Vision, Values, and Velocity with Brian LaBovick

What does it take to build a law firm that doesn't just grow, but lasts? 🏛️ In this episode of Judicial Dollars and Cents, host John Scott sits down with Brian LaBovick, founder of LaBovick Law, to discuss the powerful trifecta of Vision, Values, and Velocity.

Brian shares his journey from beating a traffic ticket in high school to becoming a relentless advocate for clients and an innovative leader in the legal industry. We dive deep into the shift from "seat-of-the-pants" leadership to intentional, values-driven growth. Discover how defining a clear mission—like being "Warriors for Justice"—and sticking to core values can align your team, reduce turnover, and actually fuel sustainable expansion.

If you're a law firm leader trying to balance ambitious goals with a strong culture, you won't want to miss this conversation. 

Transcript

SPEAKER_00 0:00

Welcome to Judicial Dollars and Seth brought to you by Andrew's work CFO services team from all across the United States. I'm John Scott, and in this episode, we'll shine a light on the financial side of the legal world, turning law firm numbers into impact driven stories. From taxes and profitability to practice growth and leadership, we sit down with law firm innovators who are shaping the future of the profession. Let's dive in right here on Judicial Dollars and Cents. Welcome back to Judicial Dollars and Cents, the podcast where we dive into the business side of running a law firm. I'm John Scott with Anders Virtual CFO Services for Law Firms. Each week we dive into or we sit down with industry experts who help law firm leaders think differently about growth, profitability, and performance so they can build practices that last. In today's episode, we are titling it Vision, Values, and Velocity. Brian Lubovic, who built a law firm with purpose. I'm excited to be joined by Brian. He is the founder and visionary behind Lubovic Law. Brian is the founder of and CEO of a nationally recognized personal injury, Social Security Disability, and Workman's Compensation Firm, headquarters in Palm Beach Gardens, Florida, also with an office in Boston. He has more than 30 years experience and has tried hundreds of cases and built a reputation as both a relentless advocate for his clients and an innovative leader in the legal industry. He's also the author of Not a Good Neighbor, which is a lawyer's guide to beating big insurance companies. And under his leadership, his firm has become one of the most client-focused firms in the region. Beyond the practice of law, Brian is deeply committed to community impact and purposeful leadership. Today we're going to talk about what it really takes to build a law firm that lasts, how vision, culture, and intentional leadership drive sustainable growth, and why long-term thinking matters more than short-term wins. Brian, welcome to Judicial Dollars and Cents. Great to have you.

SPEAKER_01 1:54

Great to be here. I'm very appreciative and very honored to be asked to be on the podcast. So thanks. I appreciate it, John.

SPEAKER_00 2:01

Hey, I love to hear people's origin stories. Tell me how you got to where you are today. Where did I begin?

SPEAKER_01 2:08

I'm happy to tell you the story, but you're right here on my screen because my screen isn't able to be here. So if I look over here at Adam, you know what I'm looking at. So here's my origin story. Let's see. I grew up in uh Dayton, Ohio. When I was in high school, I got a traffic ticket. I fought the traffic ticket. I beat the traffic ticket, and it was a full-on prosecution with a prosecutor and all of that. I could go and it's a great story. But the bottom line is that I ended up being pulled back into chambers by the judge. And I was in high school, and the judge is like, What are you gonna do when you go to college? And I said, I'm gonna be a doctor because my friend told me that doctors made a lot of money. So I was in AP physiology, AP chemistry, AP biology, thinking that I was gonna do that. And uh and she goes, You're gonna be a lawyer, my friend. You are meant to be a lawyer. So from that moment on, I wanted to be a litigator, I wanted to be in court, I loved it. I loved the experience of being in court. I loved trying the case, I love cross-examining the officer and doing my opening and closing. I mean, the whole thing just came very naturally to me. And I won. She found me not guilty, and that was it. So I was like bitten by a bug that stayed with me for life.

