Webinar Recording: Cliffs Notes™ from Marketing Partner Forum 2025

At our February 11 webinar, “Cliffs Notes™ from Marketing Partner Forum 2025,” Principal Megan Braverman discussed key takeaways from the conference, including:

• State of the legal market, and what do GCs want?
• Creating and nurturing a comprehensive referral program.
• AI’s role in law firm marketing and thought leadership.
• Recruiting, retaining and motivating high performing teams for business development.
• And much more!

Watch now to hear Megan’s insights.

Download the webinar PowerPoint slides.

Read the webinar transcript below.

Hello everyone and thank you so much for listening.

Take a look at this slide, hopefully everyone can see my screen. I put my notes from Marketing Partner Forum into ChatGPT and I asked it to provide me a list of about 10 or 15 words to describe what was discussed at Marketing Partner Forum and this is what it spit out. I know every single person listening would say that at least five or more of these things concern you maybe you’re wondering if you have a good hold on these things maybe you’re concerned about getting buy in for something that you’re confident will work. Maybe you’re seeking creative ideas to solving the same problems. I like to call this the change conundrum. This is not a new term. We are facing immense and complex challenges due to just the rapidly changing world that we live in today and law firms are grappling with this change conundrum – AI pricing shifts client demands the huge economic and competitive pressures that we’re all feeling all while having a new federal administration, economic uncertainty and the challenge isn’t just keeping up, it’s also knowing where to focus. That’s why conferences like Marketing Partner Forum matter. They give us insights and reassurance and that’s what I hope to do to today through these key takeaways at Marketing Partner Forum.

Quick introduction my name is Megan Braverman. I’m the Principal and Owner of Berbay Marketing & PR. We specialize in working with law firms. This is my 13th year doing this presentation and I really enjoy giving recaps, specifically from this conference. I think it’s one of the best legal marketing conferences out there and I always love to give some takeaways but I’m also going to be shedding some of Berbay’s knowledge on our experiences with what was discussed. Please feel free to ask questions in the chat or ask questions afterwards. I’m happy to talk with anybody offline.

To start always at the center of Marketing Partner Forum is the state of the legal market panel and this stems from the Thomson Reuters report. The report this year is called embracing change in the era of innovation. I don’t know if anybody has read this report. I’ll give you kind of the overarching high-level view of the report. It basically highlighted that there’s just this increasing shift of law firms toward the business-driven model emphasizing the need for alternative pricing structures strategic talent management and technology adoption, so while firms saw a strong profitability in 2024, which is what this report said, there’s lots of challenges. There’s rising operational costs; there’s evolving client expectations and also of course, the transformative impact of generative AI and just the demand that law firms continue to innovate.

What was a little bit different this year is that the panel touched on some of these things in this report but it was more about how GCs and law firms can work better together, so I just encourage everyone to read this report I think it’s always good and some good takeaways but the panel itself really focused on GC-law firm relationships which I know is always on everyone’s mind. I wanted to just address some of the key challenges that are facing the legal market, and this is not just the legal market, but many markets. First of course is the federal administration changes and that impact on clients. I think as we all know political shifts can significantly impact legal strategies especially in regulated industries. Firms really need to stay proactive in anticipating and guiding themselves through these transitions but mostly helping clients through these transitions. DEI upheaval, lots of firms are reassessing their commitments to DEI and the pressures and navigating DEI in a way that aligns with both the firm’s values and legal compliance.

And then of course we can’t not mention AI. So AI you know we’ve all been talking about probably on a daily basis. It’s expected to reduce some routine legal work, it impacts the billable hour model. Really law firms need to take the lead in responsible AI adoption and client education. I found it interesting that while law firms are investing in AI,

they’re still not having a conversation with their clients and one of the GC panelists said clients are not driving these conversations the clients themselves with the law firms but they’re curious. Clients want to embrace it in ways that are responsible and helpful and they want dialogue on it so they want to see law firms demonstrate their curiosity here so those were the legal key challenges in the market I want to talk about some evolving market trends.

