BenGlassLaw

I help Virginians who were seriously injured in car crashes get money from auto insurance companies.

Partner

Great Legal Marketing, LLC

We teach good lawyers how to run better businesses so that they can attract the clients they want, manage a team they love working with, and get back to enjoying the practice of law.

President

Life Beyond the Briefs

The number one podcast for lawyers who want to avoid living life on autopilot.  Are you looking to exit the traditional “bill more hours” model?  To greet each other with something other than “I’m busy - but it’s better than the alternative?” If you want to live a life of your own design and take control of your future, this is the show for you.

Podcast Host

Marks & Glass

I represent injured people against insurance companies.  Frequently, I face off in the courtroom with a defendant represented by a corporate lawyer and backed by the deep pockets of the insurance industry - with "hired gun" experts at their beck and call.  I enjoy providing my client with a level playing field.  My favorite thing to do is cross-examine someone who I know is going to lie to me.

Areas Of Expertise: Virginia Personal Injury Cases, Fairfax Personal Injury, Personal Injury, Auto Accident Lawyer, Auto Accident Lawyer Virginia, Personal Injury Lawyer Virginia, Virginia Trial Lawyer, Virginia Settlement Negotiator, Virginia Car Accident, Car Accident Lawyer Virginia, Virginia Dog Bite Lawyer, Virginia Dog Bite Trial, Virginia Auto Accident Claims

Trial Lawyer

Law Offices of David L. Marks

Areas Of Expertise: Virginia Personal Injury Cases, Fairfax Personal Injury, Personal Injury, Auto Accident Lawyer, Auto Accident Lawyer Virginia, Personal Injury Lawyer Virginia, Virginia Trial Lawyer, Virginia Settlement Negotiator, Virginia Car Accident, Car Accident Lawyer Virginia, Virginia Dog Bite Lawyer, Virginia Dog Bite Trial, Virginia Auto Accident Claims

Leiva & Marks, PLC

Associate

Plofchan & Associates

Foster Web Marketing

Content Manager

Regan Zambri & Long PLLC

Law Clerk

I am in the business of helping people live epic lives.  

I'm a personal injury lawyer with a real passion is in life improvement.  

The core focus of our law firm is "To Build a Business Where People Can Thrive."

What does this mean?

For our employees, it means that we focus on providing goal-setting advice, achievement, and coaching directed at achieving their one-year and ten-year aims.  

For my clients, it means that because I've got employees who are fulfilled and have a sense of mission at the firm, my clients receive best-in-class customer service.  We pay attention to all of the little details, which is why we have over 260 five-star google reviews.  

Two things happen as a result.

One, like most lawyers, all of our best cases come from referrals.  How many times have you talked to a potential new client who couldn't remember who represented them five years ago in their last case.  That doesn't happen here.  We receive more referrals from former clients and from other lawyers and medical providers because we do such a great job of the customer service/personal side of being your lawyer.

The second result is selfish.  You are the average of the five people you spend the most time with.  I don't want to spend time with a bunch of losers who don't have life goals outside of the office or who just go home to binge watch netflix!  I want my people to live exciting, fulfilling lives outside of the office, chasing their own big goals.  Because it energizes me to hear about their wins and drives me to bigger goals of my own!

Them: “AI is coming for legal jobs.”
Me: “Not at our firm.”

There’s a lot of noise in the legal industry right now about “AI efficiency.”
Most of it is wrong-headed.

The conversation is almost always:  “How do we take a job a person used to do and hand it to a bot?” (Which, by the way, is just a recycled version of the 3-year-old mantra: “Just offshore it.”)

It’s all scarcity thinking.
Zero-sum.
Small.

At BenGlassLaw, we’re taking the opposite approach:

We use AI to eliminate the mundane so we can hire more humans to deliver a world-class client experience.

I added three new team members last week — not because AI replaced anyone — but because AI freed up the time and space to allow us build a better, more personal, more responsive law firm.

Hot take: Firms that use AI as a way to shrink the team (and the payroll) will see increased short-term profit... but let's see what the scoreboard says in 2028.

Brian Glass

I am in the business of helping people live epic lives.  

Yes, I'm a personal injury lawyer.  But my real passion is in life improvement.  In fact, the core focus of our law firm is "To Build a Business Where People Can Thrive."

What does this mean?

For our employees, it means that we focus on providing goal-setting advice, achievement, and coaching directed at achieving their one-year and ten-year aims.  

For my clients, it means that because I've got employees who are fulfilled and have a sense of mission at the firm, my clients receive best-in-class customer service.  We pay attention to all of the little details, which is why we have over 260 five-star google reviews.  

Two things happen as a result.

