What happens when a Big Law partner walks away from the prestige… and builds something better? What if naming your firm after yourself is actually holding you back? In this conversation with Adam Marshall, we explore why culture beats ego, how smart firms grow without chasing, and what most lawyers get wrong about client service. Would your clients follow you if you left tomorrow? Adam found out. Here’s what happened next.

You know, I'll call you a corporate firm. But what are the practice areas you guys have and then, you know, as you guys think strategically about growth, whether it be another office or bringing in another practice group, you know what's the thought process that you guys go through?

Along those lines, you know, there are other practice areas that support, we support one another. We believe in that multidisciplinary, interdisciplinary model. And I start with corporate just because that's where I live within the firm.

Welcome to the Founding Partner Podcast. Join your host, Jonathan Hawkins, as we explore the fascinating stories of successful law firm founders. We'll uncover their beginnings, triumph over challenges, and practice growth. Whether you aspire to launch your own firm, have an entrepreneurial spirit, or are just curious about the legal business, you're in the right place.

Let's dive in.

He's relatively new to lawyer a lawyer to Atlanta, I'd say relatively a few years, but did not originally start here. His name is Adam Marshall. He started in Florida. So Adam, welcome to the show. Maybe

Adam Marshall: Thank you

Jonathan Hawkins: a brief, brief overview of, of your firm and, and, you know, sort of what you do and what your firm does.

Adam Marshall: Yeah, no, I'm happy to do that and thanks for having me. You know, my story has started very traditionally, you know, went to college, went back to my hometown of Cleveland, Ohio for law school. Started my career in Cleveland and then. My big move was about a year and a half into my legal career.

A Major AM Law 100 firm hired me for their Miami office, and that's what, what got me and the family down to Florida. So, I went through big law. I started my career as a

Adam Marshall: It, It was

Jonathan Hawkins: what was the thought process? What and how'd you get the buy-in?

And what happened was, as a young restructuring lawyer, we were going gangbusters. So I was at a really amazing, at the time, very regional, great Lakes, Cleveland based law firm. Now they've since expanded. But I was working my tail off learning the restructuring stuff, learning from really great people.

But then when this law firm started recruiting me, you know, it was very odd back then and even a little bit today for a young lawyer, fresh outta law school to be brought right into a restructuring department. Normally the path is you start in corporate, the economy tanks, they repurpose you for restructuring or if you're on the litigation side, they bring you in for adversary proceedings and you know that was the, back then at least the typical path for a restructuring lawyer.

Jonathan Hawkins: They probably yeah, like more sunshine and probably some uh, arrays there as well, I'm sure as part of that.

Adam Marshall: No, absolutely. Absolutely. So that's, that's what got us down to Florida you know, and started that 21 year journey. So,

Jonathan Hawkins: Yeah. So, okay, so you moved down to Florida, sorry to interrupt. And you're with that firm for a while, and eventually though because I want to get it to where you, you decide you're gonna go out. And start a firm. So maybe bring us up to sort of that point and I'm always curious 'cause there's a lot of people out there that say, Hey, I'll do this one day or some people they, They don't, they, maybe they think they will, but they never do. So, you know, it, what pushed you there?

But over time, obviously you get over that. You get comfortable with what you've learning, comfortable with what you see in the market. And as I went from firm to firm, I kind of saw the inner workings of the business model, the interplay between, you know, client service and the law. You know. Not the same thing.

And that's when, you know, it sort of gained momentum with, you know, my business partner then and still we started flirting with that concept of can we build a better mouse trap? Can we do it together? What do we want to be when we grow up? You know, do we want to be cogs in the machine? Do we want to.

You know, experience more. Do we want to be business owners and entrepreneurs? Again, knowing your craft as a lawyer is communication, reading, critical thought that has nothing to do with being an entrepreneur. That has nothing to do with being a mentor or an employer. So we decided that we were ready to give it a try.