So the first which is really a trend noted at MPF for many years is just the expanding role of general counsel. You know GCs are now deeply involved in reputational risks corporate affairs government relations. They’re expected to have this enterprise-wide lens and this is critical because they’re really they need to see across

the entire organization. They need to be more business-minded. They’re expected to contribute as much as other GCs or leaders and oftentimes they’re a spokesperson for the company so one of the GC panelists really just said that this expanded role has really made it harder for them to prioritize so one of the demands from outside counsel is how do you prioritize all the issues and things that they’re dealing with so that’s sort of one piece. The other piece is mobile demand and cost sensitivity, again this is a theme that I’ve seen at Marketing Partner Forum for some years but you know clients are really looking for lower cost options there’s an increased willingness to use lower cost options but clients still prioritize expertise so whether that’s subject matter knowledge local expertise the thing is the GCs, they have new needs, they have many new needs that arise or develop and that’s really what they think about what decision makers think about.

The other shifting piece is the business, the law firm business model which I mentioned earlier. You know the billable hour is under pressure alternative pricing is gaining traction while profitability is up as you saw in the Thomson Reuters report. You know there’s also a lot of challenges. AI is pushing firms to rethink the way that they do delivery and pricing models.

Then the last is the challenge of technological debt which I think I could do a whole webinar on this but firms that delay tech adoption are going to really struggle to remain competitive. Investment in AI. Investment in Knowledge Management and efficiency tools is a necessity not a luxury. So what do GCs want from law firms, again this is what MPF always addresses on their state of the legal or GC panel and the first is always the tried and true – you have to have a deep understanding of their business and trust that that’s the bedrock and that’s what they say time and time again the best relationships come from having intimate knowledge of their business. One GC put it best which I put at the top of here is like make them forget you even have other clients.

The second key piece of what clients want from law firms is practical, tailored support. Solutions should be actionable, not just legally correct. Regular conversations with clients are essential, and this is separate from simply being a good lawyer.

For example, consider a “win-learn-change” conversation, especially in the context of market changes. With so much uncertainty and rapid shifts, clients want to hear from their lawyers—what are you thinking, and how could this impact me? Christina Lawson, the managing partner of Hanson Bridgett, shared an insightful example. Her firm held a retreat where a policy advisor spoke about the California landscape. The presentation was not legal in nature, yet it was highly informative. Afterward, the CMO conducted an exercise, asking everyone to name clients who would be affected by something in the presentation, consider the potential impact, and identify the challenges. This “connect-the-dots” approach helped translate real-world developments into actionable insights for clients—an excellent example of practical, tailored support.

Another crucial factor is proactive relationship management. While not a new concept, it remains a tried-and-true practice. General Counsel (GCs) expect law firms to be proactive; they don’t want to chase their lawyers for updates. One panelist emphasized that with so many options available, making clients follow up is simply poor client service.

There is also renewed interest in returning to in-person engagement rather than relying solely on Zoom calls. One panelist mentioned celebrating a win as an example of meaningful in-person interaction. Additionally, internal law firm politics are more visible to GCs than firms may realize. For instance, firms that do not have origination credit policies create a noticeably different experience for clients. When origination credit isn’t a factor, GCs don’t have to worry about who to call, streamlining the process. Clients are increasingly asking firms to be proactive in navigating not just legal issues but also the firm’s internal dynamics.

As Brené Brown puts it, “Clear is kind.” Direct feedback strengthens relationships. If a relationship is strong, honest feedback won’t be difficult; if you want the relationship to last, it is absolutely necessary.

Additionally, GCs can be excellent referral sources. Staying top of mind through alerts and insights can yield significant benefits. One GC noted that while they don’t currently use certain law firms, they still receive client alerts and presentation opportunities from them. As a result, they often recommend those firms based on their insights, even without having worked with them directly. This highlights the importance of maintaining visibility and engagement, as GCs can serve as valuable referral sources.

Now, let’s explore strategies for developing and enhancing referral programs, applicable to both small and large law firms. Many firms generate a significant portion of new business through referrals, making it a key driver of sustainable growth and client acquisition. This is something Burb has successfully implemented for several clients, achieving substantial ROI.

The panelists discussed the critical strategies for building a successful referral network and program. One of the most effective approaches is active participation in association networks. Practice-specific or state-specific associations can significantly expand a firm’s professional connections.

For example, panelists from Butler Snow and Parsons shared that they have embedded multiple team members in various associations, including leadership roles. They also assign someone to oversee the entire process—a “quarterback” of the referral program. Having a dedicated coordinator is critical to the success of these initiatives.

Additionally, what a firm puts into these organizations is what it gets out of them. Consider ProVisors, a well-known referral networking organization, particularly prominent in California and Boston. The value gained depends on active participation—attending one meeting per month is unlikely to yield substantial benefits.

