In this episode, Steve Fretzin and Ed Alexander discuss:
- Challenges and risks in forming and managing law firm partnerships
- Strategic considerations and planning for succession and law firm exits
- The importance of communication, expectations, and alignment in business relationships
- Diversifying marketing and building sustainable value in a law practice
Key Takeaways:
- Many law firm partnerships collapse because they lack a clear strategic purpose, and poor communication during both the honeymoon phase and long term creates conflicts that are nearly impossible to resolve.
- Setting clear expectations early—on contributions, compensation, growth, retirement, and lifestyle philosophies—can prevent disputes where one partner feels undervalued or overburdened.
- Selling or transitioning a law practice requires years of preparation, including transferring goodwill, maintaining referral trust, phasing into an of counsel role, and positioning the buyer as a trusted successor.
- The 2008–2009 global financial crisis showed how fragile referral-dependent firms can be, as many lost business overnight, underscoring the need for diversified marketing, consistent development, and team-based client service.
“Partnerships, it’s interesting, because they’re marriages, right? They’re business marriages, and that’s what they should be called, business marriages.” — Ed Alexander
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About Ed Alexander: Ed Alexander is an attorney, author, and founder/CEO of Alexander Business Law, PLLC in Orlando, where he has practiced business law since 1993 after an early career in technology that earned him a U.S. patent. He is the author of several notable works, including The Guide to Selling Your Florida Law Practice, The Guide to Partnerships and Partnership Agreements, and 10 Common and Costly Business Killing Legal Mistakes and How to Avoid Them. He is recognized for professional excellence and community service and has also taught at the University of Central Florida. In his free time, Ed enjoys cycling, kayaking, sailing, hiking, and traveling with his wife of 38 years, Faith.
Connect with Ed Alexander:
Website: https://orlandobusinesslawyer.com/
Email: [email protected]
Books: https://www.amazon.com/stores/Ed-Alexander/author/B0C2QXJG7K
Show: Law Deals: https://podcasts.apple.com/us/podcast/law-deals-succession-planning-partnerships-purchases/id1724776380
LinkedIn: https://www.linkedin.com/in/attorneyedalexander/
Connect with Steve Fretzin:
LinkedIn: Steve Fretzin
Twitter: @stevefretzin
Instagram: @fretzinsteve
Facebook: Fretzin, Inc.
Website: Fretzin.com
Email: [email protected]
Book: Legal Business Development Isn’t Rocket Science and more!
YouTube: Steve Fretzin
Call Steve directly at 847-602-6911
Audio production by Turnkey Podcast Productions. You’re the expert. Your podcast will prove it.
FULL TRANSCRIPT
Steve Fretzin [00:00]
Hey, before we get to the show today, just want to remind you that our new show, be that lawyer Coaches Corner is out and available on all major channels. If you hate selling, this is where I break down my sales, free selling process, how to win more clients and deepen relationships without ever feeling pushy or salesy. New episodes are running, so check it out. Be that lawyer Coaches Corner tune in and enjoy the show. Today
Narrator [00:25]
you’re listening to be that lawyer, life changing strategies and resources for growing a successful law practice. Each episode, your host, author and lawyer coach, Steve Fretzin, will take a deeper dive helping you grow your law practice in less time with greater results. Now here’s your host, Steve Fretzin, hey
Steve Fretzin [00:47]
everybody, Steve Fretzin, and you are listening to, I don’t know what is this? What is this anyway? What is this call? Let’s see the be that lawyer podcast. Everybody. You know that you’ve been listening for a long time. We’ve got 530 episodes. Hopefully you’ve checked out. The new show be that lawyer Coach’s Corner with Steve Fretzin. And while I love interviewing people like
Ed Alexander [01:07]
Ed, how you doing? Ed, I’m doing well, Steve, thanks for having me.
Steve Fretzin [01:11]
Yeah. And you guys are gonna get so much out of today, it’s gonna blow your mind, no pressure. Ed, but I think there’s also a part of lawyers that want to hear from me directly about what am I doing with my clients? What am I teaching them? How am I helping lawyers directly build their books of business and be their best selves and live their best lawyer lives? So check that out. Go to my other channel, be that lawyer Coach’s Corner. Check that check out that podcast, and if you love it, give it a kind review, like you do with this one. So appreciate it, everybody. But let’s jump in. And there’s lots of great quotes that we give on the show. This is a great one as well from Conrad Hilton. Its success seems to be connected with action. Successful people keep moving. They make mistakes, but they don’t quit. And I love that. So welcome to the show, Ed and tell us a little bit about that quote.