SPEAKER_00 3:16

That judge did you a huge favor because you are far outpacing what you would have been as a doctor.

SPEAKER_01 3:21

Yeah, I don't know. You know, like doctors, my buddy, uh, my best friend that wanted to become a doctor is a cardiologist, and and we both moved from Ohio down to uh here, he's just an hour south of me, and we're still super tight. And he does pretty good as a cardiologist, I'll tell you what.

SPEAKER_00 3:39

He does, but the advantage you have over him is leverage, right? Yeah, he can only do what he can do. He has other people that work for him, but you have other lawyers, and so you can really leverage your opportunities. So I want to switch gears a little bit and talk about leadership. How do you think about leadership differently now than you did early in your career?

SPEAKER_01 4:02

I would say I think exceptionally differently about leadership now than I did early in my career. I don't think I really understood leadership early in my career. I don't think that I was a very um effective leader. I think that everybody has a leadership style, and my leadership style is inspirational leadership. And so I'm relatively charismatic, I'm relatively engaging. It's kind of the thing that I like people, I love people, I love talking to people, I love being in front of people. So all of that makes it great for building the team around you. People will will come and want to work with you, and it makes it a fun place to work, but it's not great leadership, right? It's not great capacity to take a group of people and engage in a process that takes you from one place to another in a fashion that is effective. And I wasn't good at that. And it took me a long time to come to grips with that because when you start and you're good at the law, but you don't know what you're doing in business, you make a lot of money relatively quickly for the size of the of the of the entity, right? So you start this little solo and you can go really fast and make changes and you know catch up and do things quickly, and you make some money. Then you're two people, three people, five people, you're still very much easy to, and when you get to about 20 people and you get to a couple million dollar mark, you you start to have this issue where you're leading the organization, but you're doing it by the seat of your pants. You're not doing it in a way that's effective so that people know the vision of what you want to be as an entity, the mission of the of what you're trying to accomplish, and the values that you believe are great. And the values that you get are a lot of people interpreting your behavior as the leader into the values of the organization. And sometimes your behavior is really on point because you are who you are, and so you have these core values inside of you that come through. But sometimes we're imperfect people, right? And I behave outside of my own core values, and that creates dissension. And unless you state all of that stuff down and you have very clear parameters of what you want to do as a leader, I think that it's just a learning process. And until I I learned that concept of leadership, I don't think I was as effective as I am today. So going through what I've gone through and reading the books and and getting my, I mean, I've paid probably three million dollars for uh a half of an MBA in mistakes and terrible financial decision making. Um but uh but yeah, so I'm leading much differently today. And since I kind of got a handle on what it meant to be a leader and what was expected of me as a leader and the value, because there's almost a an imposter syndrome on leadership where you think if that's what you're doing, you're not even doing a good job, even though it is a really like if I spend my time doing certain things, it is a good job. But because I was trained as a lawyer, if I'm not in court and I'm not talking to clients and I'm not engaging on the phone and I'm not settling insurance games, then I'm I'm not at my highest best value. But that's not my highest best value as a leader.

SPEAKER_00 7:16

I'm right, and that that imposter syndrome never really goes away. I mean, you always have those doubts constantly. But I I do love what you said about being an inspirational leader and and not overbearing, because that's something I try and think about every day, and and you evolve over time as you have more experience. But if you're an inspirational leader, you're creating a better culture. So people are sticking around, they want to be a part of your firm, they want to grow with your firm. So, can you talk about how culture plays in the long-term success of a law firm and how have you been intentional about redefining the culture in your firm?

