the losses cluster, who is losing them, and what I would change first. Some of what I find will be conversion. Some of it will be things your people are saying that you would not want said. Most firms should start here. It is the cheapest way to find out whether you have a problem worth paying anyone to fix.

Thirty days training your people. After the diagnosis, I work with whoever answers your phones. The framework rather than a script, a follow-up cadence for the callers who do not sign the first day, a way to log every call and reason for loss, and reviewed calls every week until it holds without me. If you need to hire before there is anyone to train, I build the selection process — the ad, the screening rubric, and a live role-play with a real scenario — and sit in on the finals. You make the hire. I tell you what I heard.

Thirty days of me running intake. I take your inbound consultation calls myself — understand the situation, build the value of your firm and your attorneys, stay clear of legal advice, and ask for the business without pressure. I qualify honestly, so attorney time goes to people who can and will retain. This is the right answer when the week shows the problem is not the process but that nobody there can do it yet.

Both at once. I run intake while training your people on it, so the number moves during the month rather than after it.

All of this runs remote unless you want it otherwise. If your firm operates on being in the room — walk-ins at the front desk, a team that trains better with someone there — I will come out and stay as long as the work takes. That is quoted separately, because it costs differently.

Pricing is set per engagement, against what the week finds. If the diagnosis says your intake is already good, that is the whole engagement and you have your answer.

What I need from you

• Recorded calls if you have them. If you do not, that is usually the first thing to fix, and I will set it up.
• CRM access, or permission to track in a shared sheet.
• Your current fee schedule and payment or financing options.
• Fifteen minutes with an attorney at the start, so I can speak accurately about how your firm works.
• For the months where I am taking calls: inbound leads routed to me during agreed hours.

How the fee works

The week is a flat fee, due at the start. It is flat because there is nothing yet to measure it against — most firms cannot tell me what their conversion rate is, which is the reason the week exists. I am not going to put my fee at risk against a number neither of us has.

After the week that changes. You have a measured baseline in writing. Everything after it is priced against that number, and on the months where I am working your intake I am willing to put part of my fee on it.

What I will not do is take a cut of what your clients pay. Paying a non-attorney more money for each client who retains starts to look like compensation for delivering clients, and that runs into rules your bar takes seriously. That is the only reason. Getting more of those consultations to retain is exactly what you are hiring me for — how the caller arrives, what your attorney knows walking in, how the follow-up runs, and whether anyone is measuring which of those is costing you. I work on all of it, and I hand you the tracking. I am paid for the work, not out of the fees it produces.

Have your counsel review the structure before we sign anything. If they want it changed, I will change it.

What the week can find

Three answers, and I am fine with any of them.

Your intake is already good. You paid for a diagnosis and found out you do not have this problem. That is the whole engagement, and it is worth knowing.

There is a gap and it is the process. Nobody built a follow-up cadence, nobody is tracking losses, nobody covers the evenings. Your people can run it once somebody shows them how, and that is a month of training.

There is a gap and it is the person. The process is fine and the calls are still being lost. Somebody has to take them differently, and for a while that may need to be me — including the evenings and weekends where most firms lose the emergency calls.

Who I am

I wrote a fourteen module sales training and certification program built on a single test: a technique has to work by finding out something true, not by preventing the person from thinking. That is why my intake calls do not sound like sales calls, and it is why I can hand your team something repeatable instead of doing it myself and leaving.

I do not give legal advice. I do not use another firm's materials. I do not pressure people having the worst month of their life. Those are not positioning statements — they are the reason the conversion held.