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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.
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So tell me a little aboutyourself.
You're a lawyer, but also youhave your staffing firm.
Like what got you into that?
Well, introduce yourself too.
Speaker 2 (00:29):
Yeah, sure, so my
name is Brett Tremblay.
I am a lawyer by trade.
I went to University of MiamiSchool of Law, graduated in 2008
, which used to seem like theother day, but suddenly, right,
seems like a really long timeago.
Um, I, but I've always been anentrepreneur.
I've always had thatentrepreneurial bug.
I started, you know, kind ofmaking money for myself at a
(00:51):
young age.
Um, you know, kind of come froma well, my, my parents were
teachers, but my grandparentshad small businesses and, uh, my
dad, before he sold, he soldhis jewelry store.
So I kind of grew up in the, inthe business atmosphere and, uh
, you know, so I didn't know ifI wanted to be a lawyer, but I,
but I had a lot of fun in lawschool and the trial team and
(01:14):
then I figured out that's whatyou know, I want to run my own
law firm.
So in 2011, I started my ownfirm.
It was a litigation firm andthen I started doing a lot more
corporate business side ofthings so I could help
businesses instead of just waitfor them to get in trouble.
True, and in 2018, me andanother lawyer friend saw the
(01:36):
need for offshore virtualstaffing, and so we started the
Get Staffed Up in 2018.
And we were cruising along butour biggest objection was like,
well, how do I work withsomebody who's via computer?
You know, the world is a funnyway of doing this.
But the pandemic hit ourbiggest and main objection,
(01:58):
which is kind of obliteratedovernight and we really blew up
as a company.
So we have been having a lot offun the past six years that get
staffed up, a lot of growth, alot of cool things.
So that's kind of the the quickand dirty of where I came from
and where I am now nice.
Speaker 1 (02:15):
Yeah, I wouldn't say.
I've interviewed a lot ofdifferent people who do that,
like they more specialize indifferent niches of business.
But they said, yeah, covid, andit's like whatever growth we
were going to have to wait forit, it's like overnight done.
Yeah, yeah.
Speaker 2 (02:30):
Yeah Well, I guess
I'm not the only one to
experience that.
Then, right, right.
Speaker 1 (02:35):
But I'm sure you're
cause yours do you specialize in
mostly like office staff ormore legal kind of thing?
Speaker 2 (02:42):
So we we do admin
staffing like office support.
So we do receptionists, intakeassistants, marketing assistants
, executive assistants, legalassistants, billing assistants
and what we call like a clienthappiness coordinator.
So, yeah, it's a lot of.
It's not attorneys orparalegals, but it's a lot of
(03:02):
backend.
Speaker 1 (03:03):
Okay, so what were
some of the methods you have for
, like vetting the people tomake sure they're honorable and
they're not just going to takeyour client's info and run away?
Speaker 2 (03:13):
Sure, I mean we've
got a three-week application
process.
We really put people throughthe ringer.
You know, we've got all theirpersonal information.
We do background checks, we putthem through a university.
So we do a lot of vetting andtraining to make sure that I
mean they're still human beingsright.
There's still people that showup and a week later they no
(03:33):
longer want to work.
They just decide it's not whatthey want to do, and sometimes
it can be the employer.
You know, like there's a lot ofbad employers out there, bad
bosses and people that aren't.
There's a lot of bad employersout there, bad bosses and people
that aren't willing to put inthe time to train and expect
robots and expect our team toknow everything from day one.
It just doesn't work that way.
(03:54):
We do everything we can toensure that we're finding the
best and the most qualifiedpeople out there.
Speaker 1 (04:00):
So far.
Where are you finding thehighest quality people?
Is it the Philippines,Indonesia, kind of thing?
Speaker 2 (04:07):
Our specialty is
Latin America.
So we started out in thePhilippines and a little bit in
LATAM, and then the feedback wewere getting was, like the
Philippines is so saturated withpeople doing what we do and so
everybody there is employed, andso unless, unless you're
(04:29):
headhunting and you're going andfinding the best of the best
and offering to hire them awayand pay them a lot more, you
know, I kind of equate it to thesame people here fighting for
the bottom 20% of the people inthe Philippines, cause any, any
country is going to have, youknow, just just by numbers, your
top 20% of the people in thePhilippines, because any country
is going to have, you know,just by numbers, your top 20% of
the workforce, the middle 60and the bottom 20.