Ed Alexander [01:55]
I love that quote because if you like sports, or you know hockey, which is my sport, you know, ultimately, right? You see, the people who are successful are always out there practicing. They’re always out there doing something. They keep moving. Even when it looks like the play isn’t going to come to fruition. They keep they stay with it, right? And so ultimately, that is what I found anyway for successful businesses and business owners, is what they do, and we all get hit and smacked around a little bit, but just gotta get up and keep going.
Steve Fretzin [02:27]
Yeah, that’s it. That’s it, I mean. And I was saying the other day, like, you know, it’s what defines us as humans. It’s what defines us as success. There’s no one that’s been successful that hasn’t been knocked down, that hasn’t had to struggle, that hasn’t had to claw and scratch to get to where they are. It just, it’s just not how it happens. And people that are handed things without struggle, I think they find that it might seem easy at first, and then they end up in, you know, predicaments later.
Ed Alexander [02:53]
So yeah, and don’t get me wrong, I don’t enjoy struggle in any way.
Steve Fretzin [02:59]
Well, no, but I think it’s just that’s life. I think if the road was all cleared for us all the time, I don’t know what kind of life we’d be living, but it wouldn’t have as much meaning because we didn’t have to work and struggling in claw for things so well. Anyway, everybody listen. Welcome ed to the show, and Ed, you are the founder of Alexander business law. PLLC, and give us a little background. I know we’re going to get into a lot of great content today about not only building a law practice, but being in a position to sell it and exit out. And you know, all the things that lawyers have they scratch their heads about. So give us how you came to be.
Ed Alexander [03:33]
So I originally started my career as a systems engineer, and then I went into marketing. In my role in marketing, I got to interface with the in house counsel group. I was out there doing deals and whatnot, and I said, you know, this is pretty interesting. Let me go to law school, because I think I like the job that they do. And then I went in house at that company, and they put me in the patent position because I had a technical background, and I decided that was not to my liking. I kind of went from being out in the world making deals to, you know, all of a sudden, sitting in a 10 by 10 office without windows and writing patent applications. So I decided I needed a change, and ultimately, I ended up with a law firm down here in Orlando, and worked with a great group of people. They were wonderful. And then, you know, we went through some I wasn’t a partner there, but as an associate, I lived through a few partnership breakups and all sorts of problems. And eventually I did some speaking for a lawyer group, and then went to Akerman, so that was a larger law firm here. And then I was done with that, and I started my own thing. So I’ve been doing this for a little over 20 years as my own thing.
Steve Fretzin [04:52]
So yeah, that’s awesome. That’s awesome. And you know, one of the things that I wanted to ask you about was, you know, the kind of work that you do, can you just. Give people sort of an overview of what you’re actually doing these days.
Ed Alexander [05:03]
So primarily it’s law firm partnerships and transitions. So you know, anytime that we’re going to bring somebody into partnership in the law firm, or somebody’s exiting law firm, or really even if we have a partnership dispute, you know, so kind of that idea of the law firm that’s owned by multiple people that’s on that side. And then we also help lawyers exit their practices, whether they’re solos or in a partnership arrangement. Yeah, and how did you get into that? So I was a business lawyer for my entire career. Transactional business lawyer, way in the early stages, I did a little commercial litigation. It really wasn’t my thing, but I was the firm needed some help in commercial litigation, so it was a natural for me to start doing that. And along the way, I started doing these deals where, you know, there would be a partnership agreement for a law firm, or there would be, you know, somebody who’s retiring, and what are we going to do? And then I had some that actually sold their law firm. And so I really have always loved the business of law, so it really fit nicely with my interests, and I was just enjoyed it. And I guess one day I woke up and said, Hey, there’s a niche here. Let me delve
Steve Fretzin [06:13]
into that. Yeah, the riches are in the niches, as they say. The other thing I’ve said on this show that people have heard and maybe had a little chuckle to themselves, and I think you did, too, was no ship sinks quite like a partnership. And I there’s a lot of lawyers that come to me, and they, you know, they talk about their partnership at their firm, but more it’s like, Hey, I’m a solo and I got this great opportunity to partner with these two other guys, or these two other gals, or whatever it might be. And I right away slow them down. I go, Whoa, okay, let’s talk this through, because I think there’s so many, you know, partnerships that sink, because there’s a number of reasons. I’ll let you talk a little bit about why are partnerships so challenging? Well, I think that
Ed Alexander [06:53]