Not all firms prioritize association networks. John Sterling of Chapman and Cutler shared that while his firm does not heavily engage in associations, they have developed a strategy for penetrating large organizations, such as banks. They achieve this through targeted initiatives like lunch-and-learns, which help introduce them to new contacts.

Both Parsons and Chapman have also implemented “turbocharged” events—bringing together all their existing clients and referral sources in one room to maximize networking opportunities.

In the same vein, what you put into it is what you get out of it. I think referrals are very difficult to assess in terms of ROI. It’s not a one-touch approach—you may have a very successful event in terms of attendance and branding opportunities, but so much follow-up is required.

Again, don’t think you’re going to have an event and then immediately have a referral program. The third piece is to always make referrals part of the strategic plan. Your referral structure and program must be integrated into strategic planning for both practice groups and individuals.

For example, many law firms have a partner business plan process where they identify existing clients and prospects. You also need to identify referral sources. This is simple yet highly valuable. One of the panelists said, “If you don’t know where you’re going, any road will get you there.” Having a strategy around your referral program is key.

In terms of implementing a structured referral program, intake is crucial. You have to start there. Many firms make it mandatory to track the source of all new clients, including both inbound and outbound referrals. Outbound referrals can position your firm as a valuable resource and encourage reciprocity.

For example, when Butler Snow conducted a client listening program, they found that clients overwhelmingly wanted firms to connect them with others. Law firms need to act as connectors. At every level of intake, you should be tracking new clients using a CRM system to monitor referral sources and interactions. A CRM can record, track, and analyze data, and this process should not be overcomplicated.

I liked what the representative from Parsons said—they built a tracking system from scratch that can be completed in under five minutes with minimal fields. When thinking about tracking, make it easy.

Another important aspect is having a program champion. Like a quarterback, appoint a dedicated individual or team to oversee the referral program, ensuring consistent communication and follow-up. Training, mentoring, and incentivizing are also critical.

Firms should provide training programs on network management and growth for attorneys at all career stages. One panelist said, “Training should be for all ages and all stages.” It’s crucial to start early and establish benchmarks. For example, associates should be expected to connect with alumni and contribute to thought leadership pieces.

Firms should also establish mentoring or shadowing programs to help less experienced attorneys build and manage their networks effectively. Additionally, referral programs can be tied to bonuses or compensation. Some firms even gamify the process, such as giving associates origination credit for referral sources they bring in.

Developing a successful referral program requires deliberate effort, strategic planning, and continuous relationship building. However, law firms of all sizes can benefit and drive sustainable growth.

Next, we delve into data. This section includes insights from the data analyst and market insight specialist panel. In addition to AI, data is one of the most discussed topics. Don’t worry—we’ll cover AI later.

This panel focused on integrating intent-based marketing tools and effective data management strategies for law firms. Many of you are probably familiar with intent-based marketing strategies. While the panel did not go into depth on this topic, it’s worth noting that during and after COVID, clients became increasingly selective.

They were overwhelmed by the surge of emails and unsolicited calls, necessitating more precise marketing approaches. Many intent-based marketing tools have emerged to address this challenge. By analyzing potential clients’ behaviors and engagement patterns, these tools help law firms identify individuals actively seeking legal services and anticipate challenges that align with the firm’s expertise.

While intent-based marketing is rising, data management remains a major challenge. A recurring theme from the panel was the struggle with “dirty data” and the absence of a centralized data repository. Inconsistent or outdated information plagues many firms, hindering marketing efforts, client outreach, and even strategic decision-making.

A humorous moment during the panel came when Monica Koshy from Gunderson shared her experience. She was paired with Shade Vaughn from Akin Gump, a much larger firm. Initially, she assumed that Akin Gump had data management completely figured out. However, she soon realized that even large firms face the same challenges. This reassured many attendees that firms of all sizes are navigating similar issues.

One panelist remarked, “Nothing works well or right with our data, but at least it exists.” This sentiment resonated with many in the audience, highlighting the widespread struggle.

So, what are the strategies for effective data management?

