Most lawyers don't wake up thinking about marketing. They think about serving clients. They think about growing a firm they're proud of. But somewhere along the way, marketing became one of the biggest sources of frustration in the industry. 

That's why I started LegalFenix. I've spent fifteen-plus years in that world.

Sales. Agency work. Managing campaigns for firms of every size. Sitting in rooms where agencies promised the world. Sitting with firm owners who were left trying to make sense of reports, results, excuses, and invoices that didn't add up. 

I started to see the same story repeat itself...

-The strategy wasn't aligned with business goals
-Success was never clearly defined 
-Vendors operated without accountability
-Firms were spending real money without knowing what was and wasn't working

LegalFenix was built to change that. Not by selling another marketing product...but by stepping into the role firms actually need. A strategic partner who sits on their side of the table. Someone who protects the investment, connects the dots, and keeps everyone moving in the same direction. 

Today, I work with growth-minded law firms as their fractional CMO. Our work covers the full ecosystem that drives marketing performance: strategy, vendor management, technology, reporting, and the operational mechanics that makes marketing succeed. 

We don't take commissions or kick-backs from agencies. We don't sell ads, SEO, or build or design websites. We focus on what the firm needs to achieve its goals. 

Our goal is simple...restore trust, build clarity, and create sustainable growth. If you want your firm's marketing to operate with precision, transparency, and real accountability, LegalFenix can help you get there. 

🐦‍🔥

Fridays are usually my attempt at working on the business instead of in it. 

Doesn't always go that way, but you know the saying, the best-laid plans...

Today's a different story. The goal?

Get everything done in time to watch puck drop for the USA v Slovakia semis. After missing the women's team win gold in OT and only seeing the highlights, can't miss one. 

Hoping for a little more of that Hughes magic. 

Now it's Jack's turn...

🇺🇸

Ron Latz

My goal is to help growth-minded attorneys and law firms drive more qualified consultations and increase retained clients. Most agencies in the legal marketing arena are wrong or misguided, at best, and have brainwashed the industry to believe that vanity metrics like clicks, calls, and 'leads' are the guiding indictators that will put them on the path to success. 

At Mockingbird, we show you a very different and much better way. If you want to start accurately measuring your marketing effectiveness, learn how to put systems and processes in place to improve productivity and efficiency, and better serve your clients, come talk with us. Even if we're not aligned to help you reach your goals, I can promise you that you'll look at marketing your practice with a fresh and new perspective. 

https://meetings.hubspot.com/ronlatz/meet-with-ron-latz

Law Firm Fractional CMO and Marketing Strategist

I was on a call with a prospective client a few weeks back. Here’s how he opened the conversation. 

(I’m paraphrasing)

“We just fired our agency. Results have been declining for months, and they had no answers.”

Luckily we had a chance to dig into some of the details and data. Bit of a different story emerged. 

The “declining performance” was misattributed, and the data they were looking at was incomplete…a pattern I see pretty often. 

Law firms spend big money on marketing, yet many (not all) lack proper accountability structures with their agencies. Part of this stems from never defining mutual success upfront. But even when expectations are clear, there’s a bigger issue.

Sometimes firms don’t know how to have constructive conversations when results inevitably fluctuate.

Firms don’t want to hear this. Results will ebb and flow. That’s the nature of digital marketing. Competitive dynamics shift. New players enter your market. CPCs increase. Regional competitors ramp up spending. These are realities, not excuses.

The key is how you respond when performance dips.
 
Here’s what we do. We step back. Review the data objectively. Understand what’s actually happening. Then have a professional, constructive conversation with the agency about the path forward.

How you treat your agency directly impacts the results you get. I know because I’ve managed these teams from the inside. When a client tears into them unfairly or treats them unprofessionally, that account doesn’t get their best efforts. The team isn’t eager to go the extra mile for clients who berate them.

I’m not suggesting you accept poor performance forever. If nothing changes after good-faith efforts, exploring alternatives is reasonable and expected. 