Jonathan Hawkins: Yeah that's, a common, common response there. So is this somebody you worked with or was this person you were a partner at a different firm?

Adam Marshall: Yeah. So we had met at one of the big law firms that we both, you know, you know, did time at, did time with and we just hit it off and were friends. And what ended up happening was our careers sort of veered. On different paths, but came back together, meaning I tended to work for larger corporations and sometimes needed conflicts.

Counsel, I, you know, obviously when you represent a company, you can't represent the individuals or give board members or the C-suite legal advice. There's a conflict inherently. So what's, what happened was we started to bring each other into each other's cases. You know, he might represent some sweet C-Suite folks.

Adam Marshall: Generally very positive and not surprised. So, you know, I, you know, going way back in my history, I am actually an introvert and a homebody, and most people don't see that about me because I tend to be very upbeat and love crowds and love meeting people, and that's all very genuine. But my default is to throw on my you know, Cleveland guardian's baseball hat, my, you know, crappy t-shirt and sit on the couch with the dogs and Stephanie and my family and, you know, just live in our little universe.

How did you get on the management committee? I was always interested in the business of law and that part of the practice. You know, and again, I've said it a couple times already in our short time together, Jonathan, but the legal knowledge and being brilliant at your craft is different than getting clients and delivering that service and delivering the message in an appropriate way and advocating in an appropriate way.

The reaction from clients is what surprised me the most. A lot of them flat out said, it's about time, you know, because That's like music to your ears.

Now we control both sides of the balance sheet. Now we can control the, the rate and fee structure as well as our expenditures. So now we could give some real thought to what our billable rates were.

We could give some real thought to alternative fee arrangements and you know, may moving some projects to a flat fee basis. Because now we didn't have to answer to anybody. We didn't have to answer to an accounting department in some city, you know, in a different time zone. We could do things on our own.

Jonathan Hawkins: And I think they did eventually come. So we haven't met, we haven't mentioned it, I don't think. But what's let's talk about the name of your firm now and then, but it wasn't always that, so what's the name of your firm now?

Adam Marshall: The name of our firm now is Lorium Law. That's how we do business. I mean, in our various jurisdictions it's Lorium, PLLC, or Lorium PC or Lorium PL, depending on what state we're qualifying to do business in. But Lorium is how we're known and that's, you know, obviously the key word as I'm wearing the branded, you know, Nike shirt?

Jonathan Hawkins: And you know, so, but you didn't start out that way. You started out with sort of a traditional name, you know, with names in the firm.

Adam Marshall: Yeah, it was Marshall Grant, both of our last names and that's that sort of the convention.

And then what was it like switching, and maybe you have to take us back to how long you've, how long you've had the name and what was the reaction to with the clients and publicly and all of that.

Adam Marshall: so I'm gonna reverse your questions. The interesting thing for us was, Marshall Grant was one of the predecessor firms of war. What happened was about four and a half-ish years ago, Marshall Grant, Boca Raton, Florida based firm, started off as again, the two schmucks with our names on the door. And then we grew organically to around seven, eight lawyers, depending on, you know, the lifecycle of our firm.

Now to get to the second part of your question we made up a word. It's sort of our, you know, trade name, our Verizon, our, you know, just take any brand that makes up a word, but loosely, we took a lot of artistic license, we took some Latin words that with some mental gymnastics basically means client service.

So we love saying that client service is our name. It's in our name. It's. Part of our DNA and that's what we named the firm. Now what's interesting is a lot of our branding was legacy from the old firm we loved. We are in love with our orange color. We are in love with our tagline, uncommon perspective.

Jonathan Hawkins: You know, that's really interesting story there. And, you know, because, and this is one of the reasons why one of several reasons why I like sort of a brand name that doesn't have people's names in it. Because firms change all the time. Somebody dies, somebody retires, somebody leaves, you merge.