1. Conduct a comprehensive technology audit. Start by inventorying all existing technologies within your firm. Assess whether they are being utilized effectively, and identify underused, overused, or redundant tools. Use the data insights you already have to advocate for better tools.
2. Implement a centralized data repository. CRMs and platforms like Power BI can create unified data dashboards. Many firms struggle because their data is scattered across multiple platforms. Centralizing this information enables more informed decision-making.
3. Establish a data integrity task force. Given the widespread issue of dirty data, many firms are forming dedicated teams to maintain data accuracy. This group should also develop a glossary of terms to ensure consistency across the firm.
4. Promote a culture of progress over perfection. Encourage teams to work with existing resources and implement test cases to identify effective strategies. The pursuit of perfection should not impede progress.
5. Invest in internal training programs. Increasing comfort with technology among legal professionals is essential. Firms should provide training that combines AI with human intelligence, enabling attorneys to use data effectively in marketing and decision-making.

Ultimately, the key is leveraging technology to understand client intent while maintaining a clean, centralized database.

Now, let’s talk about AI. It’s impossible to go a day without hearing about it, and it has become woven into the fabric of our world.

One of the first panels I attended focused on AI. While most law firms remain cautious about fully integrating AI into their operations, their concerns revolve around data security, ethical implications, and unfamiliarity with the technology.

A few key takeaways from the panel:

1. AI as a catalyst for idea generation. Rather than seeking direct answers, use AI to generate insights. AI can analyze vast amounts of data to identify emerging legal trends, suggest topics, and propose strategies. However, these should be treated as starting points, not final answers.
2. The importance of effective prompting. The quality of AI responses depends on the quality of the prompts provided. Those skilled in crafting prompts are called “power users.” Most of us are beginners, but refining prompts can make a significant difference. For example:
   • Generate five solutions to a problem from the perspectives of a lawyer, entrepreneur, CEO, CMO, and engineer.
   • Plan a 7-day content strategy for LinkedIn, including post ideas, hooks, and calls to action.
3. The sandbox approach to AI integration. This approach allows firms to experiment with AI in a controlled environment. Platforms like Jasper and Claude enable users to test AI capabilities without incorporating inaccurate or irrelevant web data.

Let’s say one of the audience members was using AI to develop a go-to-market strategy or gain insights from an email marketing campaign. For example, you can input all relevant firm data into an AI sandbox, and that will be the only information the AI uses to generate insights. For those unfamiliar with this approach, it’s a fantastic way to expedite various marketing processes.

One audience member shared how they used this method to rewrite 250 bios efficiently. This sandbox approach allows firms to maintain control over the information AI leverages while streamlining content creation.

There are AI-driven tools like Leopard Solutions that offer comprehensive research capabilities, which can significantly enhance attorney recruitment and market analysis. Many law firms still rely primarily on traditional recruiters, but it would be advantageous for firms to choose recruiters who leverage AI-driven platforms.

Asking recruiters for market insights can provide a competitive edge in talent acquisition. This trend is expected to grow as firms realize the benefits of AI-enhanced recruitment strategies.

A major concern surrounding AI is balancing efficiency with authenticity. This is especially relevant in the creative writing and legal industries. While AI can streamline content creation and client interactions, preserving a firm’s unique voice and personal touch remains crucial.

During a discussion, one audience member expressed skepticism about AI-generated podcasts, questioning their authenticity. A panelist responded with an interesting comparison: “Isn’t your headshot photoshopped?” This highlighted the evolving comfort levels with digital augmentation. We accept some enhancements while remaining hesitant about others.

The panelists shared several AI tools worth exploring:

• Notebook LM: This tool helps generate content, such as podcasts, based on minimal input.
• 11 Labs: Specializes in voice cloning, enabling firms to create AI-generated voicemails, podcasts, or marketing materials using a familiar voice.
• Slides AI: Automates the creation of presentations. However, one panelist noted that their initial attempts with the tool yielded poor results, suggesting it still requires refinement.

The next topic focused on advanced organizational strategies to foster high-performance teams. Many firms struggle with poor hiring decisions and unfilled key positions, leading to inefficient workflows.

The panel explored how CMOs are adapting client teams and emphasizing the role of human capital in shaping effective legal services.

One panelist introduced the Triple C Approach, a framework designed to enhance team dynamics. Each “C” represents a progressively deeper level of teamwork:

1. Coordination – Organizing efforts by structuring tasks and responsibilities. For example, in a large litigation case, different teams (research, documentation, trial attorneys) must have clear assignments and deadlines.
2. Cooperation – Working together while maintaining individual responsibilities. This requires open communication, shared resources, and mutual support. An example would be attorneys from different practice areas sharing insights to help a colleague prepare for a case, even if they are not directly involved.
3. Collaboration – The most complex stage, where individuals actively work together, share responsibilities, and innovate collectively. For example, a law firm’s business development and marketing teams could collaborate to create a new client outreach strategy that blends legal insights with marketing tactics.