SPEAKER_01 7:55

So I think there's a there's a lot there, right? So the first thing and that I go back to is when you start and you're an inspirational leader, and people are drawn to you because you have this concept of we want to go and fight big insurance companies, and you know, we like being engaged in the process, and I like fighting in court. We want to be trial lawyers and we want to be injury trial lawyers. So you you gather your your people around, right? And you start to go forward. But everybody has their own concept in their head of what it means, right? And so when you start, you have to be very intentional and come up with a vision of where you are starting and where you are headed, and create that concept of who you who your organization is. We came up with the concept of warriors for justice, right? That's the concept of who we want to be. And then we came up with the mission of maximizing justice by aggressively fighting for our clients' rights. And every word we chose with with intention, right? Justice means something, not just money. You know, maximizing justice means something, not just maximizing money. You know, aggressively fighting for our clients' rights means something, not just trying every case or settling every case. It has a concept to it, and then you have to put core values to it, right? So we have four core values passion to serve, relentless innovation, fight to win, um, and own it. So we have those four core values, and we can then behavioralize all of that so that when you grow your team, people start to comport with that behavior. So when you say we're gonna go in this direction, and you say charge, you don't have three people running that way and five people running backwards and two people standing still. Everybody moves as a unit. And I think that learning all of that and putting it all down and being disciplined about it, and then putting behaviors to it and talking about them really every single week. You have to talk about it every single week, makes people act in a way that allows the organization to go forward much better. And that's the inspirational leadership that you can then define who fits in your organization much better. You can look at behavior that doesn't fit and say that's toxic and we don't need it, and move people out of the organization that don't fit your path, and then you the flywheel gets better, the the engine gets stronger, and that's kind of what I've learned. But it it's only taken me 35 years to figure it out.

SPEAKER_00 10:23

So well, you're you're halfway through your career then.

SPEAKER_01 10:26

Exactly. I'm only halfway, it only took me halfway.

SPEAKER_00 10:28

But you're so right. When you get individual goals aligned with the firm goals and everyone pulling in the same direction, you've built that culture, and I I would bet your turnover is much lower than it was in the early days because you you're making better hire decisions, people that fit the culture, they buy into it. So they're not they're not flighty in you know, here six months a year, and then moving on to the next gig.

SPEAKER_01 10:52

We're um we're pretty intentional and pretty open about the fact that when you make it through the interview process, you've you've only taken your first step to becoming a part of the Warrior for Justice culture. You have 90 days to prove to us that you deserve to stay in the Warrior for Justice culture. That 90 days is a giant 90-day interview in my eyes. You are on your best, P's and Q's, fighting hard for a position to stay here. Once you survive your 90 days, you're a part of our family, and you should never, ever, ever be fired from this culture unless you see it coming a mile away. We need good managers and good middle-level managers to coach people into being better, you know, at their job and better at their mission. And if we can get them there, then they can stay. But they won't, they won't be fired unless they they refuse to meet that mission over like they have plenty of warning. They're coached, they don't, they clearly don't want to do that, or they they misalign with our values, or they do something that's malfeasant, um, and then people leave, right? And that's but we don't get a lot of quitting, you know.

SPEAKER_00 12:01

Yeah, we went through the period in COVID of the quiet quitting where people just kind of shut down, but it's it's good to be back, although not everyone's in the office, that's fine. But people are engaged and they're back and trying to do a good job for clients.

SPEAKER_01 12:16

Which have you have you noticed, did you notice like this weird bump in COVID? We were really kind of fortunate. We had this. I had a computer um part a partner in the firm who um was in charge of technology, and before he left, he ended up going to sell um or going to make cabinets. He bought a cabinet-making company in um North Carolina, and he's like, I'm out.

SPEAKER_00 12:43

Like, oh, that's quite a career change.