All these things. And it's like, whose name's gonna be first? Who's gonna be second? Oh, all of a sudden we've got 10 names in the firm. And it's like, what's the URL? And it's just like constant change. And, And it's like if you don't have names in the firm, it just eliminates all of that.

And then of course, that leads to the nonsense in the marketing. Well, Marshall Grant is amazing. Well, coming from Adam Marshall, that's by definition, very self-serving. To speak about Lorium though is different. We're creating a North Star, an entity, a legacy, something that has meaning outside of me and the rest of the partnership.

So we really, we've really come to like, it. Even those partners that I think if you gave them truth serum at the time, would say, eh, I don't like this. I think everybody's kind of come around to it for all of those reasons.

Jonathan Hawkins: That was gonna be my next question. How, well, lemme ask, how long ago did you do this name change?

Adam Marshall: It was about four and a half, five years ago, give or take.

You gotta convince everybody that everybody's, you know, we're lawyers, you gotta, it's, we're all convincing. Well, lots of us are.

Adam Marshall: So the conversations at the time were really fun and heated. Not in a negative way, but in a, in an emotional way. But at the end of the day, we all understood that we were building something together. We all understood that we were creating something new and different and better and wanted to scale it.

How do you fold them into the mix? Because we didn't have, you know, we don't have the history that a lot of firms have. You know, if your firm was founded in New York City in the 18 hundreds, and the two names on the letterhead are long deceased and have conference rooms named after them, it, then it really is a trade name at that point because the individuals aren't walking around the office, you know, having water cooler chitchat.

Jonathan Hawkins: Well, well, I'm impressed with you guy, what you guys did. I'm impressed with that decision. So what was the, what's the market reaction been? Or do you know?

Adam Marshall: Yeah. Well, here's the thing. We certainly didn't lose any clients and I think from the relationship acquisition and client development standpoint, it really provides us the ability to tell a great story. You know, if our names were on the letterhead, no one's gonna ask, well, what's that mean? Or Where'd you come up with that?

And already, you know, even now when I'm talking about it, I can see my hands on the screen. You get excited and emotional and that becomes infectious. So I think that the name has served us incredibly well. It also allows us to move into different markets and have a name that, that we can as assign some meaning to without having people that aren't in the market on the letterhead.

It just gives you a lot of flexibility and, you know, you know, storytelling.

Adam Marshall: So let me say this, some of our growth is very strategic. Some of it is you're better lucky than good. So for example, our Chicago office, we had zero intention of opening a Chicago office or penetrating that market. But what happened was we had make or break litigation for a client that involved an issue in Illinois.

So we needed co-counsel in the Chicago land area. We started working with this small firm, and through that process of working with them on this really important litigation for a client, we became friendly and we were doing client prep and client development and trial prep and corporate work together and getting to know each other.

You have your, you work well with someone. You have conversations you're not afraid to bring up. Interesting and difficult topics and you know, you build a really deep and true relationship. Yeah. Okay. We created that relationship, we created that luck together. There's our office. Atlanta was a little different.

A couple things happened to to get us here. One was, even though we're a South Florida firm, a lot of our clients weren't looking to Latin America for growth. A lot of South Florida firms looked to LA Am for capital, for clients for business development. Our clients tended to look North Atlanta, New York, Chicago.

The other piece of it was personal. You know, my wife Stephanie and I were staring down the barrel of being empty nesters. We were trying to figure out what, where we wanted to be for the rest of our lives and grow up and grow old. And we've always had a connection to the Atlanta area through seminars and client meetings that I've attended over the years.

We'd grow here together and, and continue to build the legacy. So that's what brought us here almost three years ago to the day.

Jonathan Hawkins: So, so you were the pioneer that came up to Atlanta to open the office.

Adam Marshall: Yeah, in terms of the physical space and putting the name on the door and all of that, yes. But without my partner's support, obviously, you know, you know, I had my safety net. I have partners in Florida, I have infrastructure in Florida. We have clients in Florida. You know, it wasn't as though I was just coming up here sight unseen with no support network.