An integrated team consists of individuals from different disciplines and departments working seamlessly toward a shared goal. Unlike traditional teams that operate in silos, integrated teams function cohesively.

A great example of this is Ballard Spahr’s real estate conference in Miami. Their team structure included:

• A quarterback responsible for overseeing the entire event.
• MarTech & Business Development teams handling conference data and identifying key networking opportunities.
• PR & Branding teams managing event promotion.
• Alumni and client engagement teams facilitating post-event follow-ups and pitches.

By assigning clear roles across departments, the firm fostered a collaborative sense of ownership, ensuring a successful event.

A recurring theme was the necessity of a quarterback—a leader who drives the process and ensures that all moving parts align. Without a dedicated quarterback, these efforts risk falling flat.

1. Increased Efficiency – Reduces redundancies, improves workflow, and eliminates silos.
2. Improved Problem-Solving & Innovation – Encourages knowledge-sharing, leading to more creative solutions.
3. Enhanced Flexibility & Adaptability – Teams can quickly adjust to market changes and client needs.
4. Stronger Collaboration & Employee Engagement – Team members feel valued, boosting morale and job satisfaction.
5. Better Client & Stakeholder Outcomes – Clients receive more comprehensive solutions when multiple areas of expertise collaborate.

One presentation included a data visualization of integrated teams, mapping client names against practice areas. The darker squares indicated higher work volume, showcasing how different teams engage with specific clients.

For example, a Tech Client showed significantly more collaboration across various practice areas than other clients. This reinforced the idea that integration leads to better service delivery and efficiency.

The more integrated your work is, the better you can serve the client. Integration also helps identify opportunities. For example, if you have a tech client, how do you get more life sciences work from them? A prospect recently asked me what makes our partnership successful. I emphasized a more integrated approach—the more opportunities we have to solve multiple marketing needs, the better the overall success. These things don’t happen in silos, and it’s crucial to work together. This was a great demonstration of how an integrated client can look in terms of hours spent by practice area, based on a real example from one of the panelists.

I also wanted to touch on identifying growth opportunities. This insight comes from a combination of several panels, but I felt it was important to consolidate the key points. We discussed how data can be useful in spotting expansion areas. If a client already works with your firm in multiple areas, exploring adjacent services they may need is a natural next step. There are other ways to evaluate client growth potential—assessing whether a client is positioned for expansion, whether they are a personal client of an attorney, a practice group client, or a firmwide client, and whether their needs extend across multiple practices or offices.

One panelist suggested focusing on deepening 10 relationships rather than spreading resources thin across 200. This is sound advice—it has to be manageable and bite-sized. If you’re looking for low-hanging fruit in growth opportunities, that’s a great place to start.

There were extensive discussions around client teams. While client teams are meant to foster integration, many only focus on updates and aspirations rather than driving actionable growth. I repeatedly heard that client teams are “great, but they don’t really work.” However, when structured and implemented appropriately, they can be highly effective. One panel was solely focused on making client teams better—it could be its own webinar. Some professionals specialize in optimizing client teams, and their expertise is invaluable.

Advanced collaboration leads to stronger client retention. True collaboration cements a firm into a client’s operations, making the relationship indispensable. To achieve this, firms must invest in partner skill sets for client collaboration. This requires leadership and relationship-building skills, which take time and investment but yield long-term dividends. One panelist posed an important question: “Who are your most important clients, and what are you doing to protect them?” This bite-sized approach helps identify low-hanging fruit for growth opportunities.

The role of the relationship partner is critical. A strong relationship partner must be both willing and available. They should not only want to lead but also have the necessary skills. Firms must assess whether their relationship partners are strong—do they have respect within the firm? A book of business credibility? A broader perspective beyond their own practice area? A general counsel (GC) on the panel stated that relationship partners must “walk the halls of their clients.” If you’re not doing that, do you truly know your client?

Training relationship partners is also essential. Not every attorney naturally excels at relationship management. Firms should provide targeted training to help partners develop leadership skills. Encouraging knowledge sharing within client teams or departments leads to more comprehensive client service.