if you look at it, the first thing is partnerships. It’s interesting, because they’re marriages, right? They’re business marriages, and that’s what they should be called, is business marriages, yeah. And so if somebody said to you, oh, hey, listen, I you know, I’ve seen you around, let’s get married, right? You’d be like, Well, yeah, I think I need a little bit more than that. How much do you make? So you do, but yet, we don’t think anything of it. When it comes to, you know, law or business partnerships. It’s like, oh, let’s get together and we’ll figure this thing out. No, that’s not really a good idea, yeah. And then, you know, people, when they decide they want to be in a partnership, something comes over them. It’s like, the honeymoon, right? We don’t want to rock the boat. We don’t want to say anything. And so what happens is, the miscommunication starts pretty early, and then it becomes very difficult to correct that. Yeah, so the number one problem, well, I should say two problems. But the number one problem going into a partnership is the lack of, really a strategic reason that everybody can, you know, state and everybody’s agreed upon. The second problem is when you’re in a partnership and you don’t talk, and so, you know, those, for me, are really key issues that we see all the time, yeah, and
Steve Fretzin [08:10]
I feel like you’re so right that it’s like, you know, hey, this person does this and I do that, and we really like each other, let’s do a partnership. And I’m like, Yeah, that’s like, Okay, why don’t you have a little bit of a phase where you work together, or maybe you guys share an office suite, or do something don’t jump in so fast. I think it can just, I can’t tell you how many lawyers come to me that are in bad partnerships, and then you got to deal with all the BS of getting out of it, and in the financials, in the arguments, and just, you know, that’s why there’s a whole area of law, of legal, of what’s it called, business, divorce, right? Just dealing with that stuff,
Ed Alexander [08:46]
yeah, the, it’s interesting to me, how we will, how they’ll do that, I think the, you know, philosophy piece, right? So, oh, yeah, let’s, you know, we’re in the same practice area, you know, we can maybe share expenses, or whatever the reason is there’s so much more behind it, because the you may have a different, completely different philosophy in your practice, right? You may want to, hey, I want to have a life, so I’m going to hire associates and I’m going to delegate work and I’m going to create a business. Or, on the other hand, your partner might say, No, I’m perfectly fine being a technician and just working and working and working and building my own time and making money that way. So, you know, you got to be on the same page on that and many, many other issues.
Steve Fretzin [09:28]
So then, what would you say are the best reasons for someone to and I’m we’re going to get out of the big firm and the mid market firm conversation. We’re talking small firm and solo like, what are the main reasons why a lawyer, should partner with someone else, and then, if so, how do you that? And what’s the like, What’s the timeframe, and what’s the way that that should be done properly.
Ed Alexander [09:50]
So the some of the best reasons, right? Well, I say generally, strategic reasons, right? So it’s, it may be, it’s expense sharing. I don’t think. That’s a real strategic reason, right? But it usually is, I have something that you don’t have, and together we can be more either productive or grow bigger, or there’s some multiplying effect by the fact that you have either an asset a skill capability that I don’t have, and I have an asset skill or capability you don’t have, and we put those together to everyone’s benefit, if all it is is a monetary component, right? So we think we can make more money by working together. I usually question that. Yeah. You know, people will say two can live as cheaply as one, but it’s not that case in the law firm world.
Steve Fretzin [10:42]
So yeah, and I guess, if you don’t want me to look at is if you want to share expenses with someone, because it’s an office suite and someone’s got an x then share a suite, like share the expenses. But you’re not like signing, you know, letters of the marriage in that business and committing to somebody and bringing all your clients into their world and getting everything
Ed Alexander [11:00]
mixed up, right? Yeah, because you become entangled, and if it doesn’t work out, disentangling is extremely difficult,
Steve Fretzin [11:08]
yeah, and you mentioned some reasons why they fail, and I don’t know if this is in the honeymoon phase or long term, but lack of communication. The big one that I’ve heard is a disagreement about who’s doing what, like, I’m bringing in 5 million. You’re bringing in a million. We’re getting paid the same, or whatever our agreement is, and it’s not feeling fair and equitable. Is that? Expand on that and then add to it?
Ed Alexander [11:33]
Please? Sure. I think that is a symptom. The bigger issue is expectations, and really getting the expectations on the table early on. So if you see that where one partner is either originating or billing 5x what the other partner is, then you know you’d want to take a look at, well, is the other partner making some other contribution to the law firm, and really the time to have that is early on, right? So, and that’s also about expectations in that, if I’m never going to work and Bill 3000 hours, but you are and you expect me to do that, well let’s make sure we understand that day one.