(04:51):
But in LATAM it's so undersaturated and there's such a
need that you know, we findreally amazing, articulate,
creative, well-educated andreally people who are aligned
with the way that that, like theunited states, works, if that
makes sense.
For example, when we do um,like the education systems line
(05:14):
up, the, the time zones line upvery well, and when we do like
team events and we're playing,like you know, like, like, like
online jeopardy or will offortune or we're playing those
kinds of games.
It's incredible how much popculture everybody knows about
the United States the songs andthe movies and the artists I
mean it's, it's pretty wild.
Speaker 1 (05:35):
That is cool.
Yeah, I would say one of myfriends, uh, she, she lived over
in the Latin America area andshe even said that, like, know
america at times better than weknow it.
Yeah, yeah, it's true in a lotof ways, and I just joked with
her, I'm like, yeah, said wedon't even know what's going on
in front of us with our damnphones.
Yeah, also true, um, so itsounds like you have a really
(06:02):
good system.
I'm assuming you're not thecheapest option anymore.
However, are you paying theassistants and the virtual
workers a fair wage, or at leastfor their hours, of course?
Speaker 2 (06:17):
Yeah, well, of course
.
So we pay people even from dayone, right, when they start.
We pay them above the mediansalary range for where they live
, not just for, also, people whoare just starting.
So when you work for us, you'repaid better than 50% of the
people where you are, which forthem is very good and for us
it's very good, and it's justcalled, basically, labor
(06:38):
arbitrage.
Right, you're taking somethingthat's less expensive and
employing it here, and so it'sreally a win-win.
That's awesome.
Speaker 1 (06:48):
So is there anything
in particular that you do?
Are you more hands-on orhands-off now than I think?
Speaker 2 (06:57):
Well, I mean, I'm the
visionary in internally, you
know, externally, I'm, I'm, Iguess what you would call the
CEO.
So I, you know, I, I'm, I guesswhat you would call the CEO.
So I, you know, I focus on bigpicture, on on developing trends
, on relationships.
My co-founder does theday-to-day, you know, the, the
accountability chart, the peoplemanagement, the execution,
(07:21):
really so.
But I'm involved in all themeetings.
Um, I'm just probably notturning the screw, I'm, I'm
pointing out and suggestingwhich, which screws we need to
buy and which screwdrivers, andthen, you know, I let the rest
fall into place, true, true.
Speaker 1 (07:35):
I would say cause you
.
You, you also are running yourown firm, right.
How does it?
How so?
How do you do your firm?
Plus uh get staffed up.
Speaker 2 (07:42):
Yeah, it's a good
question.
So I still have the law firmwhich I mentioned at the
beginning.
I started back in 2011.
In fact, we're recording thison October 30th and tomorrow is
our 13th anniversary, that'sawesome Congratulations.
Really really cool.
So over time I really steppedback from the law firm so I
(08:05):
could focus on this and allowother people at the firm to kind
of emerge and step up.
I'm now back as the bothvisionary and integrator at my
law firm.
What that means is that I spendone day per week on the law
firm where I'm just, like youknow, sun up to sun down, doing
everything I can, makingdecisions.
You know double checkingsystems, sun down, doing
everything I can, makingdecisions.
You know double checkingsystems, talking to the team.
(08:28):
But the way the law firm worksis we've got our pods where you
have a partner and then theyhave a team of attorneys
underneath them and that'sreally where the magic happens.
You know I don't need tooversee the legal process.
I need to.
You know, work with themarketing, make sure the intake
makes sense and then make sureeverybody's getting paid and
that we're you know we'reprofitable.
So that's what I do and I workclosely with our CFO.
(08:51):
And it's a lot of times and youknow they say what happens when
you chase two rabbits right,you don't get either one.
But so far I haven't found thatnecessarily to be true.
I think that either businesscould be farther along if I was
full time, but you know that's adecision that I've made and I'm
very happy with it so far.