Now, shifting to two interconnected topics shaping the legal industry: executive talent retention and multigenerational workforce dynamics. Law firms are evolving, and understanding why lawyers move, how to attract talent, and how different generations approach work is key to building sustainable firms.

There has been a significant decline in firm loyalty—gone are the days of “firm lifers.” Lawyers are moving more frequently than ever, especially in the last decade. A survey ranked the top reasons attorneys leave firms:

1. More attractive positions or better opportunities (which means different things to different people).
2. Unhappiness with firm culture.
3. Unhappiness with firm leadership.
4. Compensation (interestingly, this ranked last).

Culture and growth opportunities seem to matter more than money when it comes to partner recruiting and retention. One effective strategy is to ask the hard questions upfront—why are they really moving? Many feel undervalued. For instance, one partner said a bigger marketing and business development budget would make them feel more valued.

Your people are your best recruiters. Firms need to train and empower current attorneys to attract top talent. For smaller firms that can’t compete with larger firms on compensation, showcasing meaningful work can be a strong differentiator. One law firm effectively uses Instagram to target law students, tailoring its content exclusively for recruiting.

Onboarding is a make-or-break moment. A range of people should be responsible for integration, as nothing dampens enthusiasm more than a messy onboarding experience. One panelist recommended cross-pollination—having laterals work with a partner from another office within the first 30 days. Internal cohorts can also be developed, similar to “forced fellowships.” One firm groups laterals by year, ensuring they connect and integrate properly.

Measuring long-term success is crucial. Firms should analyze data over time to identify the most successful laterals and why they thrive. At the end of year one, laterals should be interviewed to assess whether the firm is meeting their expectations.

Understanding and engaging different generations is essential. One size does not fit all. Lessons from one generation do not automatically apply to the next.

For example, when I was a young professional, I was told that effective business development meant taking clients golfing. But I didn’t know how to golf and had no interest in it. Looking back, I’ve never taken a client golfing—because that’s not my approach. What worked before doesn’t necessarily work today.

Generational experiences and stigmas differ.

• Gen Z (1997–2012, ~20% of the workforce): Less loyalty due to job market instability (e.g., COVID layoffs), more socially awkward from isolation, and they expect real-time communication rather than assuming “no news is good news.” One Gen Z panelist shared how she was working tirelessly on a case but never considered calling the partner—she only texted and emailed. This generational difference in communication expectations is key.
• Millennials (1981–1996, ~40% of the workforce): Value flexibility, balance, and career development, sometimes clashing with traditional norms.
• Baby Boomers (1946–1964, ~7% of the workforce): Often equate success with endurance. For example, they might question why a Millennial leaves early to have dinner with their family when they themselves stay late.

Every departure is an opportunity to reflect on firm culture. Leaders must evaluate their biases. For instance, an associate went on vacation but didn’t notify the right people—was that poor judgment or a lack of clear norms? In this case, it was the latter. Similarly, firms with unlimited vacation policies often fail to communicate expectations, leading employees to take little to no vacation.

Two-way mentorship and communication help bridge generational gaps. Structured mentorship programs that showcase small wins, encourage active feedback, and facilitate real-time communication strengthen firm culture and retention.

Many firms are enforcing a return to the office, but one of the panelists mentioned that employees are spending their entire day in Teams meetings, raising the question of how to bring back true in-person collaboration. Work-life balance has become increasingly blurred, making it essential to find ways to foster a healthier balance.

One approach is to integrate family-inclusive events. For example, if a firm is hosting an event, consider inviting employees’ families to create a more inclusive atmosphere. Additionally, setting clear expectations around after-hours communication is crucial. If an email is sent at 10:30 p.m. on a Sunday, does that mean a response is expected immediately, or is it simply a way for the sender to clear their mind? Clearly communicating these norms can help avoid confusion and unnecessary stress.

That concludes the presentation. I hope you found valuable insights in today’s discussion. Given the time constraints, it was challenging to cover everything in depth, but I would be happy to continue the conversation. If you have any questions or would like to discuss any topic further—whether during this webinar or privately within your firm—please feel free to reach out.

Additionally, I encourage you to check out our blog, where we regularly write about these subjects. If there’s a specific topic you’d like to explore in greater detail, let us know—we’d love to share our knowledge and insights.

Thank you so much for attending today. I truly appreciate your time and engagement.