One, like most lawyers, all of our best cases come from referrals.  How many times have you talked to a potential new client who couldn't remember who represented them five years ago in their last case.  That doesn't happen here.  We receive more referrals from former clients and from other lawyers and medical providers because we do such a great job of the customer service/personal side of being your lawyer.

The second result is selfish.  You are the average of the five people you spend the most time with.  I don't want to spend time with a bunch of losers who don't have life goals outside of the office or who just go home to binge watch netflix!  I want my people to live exciting, fulfilling lives outside of the office, chasing their own big goals.  Because it energizes me to hear about their wins and drives me to bigger goals of my own!

📈 Lawyer Helping Lawyers Build Firms They Love 👦 Raising Three Boys 💵 Largest DUI Punitive Verdict in VA History

Some of y'all are showing up to work like this not even knowing it's October 31.

We have three team members starting on Monday.
Our biggest hiring cycle ever.

In 2018, we were a 10-person firm doing $1.2M a year.
Everyone wore all the hats.
No clear roles.
No processes.
Just brute force.

In 2019, we discovered EOS - the Entrepreneurial Operating System.

We hired an Implementer. It wasn’t cheap.
At the time, the cost felt painful - about the same as an entry level records clerk.

On top of that, we were committing to a 90-minute Level 10 meeting every week and five full days in quarterly and annual planning.

If you’re currently underwater, that sounds insane.
Who has time for another meeting?
Or the budget for a consultant?

But we stuck with it.
Those 90 minutes became the most valuable block on our calendar.
The line of questions outside our door disappeared.
Everyone had clarity on what was important.
Issues got solved instead of recycled.

Fast-forward to 2025:
✅ 25 people
✅ $5M+ in revenue
✅ Clarity, accountability, calm

On Monday, three more people walk through our doors.
Each will start their training with book What the Heck Is EOS? 

There isn't a single word in here about personal injury law.

That’s fine.
The tactical can wait.

First, they need to understand what we’re building, why we’re building it, and how they can help.

A rule we have at BenGlassLaw: if we send you to a conference or event, you owe the team a presentation when you get back.

This serves two functions:

(1) it teaches everyone who *wasn’t* there something new.

(2) it forces you to think a little deeper about what you learned if you know you’re going to have to teach it

Admittedly, this is the first time the team has turned a conference into an art project… but it does set an interesting new standard.

Looking forward to the Filevine Lex Summit recap in our morning meeting today!

“I’m not allowed to make more than two increases in the offer in the same day. You’ll have to call back tomorrow.”

We were negotiating one of those cases everyone knows is going to settle.
Clear liability, no real dispute on any of the medicine.

The only question was what pain and suffering was worth.

The adjuster kept inching up... $1,000 here, $2,000 there...
I felt like I was haggling over a used car.

And then we hit the wall:
“I’ve already made two increases today. I'll get in trouble if we keep going.”

The fourth quarter is when everyone chases closure the hardest.

Adjusters want their year-end metrics to look good.
Clients want Christmas money.
Lawyers want bonuses.
Owners want profit.

And this is exactly the kind of well-meant corporate rule (meant as a check against rogue adjusters interested in cutting straight to the chase, I guess) which ends up having the dumbest consequences.

I think about that conversation *a lot* when we're training our people or creating SOPs in our law firm.  

Dumb rules like this prevent your employees from making common sense decisions that save the company (and the client) time and money.

Your only competition is you.
Most lawyers spend more time watching each other than doing the work.

Who hired a marketer.
Who opened a second office.
Who launched a new website.
Who got the seven figure settlement.

None of that pays your mortgage.
None of that builds your book of business.
None of that gets your clients better outcomes.

Every time you look sideways, you slow down.

Every time you try to copy someone else's playbook, you abandon the one you should be building for yourself.

You don’t need to be faster than the lawyer down the street.
You need to be faster than the version of you from six months ago.

Stop scoreboard-watching.
Stop letting other firms set the pace for your career.
Stop benchmarking your life against people who don’t even want what you want.

Just put your head down and do the work.

Q4 is when people start thinking about the next chapter of their legal career.


Some just passed the bar.
Some are getting ready to change firms.
Some are getting ready to bring on partners.

Others have the LLC set up and are shopping for office space while their employer still signs their paychecks.

A handful are thinking about selling their firms completely and sailing into the sunset (spoiler: this one takes more than twelve weeks of thought to do right).

If you find yourself considering any of those five, there are two things you can do *today* to improve your chances of success.

(1) Order yourself a copy of Jonathan Hawkins new book, Law Firm Life Cycle. 

(2) While you’re waiting for Amazon to bring it to you, get the executive summary on this weeks episode of Life Beyond the Briefs.