SPEAKER_01 12:45

Yeah, but he was in in in um, he did the technology, and we had this worry that we were gonna burn down, like we have this building. And I was like, What happens if we burn down? God forbid. Friend of mine's like, yeah, my my cousin really, his house burned down. I sat and watched his house burn down as a kid, so I'm a little like that can happen, like that stuff happens. So we built this, you know, system where which I said, I mean, it was a really well-designed, backed up. We had a data center in Orlando, we had another data center that backed up the data center. We had everybody went to laptops that went home with them. They could work at home, they could work here, you know. They had just everything was very set up for COVID, and then COVID happened like the next year. So, like COVID happened, and we were like, we should probably send everybody home. And I was like, All right, pick up your stuff, everybody went home. We just kept working and we had a bump in productivity, like things got better. People were home, and I was like, they're they're killing it, like we're doing way better at home. And I was like, Oh, this is amazing! Like, we could sell the building, like we don't need this big office. Like, why pay the building? Like, everybody go home. Let's just all work from home. This is so much fun, right? We did a lot of Zoom meetings, we got good at the Zoom meetings, and then after about seven, eight, nine, ten months, maybe, we started to watch it like dip, and we'd be like, Hey guys, pick it up, you know, don't forget, kept going down, kept going down, and now we're now we're below productivity. We were like doing this before, and we went to here and now we're here. And I was like, What's going on? And I was like, I guess when you live in your work, the kids crying for a sandwich, and the dog needs to go out, and the laundry needs to be folded, and the distraction of your life starts to to hurt your productivity. And just being in a building together seems to the camaraderie seems to like keep people moving. So we brought people back at least part-time. Like everybody's every not everybody, we've got a lot of we got a lot. We we've only have we only have room for like 35 people, and we have 100 people. So we have like 35 that come in in and out, in and out, probably about 45 because some share desks and share seats and stuff, but yeah, but we're like people come in.

SPEAKER_00 14:53

I think that hybrid is the answer, right? Because when you're at home, the dark side of remote work is you're never really off, right? You might have a two-hour period where you have to go do something personal, but then you you come back to it in the evening, and there's there's no real shutdown time. But the hybrid where you come in a little bit, you work at home a little bit, especially if you have you know workmen coming to the house, you go, okay, I'm gonna work at home for two days while they're here, but I'm gonna go back into the office. That that hybrid might be the place to go. You were fortunate to be prepared for COVID because of your gentleman leaving that was the computer guy. You were prepared running right into it. The rest of us had to take five years of remote work and cram it into 18 months and figure out how to do it. And it it was a I think a bigger shock for us. We also, I guess, right around that time, acquired a firm that was fully remote. They were in 25 states, they didn't have any brick and mortar office anywhere. So that really helped us learn from them what they do. And in fact, most of the VCFO division at our firm is remote. I come into the office just because I'm a, as my uh children would call me, a boomer. So uh, you know, I get more done here. If I'm at home, you know, boomer too. So my wife wants to wants to talk, asks what I want for dinner, can I do this for her? I just come into the office because it's better for me. But the younger people, it's you know, they're saving an hour and a half each way, or you know, total in the commute time, and so that that seems to be better for them. But we do have hotel offices where they can come in and be in the office as well.

SPEAKER_01 16:33

So you as the founder, hotel office. That's a good idea.

SPEAKER_00 16:38

They come in and they check out a cube or an office, and I've been called with a hotel office, but I think that's where we're going now. You just need and the other beauty of that is you don't need additional space as you grow, right? Because you need a certain number of seats. We thought we were gonna need more space, we went remote, we went to hoteling, and we don't need more space. We just refigured the space we have, so you can save some money on that. Yeah, so you describe yourself as the founder and visionary of the firm. How do you balance ambitious growth goals with sticking to your core values?

SPEAKER_01 17:16

I don't know that there's a compromise there, honestly. I feel like by having my core values and by sticking to core values, it almost creates growth.

SPEAKER_00 17:27

Yeah, and I get that, especially if you have this culture that everyone's bought in, then you you can easily manage that expansive growth. I mean, when you start out, it was just you, right?

SPEAKER_01 17:39

Yeah, yeah. It's just yeah, it was just me. Um it was just me when we when I first started, like literally alone. And um, and then I was when I started, I was a prosecutor, all right.

SPEAKER_00 17:53

And um when you're prosecuting the high school kid who got the ticket like you did.