And that's why having partners, you know, concept that we've talked about a couple of times on this podcast already, you know, having partners that you like and trust and know are rowing in the same direction, even if you don't agree on every little thing, makes all the difference in the world.

Adam Marshall: is not. It's not.

Jonathan Hawkins: So, okay. So, you know, there's different ways that firms will expand geographically. You know, one of them is like you did in Chicago, they were already there. You brought them into the fold of your firm.

The other way is the way you did Atlanta. You maybe had some clients, but you physically came up here to seed the office, right? Is that correct?

Adam Marshall: That is correct.

Jonathan Hawkins: So, so take me through you know, what is that, like, what was that like for you? I mean, you've been here, you know, three years or so. Now you're a, you know, Cleveland into Florida. You probably know a few lawyers here, but it's like you're starting fresh. You didn't go to school here in the city or in the state. So what's that been like for you?

And so after 21 years you feel pretty comfortable that when you walk into a restaurant, you're gonna walk into a room of a lot of friends and a lot of people that you know. That's very comforting to me. That's the Midwestern kid in me. You know, I don't like anonymity. I like walking into a room and hugging it out with a lot of, a lot of people and familiar faces.

So that was the difficult part for me in coming here. After 21 years of doing that and building that, I'm coming to a city where I know a handful of people and knowing how geographically diverse Atlanta is, you know, everything is a drive to everything else. You know, some of these friends are 40, 45 minutes away.

I'm like, I literally want friends. I want relationships. I want people that I know that I can, you know, lean on for a meal or a beverage and, you know, can, you can introduce me to your social circle and I can do the same for you. And, you know, oh by the way, if you need resources in Florida, Lori's got you.

We've got relationships in Florida so I can horse trade with, you know, our strength of relationships in one market and build them in another market. And that process has been really fun. Really fun.

But, you know, obviously relationships and things take time. I mean, I always tell younger lawyers, at least, you know. At least five years of constant being out there, developing relationships before you really start to see them bearing fruit. Now you probably had a head start 'cause you, I mean, you've already been practicing a while, but so you're about three years in, so you know, you, you're probably hitting your stride about now.

Adam Marshall: Yeah, no I, I'm at the point now where I'm really comfortable when I go to events, I'm always gonna know people. I have plenty of people that I can rely on and that can rely on me, whether it be professional or personal. Yeah, I mean the other thing is, you know, the New South to me is very much like the Midwest.

You know, how do we continue the legacy, you know, our clients want certain. Services. Maybe we don't have enough folks that do it. Who do we hire? Who do we look to? All that stuff becomes relevant again in every market and firm wide.

Jonathan Hawkins: You know, it's funny, you know, the way we met was not locally or through a local connection. We have a common connection from Florida.

Adam Marshall: True.

Jonathan Hawkins: it's funny how you meet folks.

Adam Marshall: That goes to the point that look, you know, between Zoom and LinkedIn and all these wonderful technological advances and tools, the state lines don't matter. You know, you can meet somebody and become friends and realize, wow, I think we've only been in the same room two or three times, but that's okay too.

Jonathan Hawkins: Shout out to Frank. By the way,

Real quick. Thanks for listening. If you're getting any value out of this podcast, please take two seconds to hit the subscribe button and leave a five star review. It would really mean a lot to me. Now back to the show.

Adam Marshall: Yeah.

Jonathan Hawkins: another question that I have a lot. So when you expand geographically especially the way you did it, coming to Atlanta is really the integration of all the different offices. How do you stay integrated culturally and just professionally, all of that?

So, you know, you're up here now, you know, how often do you go back to Florida. How do you communicate? What's the cadence? How have you, how does that work?