Speaker 1 (09:12):
Yeah, I'm gonna say
I've met a few people who run
multiple businesses and it's asimilar thing.
They're like it's not failing,but they're like it could have
been better if I focused on onekind of thing.
Yeah is there with runningthese two, plus the family life
and everything else, are you, isyour schedule very?
Speaker 2 (09:31):
packed.
It's pretty packed and it'svery rigid, meaning I have
almost every part of my dayscheduled.
So if I'm going to have a callwith somebody, it's going to be
scheduled and it's going to bescheduled 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 laidout and I do that because the
(09:54):
calendar is a tool.
It's a tool to make sure youget everything you need done.
And if you calendar everything,if you put it down in writing
at this time I'm doing this, andat this time I'm doing this,
and at this time I'm doing thisand at this time I'm doing this
and at this time I'm doing thisthen you I mean you'll know
ahead of time whether you'regoing to be successful or not,
as long as you follow through.
Speaker 1 (10:11):
Very true, very true.
But my next question for you ison the calendar thing.
How do you handle likeunforeseen hiccups that
interfere with your timeline,though?
Speaker 2 (10:22):
I mean, they happen.
You got to deal with them asbest you can.
And when you have a really goodteam around you like assistants
, then you use help.
So you make sure that youutilize your team, your
executive team, to reschedulethings, to let people know, hey,
we're going to be behind orunfortunately, we have to miss
(10:43):
this.
It's going to happen, butthat's what we do, is we provide
a get staffed up, we providegreat executive assistance and
then you know, when you learnhow to use them properly, then
you're a little more agile andyou can, you can manage when you
know just life happens,business happens.
Speaker 1 (10:59):
True, very true, I
would just.
The reason I brought that up isbecause I also remember in your
notes that you wrote a booklast year too.
Speaker 2 (11:07):
Yeah, yeah.
In fact I also have a copyhandy right here, but it's
called 24 months to freedom, andyou know the tagline.
The subtitle is how modern lawfirms use smarter staffing
solutions to fast track theirway to success.
There's a new, a new book outcalled buy back your Time, which
I could have basically namedthis Buy Back your Time.
(11:28):
It's the same thing.
People send me a message all thetime like, hey, I'm reading
this book.
It's basically an advertisementfor your services, but this
one's specifically tailoredtowards law firms and it lays
out kind of the path to hire theseven positions that every law
firm needs in order to to besuccessful and and for the law
(11:50):
firm owner really josh to notnot to have pure freedom by any
means, but just to get to thepoint where you're not so
overwhelmed that you have helpand you're not doing everything
yourself so that you can come upfor air and you can breathe.
And it's like it's that pointin time where you get to decide
what you want to do with yourfuture, because when you have a
small firm and you're doingeverything yourself, I mean it
(12:11):
is brutal.
You're just, you don't havetime in the day to really get
almost anything done.
Speaker 1 (12:17):
So yeah, because
you're being pulled in like five
, six different directions andthey're all equally important in
their own way.
Speaker 2 (12:23):
Yeah, More like 50 or
60, but you know.
Speaker 1 (12:26):
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 likean ad, does that bother you?
Or it's just kind of like okay,whatever, that's their opinion.
Speaker 2 (12:41):
No, I don't know.
So what I meant by that is thatI have friends text me say, hey
, I'm reading this book calledbuy back your time.
It's basically an advertisementfor your services, meaning what
this guy is arguing you shoulddo is what we sell.
So it's a compliment.
It's like saying, like man, youknow this guy's, this guy's
(13:02):
selling you guys.
You know he doesn't referenceus directly, but all I mean is
that you know me and me and thatauthor and others.
You know.
Going back to the four-hourwork week, we're not the first
ones to talk about delegationand and to stop doing everything
yourself.
Um, you know we.
But we all preach the samething, which is you can trade,
(13:24):
like when you don't have anymoney, then you trade your time
for money, and then, as you growand you start to be more
successful, you can trade yourmoney for time.
So you, quite literally, everytime you hire someone, you bring
them on and you pay them andyou give them a chunk of your
work and you get that time back.
Speaker 1 (13:42):
Oh yeah, my current
employer.
