Generate more qualified leads.
Sign more of the cases you want.

Why I Put $15,000 on the Line.

I put $15,000 behind a promise to grow an elder-law firm that hadn’t grown in years. If we failed, I’d have to cover it personally—or risk bankrupting my new business.

The firm had three offices, but two weren’t generating enough calls to justify the expense. One of the founding attorneys was burned out on Marketing. He’d come to expect disappointing results, and he’d nearly given up on growth.

Years earlier, while working at a Marketing agency, I’d watched law firms get wildly different results from the leads we generated. Some turned those leads into substantial revenue. Others cancelled because they were barely signing any new clients, even in the same practice areas and cities.

The mystery bothered me. I held people’s finances in my hands, and I couldn’t explain why the Marketing worked so well for some firms and so poorly for others.

The first suspect was lead quality. But the leads were qualified: local people looking for the kind of legal help those firms offered.

So I started tracking everything. Every call, form, live chat, and email. I wanted to know where each inquiry came from and what happened afterward.

That tracking exposed how much Marketing money we were wasting. A handful of approaches produced most of the results, while we kept spending on everything else.

Then I followed the leads into the firms. My struggling clients’ receptionists missed an average of 22% of incoming calls. Very few attorneys called the leads back or followed up on a voicemail.

I thought better Intake would solve it.

Improving Intake helped. More calls were answered and more consultations were booked. But some firms with good Intake were still growing slowly.

With their permission, I listened to consultations at successful and struggling firms.

The struggling attorneys often spent hours giving away legal advice without explaining their offer. When they finally asked to be hired, it could come as a large retainer fee at the end of the conversation, before the prospect understood why hiring the firm was worth it.

The successful firms handled those conversations differently. They helped prospects understand the value of their services and decide whether to hire them.

When I started NoBull, I wanted to build that complete system inside law firms. Expanding beyond the Marketing work I already knew was a financial risk. My wife and I set money aside so I could test, learn, and keep improving it.

That brought me to the elder-law firm—and the $15,000 promise.

We put the Marketing, Intake, and Sales systems to work. We kept testing, tracking, and improving. Then my team prepared the results for our conference call.

I can’t tell you how nervous I was to get on that call.

I’d spent years studying successful firms, but this was our chance to prove that the growth could be understood and repeated.

The firm had struggled to get 70 calls a month. It began receiving more than 300. Those calls were turning into signed cases, including cases worth $24,000 or more. The firm went on to expand from three offices to five.

The owner who’d nearly given up was growing again.

In this book, I’ll show you what has to be built into your Marketing, Intake, and Sales systems, why it works, and where firms lose opportunities along the way.

This is the system I put my money behind. Now you can see how it works.

Client story from the book. Identity withheld for privacy.