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Pre-Thanksgiving gratitude exercise: Spend fifteen minutes with your 2025 camera roll.

I bet you did a whole bunch of cool shit that you’ve completely forgotten about.

Make a list.
Create your highlight reel.
Text the people you did the cool shit with.

Lawyers can get so stuck in our routine…
So buried by phone calls and emails…
So bogged down in client problems…

That we often forget how good we have it.
Myself included.

Experiences > things.
Freedom > experiences.

Most lawyers who start their own firms do so in the name of “freedom.”

No boss. 
No ceiling.
No billable hour requirement.

But the early days don’t feel like freedom.

Usually, it’s more like like panic.
Because “freedom” without clients is just not busy yet.

So they hustle.
They get clients.
They make money.

And somewhere along the way, they build a cage out of their own success.

Once again they can’t take a week off.
They can’t skip the calls.
They can’t delegate, because “no one does it like me.”

Here’s the truth:

You can have freedom, but you have to build for it.  It doesn’t show up automatically after your first $500K or even $1M.

It’s the result of systems, people, and the discipline to say no.

Otherwise, you’re just trading one set of golden handcuffs for another.

Our law firm makes much more money off of our analog marketing than we do from digital.


Speaking engagements
Sponsorship dollars
Handwritten notes
Scholarships 
Newsletters
Postcards

All of these lead to referrals.

And referrals tend to be bigger cases.
(They’re also prequalified, easier sales).

When I go to conferences, I hear about $3,000-$4,000 costs of case acquisition.  

There’s even one major vendor telling clients that a 35% acquisition cost is “the goal.”

This is complete “nonsense.”  

I mean, it’s a great target if you’re the one selling the picks and shovels, I guess.  But it’s not how you should run your law firm.

Mine cost per case is a fraction of that.

I’d love for yours to be also.

In February, we’re hosting a one day Analog Marketing Bootcamp to run you through our whole playbook.

It’ll be a small event.  Maybe 25 firms.  And many of the slots will be taken by our mastermind members.

If you want to reserve yours before we start marketing the event, drop a comment or send a DM and we’ll get you the details.

“If a man knows not to which port he sails, no wind is favorable.”
There is a weird stage of law firm growth...

The firm is humming.
Revenue strong.
Systems tight.
Team solid. 

From the outside, it looked like you've cracked the code.
But inside?

You're starting to feel that creep of the Arrival Fallacy... the moment you realize you’ve spent years climbing a mountain… only to look around and think:

“Huh. This isn’t what I thought it would feel like.”

This feeling means you're ready to start building Level 2 Success.

You aren't fighting for survival... 
There's no more scrambling for clients...
You “made it,” and now you have a new problem:

You don’t know what you actually want next.

And here’s the problem:
You can’t hustle your way out of that feeling.
You can’t outwork a lack of direction.

That’s why these books matter.
They’re weapons for the second mountain - the part where the game shifts from grinding harder to thinking clearer.

From “grow, grow, grow” to “design something worth growing.”

The lesson I had to learn:

Level 1 is about effort.
Level 2 is about intention.
And without intention, no amount of wind will move your ship anywhere meaningful.

Most lawyers suck at networking.


When most of us walk into a networking event, what we’re really trying to do is convince the person we’re talking to that we are interesting enough that they should either do business with us or introduce us to someone who will.

This is completely backwards.

The best networkers aren’t out there handing out business cards or pitching their services. 

They’re out there collecting people.

They’re looking for folks who are fascinating, driven, kind, or doing something cool… the kinds of people they can bring back to their own network and say: “Hey, you’ve got to meet this person.”

When you stop trying to *be*interesting and instead start trying to *find* interesting… everything changes.

Your conversations get better.
Your circle gets better.
And, eventually, your opportunities get better.

Because the secret to great networking isn’t getting yourself promoted to *someone else’s* network…

It’s becoming known as the person in *your* network who always has connections to interesting people.

Ever saved your “I’m out” email as a draft named “after bonus”? You’re not the only one.

Jonathan Hawkins returns to talk about clean exits, what you can and can’t say to clients before you give notice, and the equity trap hiding inside some partnership offers. We get into the kitchen-table talk at home, conflict waivers without the awkward, and how to keep rainmakers without handcuffs.

Episode drops today, Nov 4, 2025. Save this, follow the show, and tag the friend who’s eyeing “partner” this year. 🎧

#LifeBeyondTheBriefs #LawFirmLife #EthicalExits #Lawyers #LegalCareer #Partnership #Equity #ClientRelationships #TalentRetention #EntrepreneurialLawyer #PILaw #LawFirmMergers

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