That's a big one right now,cause he's so used to doing
everything himself that he hasme 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 (13:57):
Yeah.
Speaker 1 (13:58):
Yeah, he's like I'm
so used to just doing it myself.
He's like I feel like I need topick up more clients so I can
do something, I'm like, or justrelax.
You've worked hard.
Speaker 2 (14:09):
Yeah Well, you know
you can never relax too much in
a business, because I trulybelieve this.
Like you're either growing oryou're dying.
Even if you're growing by 1%,you're still growing.
But there is really impossibleto have complete stagnation Like
we're going to.
We're going to have the exactto the penny revenue that we had
(14:30):
last year.
It just really doesn't workthat way, because life changes,
things change, people change andyour clients change and there
could be better options or theycould sell their business or go
out of business and you couldfind yourself suddenly saying
like oh no, now, now, now I'mshort and I need to go find,
find the work.
So you never want to get, younever want to get too relaxed,
(14:51):
but at the same time you got tomake sure that you don't
overwork yourself.
Speaker 1 (14:56):
Right, I what I was
just trying to reference, like
if he had a um, my boss had likea Tuesday afternoon off he's
like, oh, I need to do somethinglike, or just relax too, yeah.
Speaker 2 (15:06):
That's more what I
was going for.
Oh, I gotcha.
I mean, yeah, he, he feelsguilty.
Right, that's a, that's acommon thing.
Um, it's like when you suddenlyfind yourself free, you, you,
you can feel a little guilty,like what, what do I do?
You know, like my dad.
My dad used to always say likeI guess he was giving me
compliments but, like you know,some people would would be out
(15:27):
golfing instead of alwaysworking.
And it's like even today, if Ido, if I do golf, I always feel
guilty, like maybe I should beworking, working harder.
So I think it's just part of it.
Speaker 1 (15:37):
I think it's also
just like the mindset to keep
going, no matter what, whereit's like then.
Now you have the like you saidthe like, the time and the
freedom and the income it's likeoh, I guess I don't have to
keep pushing as hard now.
Speaker 2 (15:54):
Kind of thing.
Yeah, yeah, yeah, it's true.
I mean, you know, comfort is afunny thing, cause I think
that's what we all try to get to.
But comfort is really the enemyof growth.
And when you're like you, youbuy the house and then you say,
well, now I've made it and Ijust need to make this much, and
then I'm good, and then I canrelax.
And you know, some people cravethat, and that's totally.
I'm not saying it's a bad thing, but it's still a fact in, it's
(16:15):
still a fact in my opinion.
So I don't know how toreconcile those, but you know,
like, my opinion is that comfortis the enemy of growth, and I
don't know if I can prove thator not, but I think I think a
lot of people would would agreewith me.
Speaker 1 (16:27):
Oh yeah, I would
agree too.
There are many times like I'vewanted to do something but I've
just laid in my bed.
I'm like I know I'm supposed todo something, but I'm just
going to lay here and then thenext day I'm beating myself.
I'm like, dude, you could have,could have done this, you could
have done this and this, andit's like you're an idiot.
Then also be nice to yourself.
Speaker 2 (16:45):
You don't have to be
that mean, josh yeah, I know,
and sometimes being mean tomyself kicks me in gear.
Right, oh yeah.
So how do you reconcile thoseright?
Speaker 1 (16:55):
so for you, though,
like what's?
Because we're nearing the tailend of 2024.
What's the the goal for bothyour agency and staff get
staffed up, but also for nextyear for you, your clients and
all that man.
Speaker 2 (17:11):
We got a lot of good
new things.
We're still so early in thestaffing arena.
We can do a lot more and wehave plans to do a lot more in
staffing.
And that's a lot ofcollaboration, a lot of cool new
things, a lot of things to addvalue for our current clients as
well as add new clients.
(17:31):
And for the law firm it's alittle bit different not quite
as much innovation, but more.
You know how do we attractpeople to join our team and try
to expand what we've alreadybuilt on?
Speaker 1 (17:46):
Interesting.
So, to first start with the GetStaffed Up, what are some of
the new things you'reimplementing to help bring value
to the customer and then forthe firm?