But if you have a long-standing relationship and want to make it work, remember that the cost of switching agencies is significant…in money, time, and momentum.

Treat your agency with respect. Have data-driven conversations. Give them a fair chance to course-correct. 

If they can’t get their act together, then put the pieces in place to walk. 

You’ll get better results than you will from fear based tactics and rebuilding from scratch.

😰

I've learned one thing above everything else after a handful of years being active on LinkedIn. 

Consistency win every time. 

This may go against the grain on what others preach out there, but as long as I've showed up, shared information, and helped lawyers and legal marketers avoid being blindsided, overcharged, or misled...things have worked out for me. 

Yes, early on, like lots of others, I focused too much on impressions and reach. And sure, some of my posts reach 500 people, others 5,000, and some..50. But I've moved further and further away from using reach as the measuring stick. 

What I pay attention to now:
-Who's sharing the post
-How many are saving/sending it
-Who's sliding into the DMs with follow-up questions

That's how I know if something really landed. 

Not because the algo we're all pretty much beholden to for reach pushes it out to more and more people. I think of and define success by whether or not it sparked conversation. 

This platform will inevitably continue to evolve, and through it all, my advice still remains pretty much the same. 

Stay consistent, keeping delivering the good stuff, and measure outcomes that actually matter. 

Actions and outcomes > vanity metrics. 

🪞

One of the most underutilized marketing optimization tool at most law firms?

Call recordings. 

Before increasing your budget, before switching agencies, before redesigning or rebuilding your website and making that logo 10x bigger...audit intake. 

If prospects are calling and not converting, the problem isn't marketing. It tends to be what happens after the marketing's already working. 

Firms that crush aren't just generating leads. They're borderline obsessive about what happens on that first call. 

These recordings help identify gaps, can be used as coaching tools, and help build a team that makes every PNC feel like they called exactly the right place. 

Your marketing drives awareness and creates opportunities. Intake is what decides whether you capitalize on it. 

Add'l marketing spend isn't your biggest lever. 

It's your people. 

🙋🏼‍♂️

Your firm just wasted $50k on a CRM nobody uses.

But it's not the software's fault. I've seen countless firms botch CRM implementations, and in most cases, the same four mistakes keep showing up. 

First, no executive buy-in. If senior senior leadership isn't championing this, the staff won't either. You need to find an internal advocate before you launch the project. 

Next, zero input from the broader team. I'm talking about the people who use the system daily...they're not being asked what they need, want, or desire. Then leaders are left scratching their head and wondering why adoption is DOA. 

Third, no one's assigned as the internal project manager. Someone inside the firm needs to own this thing through and through, holding tech vendors accountable and keeping the project moving forward. 

Lastly, tech service support disappears post-launch. This is where the real work actually begins...post go-live. Make sure you've got support staying involved for training and stabilization. 

Most CRM problems aren't tech problems. They're people and process problems. 

Get those right first and the tech takes care of itself. 

👩🏼‍💻

One of the most common reasons firms blow their marketing budget has nothing to do with the channel they chose. 

It's more about the conversations they didn't have before choosing it. 

When another firm tells you something's working, what you're hearing is the headline. The big splash and eventual performance. 

What you're not hearing about is their market's dynamics, their timeline, and what it actually cost them to acquire a case (not to mention whether or not it was profitable...post for another time). 

It's not that these people you trust for their feedback and advice aren't being honest with you. They just don't know what they don't know about your situation. But believe me, when you act on that incomplete picture, you're paying for it. 

Before you spend, get context. Ask questions like...

What are we trying to build over what timeline?
What can we actually afford to pay to get a case?
What does our current pipeline look like?
What other channels did this firm play in?
Does their definition of "good" match ours?

There's more questions that should be added to that list but you should get the gist. Those answers shape everything. 

And if you don't have them, you're not being strategic. You're just making a bet based on someone else's highlight reel. 

🎞️

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