SPEAKER_01 17:58

Basically, yeah, but I I started luckily at as a federal prosecutor. I I graduated and I was accepted into the honor graduate department of the Department of Justice. The only way to get into the DOJ is to have two years of litigation experience and then apply, or go into this honor grad thing, which is pretty selective, honestly. So I'm pretty proud of that. But um, so I got a lot of trial experience, but what I learned in the federal government, which made me come out as a Rush Limbaugh Republican, is that there's a lot of waste going on in the government. I mean, there was I I had a we had a secretary who was in charge of the other secretaries, and they were legal secretaries, and they did nothing for us. I typed my own letters, I printed my own letters, I enveloped my own letters, and I went to her with the envelopes and the letters all put together and said, Can you put fold these up and put stamps on them and put them in the mail? And she was sitting there doing nothing. And she goes, I can't, I'm busy. And I said, Well, what's going on? You can't. And she goes, I'm supervising, I'm the supervising secretary. And I was like, What are you doing? And she points to Chris, who's putting files away in like a wall of file cabinets, because at that time there was no computers and it was all, you know, everything was a file, right? A literal thing, you know. I people today are like, really? You had files? But yeah, we all had files. And she was putting away, and she was watching her put files away. And I was like, Oh my god. Like, and she gets away with that. And I told my boss, and he was like, dude, I can't do anything about it. So I was like, Man, I hate the federal government. So after a couple years, I was like, I'm done with this. I I did enjoy being a prosecutor. My wife was a prosecutor for Janet Reno in the state attorney's office doing you know, prosecutions, DUIs, and stuff like that. That was a great job. That was an awesome job. She definitely had the more fun job. Um, but yeah, it was great. It was good, good trial experience. I um, anybody wants to be a trial lawyer, go out, be a prosecutor, be a PD. Best way to start, best experience you're ever gonna get. You can try a ton of cases, win, lose, or draw, it doesn't matter. You you get a style, you learn presence, you learn courtroom, you learn judges. It's it's a great way to go.

SPEAKER_00 20:14

Are judges pretty helpful to a young attorney when they maybe misstep or make a mistake? Or I guess it depends.

SPEAKER_01 20:22

It used to be. I don't know anymore since I'm not a young attorney and I don't get the grace that I think I used to get. But one of the things that I think happened, and it happened right in the transition of when I was a young attorney, is when we started and we were young prosecutors, the judges would bring both of us, the PD and the state attorney, back into their office and sit and talk with them and talk about life and talk about, you know, things, right? They'd even talk law as long as both of them were in the in the room. It was just a very cordial. We go out drinking together, the judges would come out and get a drink with us. It was a very community-oriented thing. And then I moved up to Palm Beach County, and we had this little courtroom before we built this magnificent courtroom that they built in Palm Beach County. The Palm Beach County courtroom are wonderful now. But the old courthouse, the old courthouse, was also a very cloistered, close-knit community. And in the Fort Lauderdale courthouse, you would go into there and they would have one long bench and you would sit across from your guy, like down this long table, the other attorney or or woman on the other side against you, and you just move down to the chairs and everybody listened to each other, and we'd all talk, and the judges would talk, you go back to chambers and talk. It was really great experience. And and then when they built this big courthouse, the judges went behind a glass wall. Like there was a, there was a like when you get off the elevators, there's this glass doors that you go to the judges' chambers. And getting back there is like an act of God now. And they don't really invite you back to hang out and do anything much anymore, unless you're really good friends with the judge. The judge doesn't pull people back into her chambers or his chambers to sit and talk with young attorneys much anymore. They don't come out drinking with us anymore. Like all that stuff seemed to stop the minute they separated lawyers and judges. And that was a shame, honestly.

SPEAKER_00 22:15

None of that interaction happens, so that's that's a shame.

SPEAKER_01 22:18

It is a shame.