What is some of your strategiesand visions for attracting a
good partner?
I believe it is.
Speaker 2 (18:06):
Yeah, so good good
questions on the.
On the get staffed upside ofthings, the biggest thing we're
doing right now is is enhancingour client portal and we are
giving people more options forhow they want to to pay their
client, their, their staff, ifthat makes sense, offshore.
So, um, with a portalexperience, you can manage your
(18:29):
people, manage their, their,their pay, their time off, um,
you know, really, uh, justeasily and quickly, you know,
have transparency into whatpeople are exactly taking home,
what they're getting paid, andalso recruit directly through
the portal when you want to addpeople onto your team.
(18:49):
So it's a technology play, butwe're also doing a software play
and looking at helping ourclients get advanced features
that provide more security, andwe also are launching a new
brand.
So, right now, Get Staffed Upfocuses on lawyers only, but we
launched something new calledVirtual Case Managers, where
(19:12):
we're focusing on personalinjury attorneys only.
So, instead of you know, you'vegot a niche which is, instead
of trying to be all things toall people, we sell to lawyers,
but now we've even hyper-nichedto personal injury attorneys
only.
So those are the new things thatwe're working on on the
staffing side and on the lawfirm side.
(19:33):
It's really just a matter ofmaking it happen, of saying,
okay, we've got things in place,We've got our strategy down.
Now let me identify 10 peoplethat I think we would want to
bring on to the team and thenlet me reach out to all 10,
maybe three or four areinterested and I'll start having
lunch with those people.
I'll start the conversation.
(19:54):
So that's a really tacticalmove on the law firm side.
Speaker 1 (19:59):
So for the law firm,
when you're curating potential
people to bring on, are yougoing to like LinkedIn word of
mouth references Like where aresome of your leads coming from,
or is that more proprietary?
We'll skip over that.
Speaker 2 (20:12):
Well, no, I mean a
little bit of everything.
When you're ready to go, it'sasking your friends like, hey,
who's the best business attorneyyou know?
Or who's the best litigator youknow?
I'm in Miami, like I mentionedearlier.
So you know, you know, I'm inmiami, like I mentioned earlier.
So, um, you know who.
Or who's the best small lawfirm owner you know.
And just trying to trying toget a feel because you know,
(20:34):
just because somebody out thereis good, it doesn't mean they
want to work with you, itdoesn't mean that what, what
they do, lines up with what youwant to do.
So you want to really cast awide net and then see if you can
take that wide casted net andthen catch a bunch of different
leads or avenues to pursue andthen start whittling it down
(20:55):
from there.
Speaker 1 (20:56):
Interesting.
Is there any filters or redflags that maybe an outsider
wouldn't know when hiring forsomeone in a law firm?
Speaker 2 (21:07):
Lots of red flags?
Very good question.
Again, you got to be verycareful with who you bring onto
the team, because a bad applecan really sour the rest of the
bunch.
And so we've got things that wehire by core values and we do
proprietary sort of personalitytesting to make sure that you
(21:30):
know.
We kind of know what we'regetting.
And then we're very transparentand we do.
You know they say time killsall deals, but you know
simultaneously you don't want torush into something like this,
and so we do a lot of lunchesand getting to know people
before we bring them on, and atthe end of the day you do the
best you can.
It doesn't all work out.
Speaker 1 (21:50):
Right, yeah, I'm
going to say it's each person's
unique.
It's not like a one size fitsall for everyone.
That would make life a littletoo easy at times too.
Yeah, so for you with GetStaffed Up.
Is there anything current likecampaigns you're working on um
(22:11):
that you would want people toknow?
Also your firm and book too.
Speaker 2 (22:16):
Um campaigns.
So you know, we I mentioned thenew company, it's called
virtual case managers.
It's actually a separate brandthat we.
We have a joint venture withsomebody it's just powered by
get staffed up, and so anybodywho does personal injury law or
know somebody that does, we arenot only selling, but we're
(22:36):
we're training case managers, sopeople to manage your workload,
to push along your cases morequickly.
And we've partnered withsomebody, a very well-known PI
attorney out of Connecticutnamed Ryan McKean, and he does
coaching for those virtual casemanagers.