Yeah. I turned myself into a liar. Once a month is difficult. And again, with all of the technological tools, a lot of my clients candidly didn't care where I was sitting. And if anything, if it's less social and more get to the point business, we've gotta matter to discuss. People prefer Zoom because you can get on, do what you need to do, get off, and then both go about your day.

So what's ended up happening is I typically go down to Florida. One of three reasons, reason one, and this is in no particular order of importance. Reason one is. A client wants or needs me there, and that could be anything from a matter that, that we're working on that's heating up to, they're sponsoring a charity event and would love to have me in attendance.

And then the third reason I'll go down is simply for firm reasons to see everybody for, you know, typically at the end of the year we still do, and this is part of our culture, we still do a traditional. Everybody and their spouses fly in for a holiday party. But what we do with that is we'll backfill and we'll do strategic planning meetings and performance reviews and things like that so that we can see everybody and stay in front of everybody.

So we're still. I don't wanna say struggle because that's a negative connotation, but we still think really hard about how to maintain, build and keep our culture across multiple markets. You know, the old, you know, we try to avoid the cliches of, oh, it's, you know, one firm mentality, one office.

Jonathan Hawkins: I like that. So I wanna switch to sort of, we'll call it strategy questions about strategy. And more specifically I wanna talk about sort of your firm and, you know, you guys, it sounds like we're all mostly former big law, doing big corporations, big corporate type work. I assume you've maintained a lot of that kinda work.

You know, I'll call you a corporate firm. But what are the practice areas you guys have and then, you know, as you guys think strategically about growth, whether it be another office or bringing in another practice group, you know what's the thought process that you guys go through?

Along those lines, you know, there are other practice areas that support. we support one another. We believe in that multidisciplinary, interdisciplinary model. And I start with corporate just because that's where I live within the firm. But our, we, we have a very strong background in corporate restructuring.

We're very good with the distressed stuff. That's also good for our business model when things are going well. Corporate and litigation tend to be very strong. When things aren't going well in the economy, restructuring tends to be doing very well, so we tend to be recession proof, which is very strategic.

So, you know, and we have an intellectual property group, which was the Chicago office. And you know, we've tried to be broad based. We typically, the things that we stay away from. We don't like dealing with the IRS or the SEC, so we don't give, you know, tax advice. We usually rely on accountants or trusted tax lawyers and we will co-counsel with them. Same thing for public company work. We tend not to work for public companies, so that's substantively what we do.

Jonathan Hawkins: so, I would call you a business boutique. That's what I, that's how I would say it. but you, you, you

Adam Marshall: can say it that way. I

Jonathan Hawkins: basically call it something different.

Jonathan Hawkins: you go. There you go. Well, I, I, before before I had my firm, I was in two firms that, that I always refer to as business boutiques. We had sort of the corporate transactional, typically a commercial real estate and then sort of a business litigation. And then there are the areas in between. A lot of, you know, you sort of mentioned, you know, some employment, some other things in between, but.

Adam Marshall: yeah. And then, and you know, that's, you know, we view that through the lens of, you know, the client experience and that's how we grow into certain practice areas. Again, our intellectual property team came on because we were working on a make or break case for a client, and then we realized, wow, we've been referring a lot of intellectual property workout over the years.

The other thing we like is, and I'm oversimplifying a little bit, but we basically have two baskets of clients. Basket one is the basket of clients that every business focused law firm wants. Operating, cash flowing, growing corporations, the big corporate stuff. But the fun thing for us is the, we also have this, the second basket, which I like to characterize as intelligent startups, growth companies, early stage companies, we can be very nimble and humane when it comes to fees, fee structures, alternative fee arrangements.

And two, when it comes around to that liquidity event years later, man, their due diligence room looks really good. And for us, what's great is we get a lot of those growth clients before every law firm in town wants 'em, you know, we'll catch 'em on the upswing. And then, you know, through that process, it's a very personal and intimate process.