Steve Fretzin [12:16]
So there needs to be an agreement put into place that is very specific about expectations go through, like, what are some of the key components of an agreement that both parties should buy into?
Ed Alexander [12:30]
I think you mentioned it before. It’s a comp plan, right? So we understand now that I wouldn’t necessarily put the comp plan into the partnership agreement, but I would reference it so that it can be a little bit more particular there, I’d want to have a discussion about, where do we want to go with this thing, and what does it look like when we’re done? Right? Because, you know, if you want to grow into the next mega firm, but I’m really looking to stay, you know, a two or five lawyer firm that just simply isn’t going to work any of the are you going to retire? Are you going to stay in this practice area? You know? Do you go out and market through golf on Wednesdays and Fridays, right? So it looks like you’re out of the office, but you’re originating all of these expectations. And we actually have a list of 21 different areas that the partners have to really kind of have an in depth conversation about. A good portion of those are legal issues, like on ramps, off ramps, those types of things. But a lot of them have to do with these kinds of expectations.
Steve Fretzin [13:36]
Why it’s so important for them to for lawyers listening, to understand having someone in their corner like you to walk them through this and to help them through this, versus trying to, you know, these lawyers tend to do, do it on their own, we’ll figure it out, and then they end up in a terrible, terrible situation where they this friend of theirs is now an enemy, and they’re having this terrible divorce. Yeah.
Ed Alexander [13:58]
I mean, ultimately, right, nobody wants to be the one to bring up the issue, and so we act as the bad guy, right? We do that guided conversation, so we’re bringing up the issues, and we’re gently pushing everybody to lay out on the table. Well, what do you expect out of this? What do you expect out of this? So if we identify areas where there’s a discontinuity between the expectations? Well, there’s we can sit there and talk about now, because we actually can communicate over those Why do you have this expectation? What do you want to get out of it? And then, you know, maybe we can modify the comp plan. Maybe we can modify the expectations, or maybe we recognize early on that this isn’t going to work, and let’s just do it. Let’s not do this and stay friends.
Steve Fretzin [14:48]
I was so funny is our brains are working very much in tune right now. Like I was thinking, you know, you’re the bad guy, but part of being the bad guy is getting people to talk. And it might come up that, in fact. You know, a partnership is a terrible idea, and you recognize that early in the process with you that they wouldn’t have figured out on their own. And boy, it sure saved them a lot of time and money and energy.
Ed Alexander [15:09]
Absolutely, I’ve had experiences in I’ll give you one in the business world, right? So the two partners were coming together. One was bringing expertise and one was bringing money to the table, and the money partner was driving, driving, driving, let’s get this partnership agreement in place, right, but had made the mistake of actually providing some funds ahead of time to get started. And the expertise partner basically said, after he had received a bunch of the money, yeah, I’m not interested in doing this anymore, so you can get to that point where, if you don’t talk early, and you don’t really go through all these issues that you know, it’s going to be a problem period. Yeah.
Steve Fretzin [16:00]
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Ed Alexander [18:07]
Yeah, so in the partnership context, if you’re looking at this, you should have a succession arrangement built into your partnership agreement, right? So this really shouldn’t be a question for you. Now, having said that I know, you know, if you’re a 35 or 45 year old lawyer, you’re thinking to yourself, well, I got 20 years. What am I thinking about it for? But for those of you that are solo, right the ultimately your practice, it may be a small business right now, hopefully you don’t have a practice that’s really just a job and is totally dependent on you, but if you have a practice that is a going concern, where you have clients coming in regularly, you’re not the sole person doing all the work, and you’re not the sole person answering the phones, you know, doing all those things, and you have a business, then that business has value. And so what we would end up doing is coming in trying to figure out what’s a good price for that business, what it should it draw, based on the financial metrics, based on the risk factors, then we go and we market that outside. I’m assuming you don’t have an inside buyer, and so if you don’t, then we market in on the outside. Sometimes we’ll have a situation where the owner will bring somebody in specifically for the reason, you know, for getting to that point where they can do the exit the succession plan with that person. That’s less typical than you know, either having that person ahead of time and doing the deal with them, or ultimately going out. But then we market and we get interest, we manage that interest, you know, trying to figure out, what do they think it’s worth? We negotiate, and then we move to a contract and hopefully close it.