SPEAKER_00 22:19

Hey, I want to talk about AI. And there's a guy named Zach Cass. I don't know if you've heard him speak, but he was a co-founder of Open AI. And now he he left there and he's on the speaking circuit to talking about the good uses of AI and what's coming. And he's preaching that hey, let's use AI to take care of the repetitive processes that don't need a lot of cerebral thought. And let's create 20% capacity. But then his his next point is let's not use that capacity to do more work. Let's use that capacity to spend time with friends and family. He also speaks to cities and states about creating good roads, good parks so that people can spend that time at home. So with that in mind, what are you all looking to AI for? Realizing that hey, three months from now, AI is going to be completely different. So we have to be really facile in how we approach this. But are you using it to free up any time so that people can focus on higher level things, or how are you using it?

SPEAKER_01 23:36

I would say we're not using it efficiently enough yet, and we're we're we're we're struggling to try to find its best use case in a forever-changing landscape of usage where you start to move in a direction and then AI gets a little better and changes usage, and then you start to move in that direction. And I I mean, for at least a half a year, if not a year, we've been looking at implementing a couple of AI systems that um are continuing to change. So one of them is AI answering service, right? So people can call, they can speak to an AI agent and do something. Um, my hope is to have that installed by the end of this quarter. Uh, we've looked at it and it started as just instead of the telephone system saying push one to do this, two to do that, whatever, you know, that phone tree system, having an agentic agent do that for you in a conversational manner. So instead of having that recording come on, you get an AI bot saying, hi, this is you know, a warrior bot, then I'm gonna get you to the person that you need to speak to. Are you calling about a new case or are you calling to speak with a person individually? I'm calling to speak with attorney Brian Lubovic. Let me get you to his line. Thanks, give me a moment, and then like delivers it. Using that type of an AI interface is something that we wanted to do. Now they've allowed now. We've taken another step where we want to implement that. And we want to implement if you are a new client, what kind of new client are you? Oh, you're an automobile client. Awesome. Did the accident happen in the last two years? Did you know, uh, did you have insurance? Are you the defendant or the plaintiff? Like, have it ask a few questions, qualify the person before we put them someplace, right? And if you can get the person engaged in the phone tree, you can have the AI agent do more work to save our people a little time. So that's one usage case that we're working on right now. The other usage case that I think a lot of people have down that we are working in, and there's a couple of uh companies, AI software companies that do this for you, is integrating your case management system. We have a case management system called Lytify, and integrating that with an AI SaaS platform that will come in, aggregate all of the information about one case, and then provide you with a document that you would need in that case. So the first document that we need as PI lawyers is a settlement demand, that's a big conglomeration of everything going on in the case, asking the insurance company for money. And we do that by hand, or a paralegal drafts it, and then you as a lawyer will redraft it. That's the way we've done it my whole career. And now we are letting an AI bot aggregate that and do that first draft, and then take that and give it, you know, we'll we'll do the ones over on it and then send it. That saves a lot of time, and it does a pretty good job in the draft. I wouldn't say it's perfect, I wouldn't say to trust it yet, but it definitely does a square paralegal plus job on giving you what you need and a demand because editing is quicker than drafting, right? From from scratch. There's another usage case that we're getting through. So there's there's these slim usage cases down the pipeline of the life cycle of the case, and we're implementing the AI bots individually in each of them. Mailroom is another one that we're implementing it in now.

SPEAKER_00 27:14

So I love those use cases, and especially the verbal chat bot that you have when someone calls in. If it was an existing client and you were directing it to the attorney working that case, that that client experience would be great, especially if when the call went there, there was something on the the attorney's computer that brought up the case and the relevant information so that the client experience is almost seamless. They get their attorney and he's got he or she has the information to talk about their case. That would be great.

SPEAKER_01 27:47

Yeah.

SPEAKER_00 27:47

Hey, we're kind of running out of time and I want to get to this. We're just getting warmed up. I know because there's so much we can talk about, especially in the forecasting area that I might want to follow up with you later. But you are a football fan, a Steelers fan, because you I bleed black and gold.