So not only do you get somebody, then you get an expert who's
(22:57):
been there, who built up a PIlaw firm and sold it to his
partners to help you along theway, and we're really excited
about that.
We just launched, probably likefive weeks ago, and we got a
lot of momentum already.
So that's one of the coolthings we got, that we're going
to be focusing on 2025.
Speaker 1 (23:17):
Nice that was a very
specific niche the personal
injury attorneys.
Was it your network thatrecommended it or just trends
you?
Speaker 2 (23:27):
noticed Just trends
that I noticed from really
social media, from LinkedIn,from being a lawyer and knowing
where all the conferences areand who goes to them.
There's just a lot of action inthe PI world, but also there's
a huge need that wasn't beingmet, and so I think that's just
(23:49):
kind of opportunity metpreparedness.
Speaker 1 (23:52):
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 particularstrategy you're doing to reach
these personal, the PI lawyersor firms for marketing, or is it
(24:17):
more word of mouth right now?
Speaker 2 (24:19):
Right now it's word
of mouth.
We've only been to one legalconference, but the strategy for
2025 is to go to a lot of legalconferences and then to you
know what's nice is again,instead of just getting a list
of hundreds of thousands ofattorneys, we just need to get
you know the information, foryou know a thousand 5,000
(24:40):
personal injury law firms, andthen you just start targeting
them, start sending emails,start calling, inviting for
conversations, asking forreferences, targeting them on
social media, sending them,sending them snail mail.
You know whatever you can toget in front of them.
You know, I wish I could tellyou like this is the one thing
(25:00):
that always works in our line ofbusiness.
Social proof is big andreferrals are big.
So you know we're.
We will, I guess, to be seen onhow we grow this thing and
where the leads come from.
Speaker 1 (25:15):
I feel, though, at
least as an outsider, looking in
with vague knowledge.
Once you do build a name foryourself, though, it's going to
take off like a wildfire, though.
Speaker 2 (25:24):
That's what we hope.
I mean, that's what happened toget stepped up Right, and
that's that's exactly what wehope happens.
Speaker 1 (25:29):
It's.
You got to get a couple of goodclients, 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 isstill cheaper.
Speaker 2 (25:43):
Cheap, he's the
medium and he is worth paying.
Yeah, like nothing.
Yeah, look, I think, on theprice thing, there's always the
diy model and you, you go try tohire someone yourself instead
of you know.
Again, that's where you'retrading your time for money.
Right, you're, you're gonnaspend all that time because in,
especially in the VA world well,it's actually less than in the
in the domestic world in termsof of like staff level positions
(26:05):
, but turnover happens and it'sreally hard for small business
to have turnover.
So when you work with us, ifsomebody leaves, you know, or
gets a different job or justquits or flakes out, we replace
that person for you, like whenyou, we move you to the top of
the line so we can find somebodynew for you and that's a huge
advantage.
So there's pros and cons,everything.
(26:26):
I don't think we're.
We're not the most expensive byfar.
I mean, I see companies onTwitter all the time that are,
you know, selling VAs for a lotmore than we do out of the
Philippines, where they're a lotcheaper than we recruit out of.
So you know, we're very middleof the ground.
We're not trying to be the mostexpensive, but we're not
getting involved in the race tothe bottom either and making
(26:46):
sure that we we provide, youknow, the most value, but really
the best people.
That's what we hang our hat on.
Speaker 1 (26:52):
That's interesting,
yeah, cause um one firm for that
I talked to earlier in mypodcasting times.
She mentioned that they makesure to keep protocols so if
someone does leave, they canjust open up a document and be
like, okay, he wants this, thisand this.
Do you do something similar ora type of CRM for them?
Speaker 2 (27:15):
So because every law
firm is different, we don't get
involved with developingpolicies and procedures for our
clients.
But if a firm can be thatorganized so that someone can
come in and just open the bookand know what to do, that's a
great place to get to and kudosto whoever was on with you,
because a lot of people talkabout it.
(27:35):
Very, very few people executeon it.
Speaker 1 (27:37):
Interesting at it.
Very, very few people executeon it.
Interesting in in your time ofdoing this, how many firms have
actually been able to pull thatoff or not?