Jonathan Hawkins: So you've talked about the sort of the two baskets there, sort of layered on top of that. Are there any specific industries that you guys really focus on, like healthcare or technology or software or whatever it is?

Adam Marshall: Yeah, so, so the big cliche is that we're industry agnostic. I mean, if I had a nickel for everybody who said industry agnostic, I'd retire. But we really are delving into that a little bit. You know, we tend to see a lot of manufacturing companies, hospitality companies, real estate based companies.

Companies that, you know, want to form casinos or gambling, again, we're not great for them because we don't have that regulatory depth or background. So, your run of the mill main street, starting a business. You know, we're starting a restaurant now. We wanna create a franchise of restaurants.

Great. You know, we're a manufacturing company and we're looking to acquire commercial real estate. We're looking to hire employees. We're looking to grow into other markets Absolutely. All day, every day.

The other thing is money becomes more expensive. A lot of companies that have revolving lines of credit are on, on floating interest rates. Well, if interest rates go up, or more importantly, if they don't come down, debt service becomes more of a consideration.

Not to say that all of those companies have to file or need to file or will file. But the fact that the leadership of those entities is staring down the pipeline of an issue or thinking about a problem is different in this cycle.

Jonathan Hawkins: Interesting. All right. We'll see what happens there.

Adam Marshall: We will.

Jonathan Hawkins: Yeah. So, yeah, so moving on. So are you the managing partner of the firm?

Adam Marshall: I'm one of them.

Jonathan Hawkins: okay, so yeah, tell me how you, how you guys structure the governance in terms of managing partners and how you split responsibilities.

And sometimes it's just about telling jokes or talking about what we did on the weekend. Just again, culture, you know, build that culture, keep that culture, see each other, touch points. Then we do longer, I would say quarterly meetings, either in person or on Zoom, where it could be two to three hours where we're, you know, proactively, you know, tackling an issue, creating a plan going over strategy.

Some of that stuff obviously is, is staff driven. And we have an amazing office manager, which is really easing our pressure. But we have one of my partners that's just really great at the financial stuff. You know, he would be akin to a CFO COO just really good at that stuff. So we all kind of fill all roles and none if that makes

Jonathan Hawkins: Mm-hmm. It does. So I do wanna circle back on the merger stuff. And this is a and some of these are just questions that I personally am curious about. So you've had at least two successful mergers that, that we've talked about today. You know, the Chicago and then the Fort Lauderdale. Have you had any swings and misses where and you don't have to gimme specifics, but you know, like you danced maybe with another group or whatever and it didn't work out.

Both of us had individually been approached. I think that's maybe what made our merger possible in a weird way, was we realized we didn't want to necessarily plug ourselves back into the matrix and go that big, but that scaling this on some level would be accretive to our clients, would give us better quality of life as lawyers and staff and the family members that were involved.

Look, that's how you learn. That's how you figure it out.

Jonathan Hawkins: And there's always, there's always a timing element, always. I mean, there's all the other stuff, but even if everything on paper is perfect, the timing doesn't always work. At least that's been my experience.

So as you know, you've been a big law, you've been a, I'll call it small law. You've gone through some mergers.

You've had, you have multi-state offices now. So you, you've seen a lot you know, as you look back, you know, I'm curious, are there any lessons that might stand out in your mind that, you know, in a way I like to phrase it as, you know, things maybe that you did that maybe you shouldn't have done, or maybe things you did but you wish you'd done 'em way earlier?

So if I'm being self-aware, the pro, the mistake I probably made was, you know, there was a stretch in my career where I thought, okay, Adam, you're ready to be in management. And the rest of the legal world was like, no, you're not. You're not ready to be in management. And I probably wasn't. They're probably right.

Now, what I'll say and what I say to everybody that, that asked me and whoever I mentor you know, this is unsolicited advice they get from me. You've gotta be your own advocate. Your career, you know, and I'm always quick to say, that doesn't mean disrespectful. That doesn't mean in, that doesn't mean you push back on the person sitting in the big chair across the.