Steve Fretzin [19:50]
So you’re acting as a lawyer and as a broker. We I have two
Ed Alexander [19:54]
businesses, one is the law firm and the second one is the brokerage.
Steve Fretzin [19:57]
Okay, okay, so you’re able to kind of do it all. In house, which I think is, I mean, that’s nice, and there’s no conflict in that, because you’re acting whose interest. You’re acting as a mediator with the buyer and the seller.
Ed Alexander [20:09]
I’m acting in the law firm context, I’m acting on behalf of the of the seller, because that’s our client, okay? And in the context of the brokerage, either I’m acting for the seller or I can act as a transaction broker. Okay, it depends on the terms. And the
Steve Fretzin [20:26]
buyer gets a lawyer on their end. Yeah,
Ed Alexander [20:29]
we advise the buyer to get a lawyer. Sometimes they try to do it themselves,
Steve Fretzin [20:34]
yeah, like a lawyer trying to do it themselves. Oh, boy. Okay. Well, really, really cool. And then is there a reason to find a buyer and sell the firm and the business there, versus sort of maybe trying to get in. Maybe it doesn’t matter, incorporate it into a larger firm, or mid market firm that could bring them, bring that through your group into theirs.
Ed Alexander [20:55]
So yeah, when we’ve done business combinations with kind of what you’re talking about as a
Steve Fretzin [20:59]
combination, it’s like a lateral, like group moving into, yeah, yeah.
Ed Alexander [21:03]
Some firms will pay. They won’t typically pay anything upfront. And what they’ll do is they’ll the larger firms will treat it almost like an origination fee. And so you’ll get origination fee for some number of years after the transaction happens. And so if you have a practice and you know you’re going to continue to generate, you know, you’re going to go out and do the same activities you did to to bring in business, well, then you would become up council with the buying firm, and you would continue to receive those origination credits. And firms vary. Do they require you to work? Do they not? You know, those types of things.
Steve Fretzin [21:41]
Yeah, and I’ve shared maybe too much about my late father, Larry the lawyer, on the show, he did a terrible job. He was a great lawyer, amazing lawyer, great dad. I don’t think he was the best business person from a standpoint of a number of things that I was able to pick up on, you know, while he was practicing and afterward. But the big mistake he made is he was pretty committed to retiring at 65 which he did, and he with like, six months before he retired, he found a couple of knuckleheads, and I think he said, Hey, you know, you guys can take over this practice. And I don’t think there was any real plan of how to do that effectively. So they just ran it into the ground, because my dad was such an amazing lawyer and such a unique guy. I don’t think he did the trust transference that I think needs to accompany a solo practice and how it gets changed over. He just kind of said, here are my files, and then they had to, you know, deal with the legacy of this amazing guy. Best way to the right way to start thinking about it, when to think about it, how to think about how to do it.
Ed Alexander [22:44]
Yeah, the best. So six months is just way too short, right? That’s that is the problem you had there, number one and number two, what I do? I call it transferring the personal goodwill, because it’s really your dad had goodwill in the community, and so that requires that the seller number one remain as of counsel to the firm, so that they can be on the letterhead and they can really go out and promote the buyers. And that’s what has to happen, because most lawyers get their business through referrals, right? And so you got to go to referral sources. You got to hand the torch off and let the referral source know. Hey, Mr. Buyer, or Mrs. Buyer is great. I vetted them. I trust them, but you know what, I’m going to be here. Should you have any questions? Should you have any client issues? I’m here. I’m semi retired, fully retired, but I am committed to making this transition successful, and I’m going to be here for you. Those are the things you’ve got to say to referral sources and important people in the practice. But it’s also things like, you know, if you have a book, make them a co author on the book. If you have a bunch of videos out there, do the videos together. If you have podcast now. It’s a jointly hosted podcast all of the things to show that they have the expertise that you have, and that you have the full confidence in them.
Steve Fretzin [24:10]
And would include it in that going with that new owner, to go visit the clients and introduce the owner and talk about how synergistic they are and how everything’s going to be even better than it was before. That type of stuff. Type of stuff.
