Eda Rosa is the driving force behind Eda Rosa LLC, a legal consulting company specializing in operations management and staff training. With over two decades of experience aiding attorneys nationwide in efficient caseload management, creating reliable legal education programs, and improving client relationships, Eda founded Eda Rosa LLC on the principle of universal professionalism. Through her operational analysis plans and strong work ethic, she’s saved firms millions while achieving optimal legal case outcomes. Eda’s background includes 15 years as a paralegal in Florida, which inspired her to establish her own venture in 2017.
She’s the host of the Let’s Talk Paralegal podcast, author of the Let’s Talk Paralegal book, and an active member of organizations like Lean In and Namati Global Legal Empowerment Network. Eda’s ultimate goal is to foster positive change by equipping legal professionals at all
levels with essential skills for their career growth. She achieves this through webinars, podcasts, one-on-one sessions, speaking engagements, and online courses via Eda Rosa LLC. Her constant commitment to learning and embracing growth defines her philosophy.
Want to watch instead? Check out the video below!
Do you prefer to read? Read The Transcript Below.
Interview Transcript
Casey
Welcome to the Lawyer Mastermind podcast. Today I’m delighted to welcome eda Rosa. Ed is the CEO of paralegal eda Rosa, renowned for her expertise in paralegal services and legal staff training. Her impactful training programs have significantly helped law firms boost profits, retain top talent and satisfy clients. Thanks for joining me today, Etta.
Eda
Thank you. I love it. Yeah, so thank you for having me on.
Casey
So today we’re going to be talking about effective staff training and how that’s kind of a game changer. I’ve worked with a lot of attorneys over the years and I think whether their attorneys or not, people struggle with managing and staff training, all the things that come with that. But can you start by just giving your high level overview of why that’s so important?
Eda
So we tend, as business owners, and I’ll include myself in this conversation and in this synopsis, but as business owners, we tend to focus a lot on marketing, right? Making sure our marketing is on point, our brand is on point. We tend to invest a lot on softwares to help us seamlessly do our processes and create SOPs and KPOs and all the good stuff that comes in with running a business, right? Making sure that we have the right tools in order to succeed and scale and grow, but we fail sometimes on the implementation, much like everything else in this world. But we all have a list of, to-dos, ambitious goals. We all have a designation, but we don’t know how we’re going to get there, and your team is the heartbeat of all of that. So we invest and we do all the things, but yet we’re not including the people that are going to implement all those things.
So when you invest in marketing, for example, you’re hopefully, if the marketing’s done correctly, you’re going to get an influx of potential clients who’s going to handle that? How are they going to handle that, and are they even capable of handling that? So before you go on and invest on all these beautiful things that help us succeed and grow and get to what we need, we need to make sure that the team is going to be ready for it, that they can handle this new business, this new influx, the growth and the scaling, and making sure that we have the proper people in the proper positions. That is key.
Casey
Yeah, absolutely. And I think that just inherently, I think especially if you’re new to business and you’ve just started your firm, for example, you start thinking, Hey, look, the cases are coming in, we’re all good. It’s smooth sailing from here. There’s nothing else I have to do. The machine’s just going to run itself, and that never seems to be the case, is it?
Eda
No. And they don’t find the time to train them either. I’m not saying that it’s a law firm specific, because I have seen other businesses struggle with this, kind of like what you were alluding to before, but law firms just frankly do not have the time to train their staff and create these processes and everything. Even with my business as consulting and partnering up with these law firms, it’s like pulling teeth to get them to sit down and really go through it because they’re like, well, I have to be in trial. I have a mediation, I have this, and the key is time management is taking time, make the time. And that’s really what they lack. Sometimes they don’t understand the importance of investing time just so that you can get your time back because that’s really essentially what you’re trying to do. You’re trying to have that vacation where you completely just relax and plug off and assure yourself that your team has everything handled and everything is going to be okay. A lot of law firm owners struggle with that, and unfortunately that is a true reality for I would say at least 80% of law firms out there regardless of the size, because even the big dogs have their deficiencies.
Casey
Sure, yeah, nobody’s perfect. And it’s funny that you say that because I just had a good conversation, another podcast episode with Dan Warburton who kind of helps law firm owners help on the delegation side of things. So we were having some conversations there, but I think it’s important to go back a couple steps and let’s think about the why. How does effective staff training contribute to increased profits, for example? Because at the end of the day, a lot of people are just trying to grow their business and have that free time and everything. So how does training the staff help get you from A to B?
Eda
Yeah, so let’s just go with the basics. So on average here in south Florida, a lawyer charges around $450 an hour versus your litigating paralegal that can be more than capable of handling the litigation process. You’re probably paying them around $25 an hour maybe. If they’re really, really good and they do all the case briefs and they’re at their tail end of their career, at most, you’re paying them $65. So $450 with $65, let’s just use the max to max right there. You’re saving when they’re able to handle all of that, when they’re able to take on the strategies and the litigation, and all you have to do is QC it, quality control, all you have to do is review the information, and that cuts right there, especially if you are a law firm that bills per the hour. I know that I can see the concern there because they rather get that 450 and bill the client, the four 50, but they’re still doing attorney work just as in a paralegal capacity.