Because people, especially in the client service world where time is money, you know, people aren't thinking about necessarily your development. They're thinking about. How do I make the client happy? How do I meet this court deadline? How do I, you know, get the other side this document in the time that I told them?

And who do I learn it from and how do I learn it and how do we figure this out? And I had to take some control and I had to go tell people, look, I wanna be a well-rounded lawyer. I know I can sit in the same chair for 16 hours a day and critically think through issues and research and write. I know I can do that, been there, done that, but I wanna be well-rounded.

I want to be able to understand that work fits into the client's world, how context was always very important to me. You know, what does this issue mean to the client, not to the law firm, not to the partner that assigned it to me, but what does it mean to the client? So you have to ask those questions.

Oh my goodness this matter took me 20 hours. Well, what I always tell them is, let your mentors let the senior partners determine what's appropriate. If it's a make or break issue, 20 hours may be light. You know, if it's a, an issue that, that your client could go down with the ship on, you know, so you do right by the client and you worry about the other stuff later.

Jonathan Hawkins: And it's it's an art, not a science sometimes. But you know, that that is something to help. I won't name names, but recently I saw somewhere, not my firm, somewhere else where the relationship is a bigger firm relationship partner handed it to a younger attorney that the file like, like a big firm lawyer can work it on a matter that was really, really small without, and never asked the question, you know, what did, what was the client's goal and what did it really mean? And it, you know, that's part of it too, where I know when I was a young lawyer, you know, you're so used to digging into the issue and you're like, I'm going to get the answer or whatever, no matter, you know, no matter how long it takes, even though, you know. It does, you know, the big picture for the client, it doesn't matter.

So that's the other side of that coin too.

I know you have partners, you gotta take them into consideration too but how do you and your partner see the firm growing or expanding over the coming decades?

Adam Marshall: I think one of the things that excites me is we don't create arbitrary numbers or geographic locations. I think what we look for and have been pretty good at so far is finding cultural fits. If somebody fits into our model and wants to practice law and enjoy it and have a smile on their face all day.

Well now they're back. Now that they know we're here. You know, who's to say that doesn't happen in North Carolina or Tennessee? Do I think it's gonna happen? I don't know. Is it the plan? No. Certainly is not. But would we say no to an amazing opportunity that allowed us to grow and create this legacy and, and culture and serve our clients?

Yeah, we'll consider it a hundred percent. And I think that's where the six of us, meaning the, the governing body of the firm, the six partners. I think that's where, even if we disagree on the details, I think that's where we are always in agreement. If it's best for the firm and best for the clients, we're gonna be unanimous.

Just that simple.

and I, and I enjoyed that Sushi, A week or so ago.

Adam Marshall: No, that place is great. It's my favorite spot.

Jonathan Hawkins: Yeah. So, if anybody out there wants to get in touch with you, what's the best way to find you?

Adam Marshall: I am slavishly responsive, so email is fine. Text messaging is fine. Phone is hard because if I'm doing this or in a client meeting, it's harder for me to see that someone's trying to get me. But email or text is great.

Jonathan Hawkins: Well, careful giving out your cell number, but if you want to give out your email or your website, you can do that.

Adam Marshall: Yeah. The website is Lorium Law, LORIUMLAW.com and my email is just a Marshall Amarshall@loriumlaw.com

Adam Marshall: No thank you. I really appreciate it. It was fun.

OutroUpdatedWebsite-1: Thanks for listening to this episode of the founding partner podcast. Be sure to subscribe on Apple podcasts, Spotify, or wherever you get your podcasts to stay up to date on the latest episodes. You can also connect with Jonathan on LinkedIn and check out the show notes. With links to resources mentioned throughout our discussion by visiting www.lawfirmgc.com. We'll see you next time for more origin stories and insights from successful law firm founders.