Ed Alexander [24:23]
If you have repeat clients, right, some practices, don’t, you know, it’s kind of in that case, but yes, if you have a repeat clients, absolutely going there and introducing them,
Steve Fretzin [24:32]
okay, got it, got it. Well, really great stuff, man. I mean, so much to unpack anything that we didn’t cover, that we should have covered, as far as what lawyers need to be thinking about, whether it’s building up a business and selling it when you’re 40 or 65, or 70, that that we didn’t cover, I
Ed Alexander [24:51]
usually find that the sale happens when the lawyer no longer wants to practice because the way the the value. Piece is, is that it’s not you’re not going to get, you know, five or eight times EBITDA for your firm, right? They’re priced lower than that, because there’s really a risk factor associated with it. So when somebody comes to me and they’re 40 years old and they want to sell, I’m usually looking at somebody who’s very unhappy with their practice. And so we’re going to delve into, why are you unhappy with your practice? How can we improve your practice if you really don’t want to be a lawyer? Yeah, we can sell it, but this isn’t going to be, you know, like you creating a tech company and, you know, selling out for some ungodly amount of money. Yeah, got it. Got it.
Steve Fretzin [25:41]
Well, really great. Thank you so much. And let’s get into Ed’s big mistake. What’s a big mistake you made and came out the other end smarter, better, faster, stronger,
Ed Alexander [25:50]
so prior to the financial crisis. So we’re talking 2000 2009 you know, I had a lot of business, but it was all referral based business, and mostly from attorneys. So when the crash came about and most legal work dried up, all of my referral sources started keeping everything that they were sending to me, not and some of them were competent. Some of them weren’t competent to do it, but they kept it because they had monetary, you know, money issues, yeah, and so, you know, my book, just like dried up really quickly. I tell people that in 2009 I pretty much could have gone on vacation for 90 days, and nobody would have noticed. And so, coming out of that, we really diversified marketing in a big way, right? So we have the books, we have the podcast, we have a lot of different things. And ultimately, when we when I had sufficient revenue, I actually hired a marketing coordinator, and so we’ve got somebody who’s focused on that for us. And I think that applies to from a business value standpoint. And one thing that we didn’t say there, that I would highly recommend, is really having a team approach. So we’ve developed that as well so that ultimately, you know, somebody leaves, we don’t have a likelihood of losing the client, because they’re dealing with the team. They’re not dealing with one lawyer.
Steve Fretzin [27:19]
Yeah, really smart on all accounts. And again, the big lesson there guys every listening is, you know, don’t have all your eggs in one basket, right? There’s multiple channels of marketing and business development that need to happen, because if one of them gets a stale or if something happens, you still have these other it’s like relying on China for all your goods. That’s fine, until you get 145% tariffs or whatever is going to happen next. So really, really really great. Let’s take a moment. Thank our amazing sponsors. Of course, pimcom, coming up in October. You want to, want to check that out. If you’re in personal injury, that is the place to go. I think they got Nikki Glaser, the comedian, going to be on stage keynoting, and just a ton, a ton of great talent that you can learn from. And being out there, of course, the law her podcast with Sonia and check out legal verse. You can go to legalverse media.org, now wait legal versemedia.com, and again, great, another great platform to read international and local content on ed people want to talk to you. They took a lot away from this. They’re interested in selling, or they’re interested in buying, or they want to work with somebody to learn more. What are the best ways for them to reach you
Ed Alexander [28:22]
reach me at Alexander business law.com that’s our website, and there’s a information form there. You can also email me at ed at Alexander business law.com and then I’m on LinkedIn, and then we have also have a YouTube channel. So and a podcast. What’s the tell everybody about the podcast? Podcast is called law deals, where we talk about all of these particular issues related to selling and partnerships and exits and succession and everything else. Awesome. Really, really great.
Steve Fretzin [28:50]
Well, thank you so much. This was wonderful, and everything I wanted to get out of this interview, give or take I got and just again, hoping that people really think ahead before engaging in a partnership before deciding to retire and blowing through, you know, what could be a lucrative arrangement, not engaging an expert. I mean, again, I get it. You’re the expert in law. But as you know, everyone’s, you know, niching down, everybody’s got their angles. And if I’m going to have brain surgery, I don’t think I want to hire my general physician, right,
Ed Alexander [29:21]
right? Thank you, Steve, it was great conversation. Appreciate
Steve Fretzin [29:24]
- Thank you, man. Appreciate you, and thank you everybody for hanging out with Ed and I for last 30 or so. Take it to heart and and help you to be successful. Be that competent, be that organized, and be that lawyer. Everybody. Take care. Be safe, be well. We will talk again soon. Now,
Narrator [29:43]
thanks for listening to be that loyal, life changing strategies and resources for growing a successful law practice. Visit Steve’s website, fredson.com for additional information and to stay up to date on the latest legal business development and marketing. Friends for more information and important links about today’s episode, check out today’s show notes.