SPEAKER_01 28:03

I was born in Pittsburgh. My dad, all my family on my on my mom and dad's side are all from Pittsburgh. I moved to Ohio, I moved to Dayton, Ohio when I was in fifth grade, but I grew up a Steelers fan. That was my I mean, if I if I turn my little camera around, I have a wall of Steelers here, I have a Terry Bradshaw ball there, I have a Ben Rothelsburg thing there, I have a Lynn Swan thing there. I mean, I got a lot in my office right now on Steelers.

SPEAKER_00 28:27

So with Tomlin gone, have they hired their fourth coach ever?

SPEAKER_01 28:31

Yeah, they they are just now making um uh the hire, it's Mike. I want to I don't know why I'm blanking the graph. Is that it?

SPEAKER_00 28:39

Or does he have does he have a runway long enough to be 20 years like the rest of the coaches?

SPEAKER_01 28:44

Yeah, I think he does. He's not he's not old, but he's he's a little older than I think they're used to hiring. I mean, he doesn't have Knowles youth, and he doesn't have Tomlin's juice, he doesn't have it.

SPEAKER_00 28:56

Really is amazing that they have had three coaches prior to this, and yeah, the stability and going to the playoffs. I thought they they stuck with Rothelsberger a little bit too long, and that's why they're in this problem now. But it's an amazing franchise.

SPEAKER_01 29:09

I want you went to the Miami Bohio, so I'm a big Ben Rothelsberger fan.

SPEAKER_00 29:13

No, I I am too. I just think they stuck with him a year or two too long. I mean, without having the air apparent there. Yeah, um, but you're also a University of Miami fan, and you went to the national championship game.

SPEAKER_01 29:25

I did. I was very fortunate. I I was able to go to the national championship game with my partner, who is also my wife. And uh we rolled up, she broke her ankle on Christmas Eve at a Christmas thing that we do up in in Rhinebeck, New York, at my niece's cabin. And uh, and so we rolled in on a on a wheelchair to the national championship game, which is not an easy thing to do, but it was well worth it.

SPEAKER_00 29:50

Well, it was an incredible game. I was glad it wasn't a blowout like the other two Indiana wins were.

SPEAKER_01 29:55

Um that was a great game. That was a great game. That was a great game. Hey Brian. I owe my I owe one of my good friends from high school who went to IU, uh, a Joe's Stone Crab key lime pie. He was gonna send me a bottle of high-end, I think Stag's leap or silver oak wine if I won, but I didn't win.

SPEAKER_00 30:14

So I I was in South Beach the week leading up to the game, and I ate it Joe's three times. I had two pieces of key lime piece key lime pie, and I did look at shipping one home. It's it's quite pricey, so I did not do that.

SPEAKER_01 30:29

Yeah, I'm not sure what's more the bottle of silver oak or the key lime pie, believe it or not. They probably are pretty comparable.

SPEAKER_00 30:36

Hey, this has been a very thoughtful conversation. I love it. Uh, your emphasis on vision, values, and long-term leadership highlights really what it means to build and run a successful law firm has been great. Thank you so much for sharing your insights. Thank you. If folks want to get a hold of you, how could they do that?

SPEAKER_01 30:54

My last name is everything you would need to know. Lobovic.com is the easiest way. 866Lubovic. You could also do my area code is 561, so we have the 8561-888-8888. Or you can email me at Brian, my first name, at the symbollabovic.com. Brian at Lubovic.com, Lubovic.com, 866Lubovic. Uh it's easy.

SPEAKER_00 31:19

Hey, thank you for listening to Judicial Dollars and Cents. If you found today's episode helpful, be sure to like, subscribe, and share it with your colleagues who are thinking about the future of their firm. Until next time, this is John Scott with Anders Virtual CFO Services for Law Firms. Thank you. Thank you. Thanks for joining us on Judicial Dollars and Cents presented by Anders Virtual CFO Services. If you found value in today's conversation, be sure to follow or subscribe wherever you get your podcast. To learn more about how Anders helps law firms strengthen their financial foundations and drive growth, visit AndersTPA.com. Until next time, keep making smart decisions and make perfect sense.