Speaker 2 (27:46):
most not or not,
maybe two percent, maybe okay,
yeah all right.
Speaker 1 (27:51):
Is it usually a
bigger firm, middle or smaller
firm that could pull?
Speaker 2 (27:56):
uh, I like middle,
middle of the road.
Yeah, it's like usually likeusually like one, like one owner
has had some success and it'svery detail oriented that
they're able to like.
We, we have full policies andprocedures, but not to the point
where you come in and you justsit down, open a book and you
just get to work.
You know that that's prettytough.
Speaker 1 (28:16):
I would say that
would also be very time
consuming too to know it andthen also remember to update it
too of that book.
Speaker 2 (28:40):
It's not going to
just you know, it's going to
need to be edited and tweakedand updated.
You know, constantly, and so,unless you have somebody always
doing that like on the getstepped upside of thing, we have
almost 200 internal employees,so we have a whole, a whole
process team that's constantlydocumenting and working on our,
our, our processes.
Um, but when you're a, asmaller shop, that's why it's
probably 2% that ever get there,because it's time consuming,
(29:02):
it's tough.
Speaker 1 (29:03):
Yeah, and on top of
the burning the can off both
ends, that's adding more time onwhatever you're doing and then
trying to almost chase aheadless chicken and be like
where is it going?
Yeah, so is there anyparticular if, like, let's say,
for Get Staffed Up I know youspecialize more in lawyers If
(29:25):
someone was working in a smallbusiness and just need a VA or
more marketing and handlingcustomer calls, could you also
handle that?
Speaker 2 (29:35):
Yeah, yeah.
So about 10% of our clients arenon-attorneys, and that's you
know.
They say niches bring richesright and you know who to
advertise to and who to.
You know what language to speak.
But inevitably we're going toget people referred to us that
are non-attorneys.
And you know we can't work withevery type of business, but if
(29:58):
it's intake or reception orprocess administrative work, we
can absolutely help that company.
Speaker 1 (30:06):
Perfect.
So if someone's needing just areceptionist or maybe do some
intake, you guys could totallyhandle that, no problem.
Yep, good, that's awesome.
Is there anything in particularI might have missed that you
wanted to cover or go over.
Speaker 2 (30:21):
I mean, there's a
million questions.
We could have gone much morebroad.
You know, what I like aboutwhat you asked today is you
would go three layers deep andkeep asking me questions about
kind of what's next, what's theplan, how do you do that?
And and I enjoy thatconversation.
So, no, there's nothing on myend that I would want to mention
.
I mean, you know we always saydelegate your way to freedom.
(30:44):
That's what we start and whatwe end with.
So it doesn't matter if you'reone of our target clients or if
you're, you know, a podcaster orwhatnot.
Want to get to the place whereyou're not just doing every
little thing yourself, becauseit causes burnout.
And there's other people, forexample, who you know, depending
(31:06):
on how big your podcast is, youknow there's full time people
that want to work on podcastsand want to cut up, you know,
video pieces and do thepromotion and the marketing.
And if not, there's people thatwill do that on a 10 hours a
week basis.
Right, but the less time youspend editing your own episodes
(31:26):
and the more you can search forgood people out there, or the
more you can, you know, work onyour own content to promote the
podcast.
So, you know, I just want tourge entrepreneurs out there to
not do everything themselves,because it's really where the a
lot of businesses fail and wherepeople give up, and then I
(31:48):
think that's just sad when I seethat happen project, or take a
couple like side projects tojust be like hey, can you cover
this for me?
Speaker 1 (31:59):
I'll pay you a little
extra instead of controlling
everything?
Yeah, you, I theorize that mostnot all, but would it be a
better percentage of success, um, instead of just letting
burnout take you and walkingaway?
Yep, this has been wonderfuland fantastic.
Thank you for this wonderfulchat.
Speaker 2 (32:19):
Well, josh, thanks
for having me on dude Again, I
really appreciated the depthlevel of questions that you ask
and I mean that sincerely.
Thank you, you really go deepon a topic and I wish you all
the success and continuedsuccess of your podcast.
Thanks for having me on, thankyou.