So there are ways to work around that because they’re still doing case strategies. What is considered attorney work, it’s not illegal. You’re doing attorney work, so you’re billing for the type of work, not the actual person that’s doing the work. And I think a lot of people miss the mark on that. You’re billing from the codes of billing. 1 0 1 is administrative work, which is emails, faxing. If we do that anymore, phone calls, scheduling, things like that. Those are considered administrative stuff. Then you have the paralegal work, which is drafting, so we draft motions and hearings and things like that. Then you get to the third one, which is the one that brings in the most money, which is attorney work, which is case strategizing, legal research, all that good stuff. You need to have that and you need to make sure that all that happens, you know what I mean? And so understanding how to bill is really important, and if you’re having somebody else do it, you’ll make money and still make money and not lose money, if that made any sense. Because you’re still using your paralegal to do your work, which is essentially what we do anyway. Yeah,
Casey
Exactly.
Eda
So you can still charge because you’re still going to review the work and you’re still going to do the things. So there are ways around working with that, and that is a obstacle that we find ourselves explaining over and over again to these law firms that bill on an hourly basis with a retainer and then additional hourly rates. But if you’re not on a contingency, it’s a lot easier sell because you’re not making any money unless you settle. That’s where it’s different. That’s where the big difference is. So if it’s on a contingency, you definitely want to reduce automate tasks and delegate the out of everything, right? Because you’re not wanting to spend that extra time if it’s unnecessary. So just think of it that way. Just think of it as a contingency basis. What can you do in order to reduce your investment? You want to work on the business, not in the business. You just want to make sure that everything is running smoothly, QC everything, and have your life back because you didn’t open up a business to be in the business 24 7. That’s not why you did it. You did it so that you can be your own boss and you can do your own things and have the flexibility and have the schedule and have the freedom. And unfortunately, none of that is happening right now. And the only way you can have that is if you have a strong team.
Casey
Yeah, you’re absolutely right. And you said so many great things there. I just want to touch on a couple, actually, kind of the ending there I think was perfect that you were talking about, especially attorneys. They go out, they start their own firm, and they do it with freedom in mind, but they end up just creating their own job, and that’s the wrong way to do it. So what we’re talking about prioritizing our staff members in the key areas of training there, what areas should we focus on that are going to have the biggest impact on that bottom line?
Eda
Oh, intake. That’s where we miss the mark the most. We miss the mark the most on the intake. So when you are investing in the marketing and you’re investing in all the good stuff, the legal software and all of that, what is happening at the forefront of your law firm? We tend to see it in the backend where you’re closing cases and things like that, but you’re not going to get there if you don’t have a strong beginning. So a lot of law firms lack a really strong intake team, person contact, and those are the ones that are going to bring you in the most money because if they’re not converting clients, then you’re done, but you won’t have clients. So understanding that your intake has to be the strongest, they’re the first ones that are going to communicate with people with these clients, whether they’re potential or not.
And so understanding that receptionist answering services, whatever that looks like, the forefront people, the first impact, the first people before, what was it? It was like the brick of motors. You’d come in. It was a beautiful lobby. So think of it that way, right? Think of it, the aesthetics. Think of a beautiful lobby, a really well dressed receptionist offering coffee and tea and this and that versus a broken door smelly office. You know what I mean? Oh yeah. They are going to buy into the experience. That is why I call it the hair salon or the barbershop effect. How do you choose your hair salon, your nail salon, your barber? It’s the aesthetics, it’s the experience. You receive the same experience over and over and over again, and hopefully it’s pleasurable. If not, what are you doing And the same results? So you’re getting the hair done perfectly how you want it, you’re getting your nails done, you’re getting your hair cut really nice and sharp. You’re getting your little tape whenever it is, while having great conversations in a beautiful, very comfortable setting for you. Whatever that looks like for you, it looks differently for everyone. So understanding the first impressions really do matter. I mean, there’s thousands of lawyers. How do you stand apart is by the way you provide customer service, and that is always at the intake level. Always, always, always, always.
Casey
Yeah. I mean, that reminds me of a couple things. One of ’em was just a conversation I had a couple weeks ago with a interesting setup for a firm where all the attorneys were responsible for all the intake. So all the calls that were coming in, they were basically taking a name and number, and then the attorneys had to field all those and find out if there were cases. And their big complaint was, yeah, we’re wasting all this time on all these irrelevant leads. And there were a lot of solutions to that, but I was just shocked that that was the way that they handled it in 2024. So anyway, that story came to mind. There’s so many ways around that it was just kind of mind boggling. But you’re right, a lot of people don’t pay attention to that front end and every interaction anybody has with your firm, that’s your brand. So just like I’m always preaching to people, your website is your store that’s open 24 7. You have to put your best foot forward there, but it’s the same for every interaction that anybody has with your firm because at the end of the day is your brand.
Eda
So let’s say you’re investing in your case marketing because it happens to me all the time. So obviously I have a great branding and I’ve confirmed this over and over again because every time I get on a call with a potential client or a paralegal that needs coaching, they’re like, oh my God, you are really nice. Well, that’s good. I mean, at least I’m matching the brand. But that’s a great example in really reflecting what we were just talking about, tying it up, right? Understanding that all your marketing efforts and all these things, it has to coincide at the time of contact because if not, you’re never going to convert these clients.
Casey
Obviously, if you are training your staff, if you’re keeping a players, that’s going to attract more talent like that too. So now that we understand the purpose of all of this, the why, how do we get practical here? What does it look like? I’m a law firm owner now, and I want to train my staff. Where do I start? What do I do?
Eda
Well, you hire us. No, I’m just kidding.
There’s little things you can do along the way before you start investing in consulting services and staff training. But first of all, get a strong software. And when I say strong, I don’t mean the shiniest thing out there. I mean one that is capable of integrating with all your other tools. So you have this one central communication center where everybody can place notes, add tasks, add emails. You really want something that’s very coherent and very flowy, very user-friendly. It doesn’t matter what level of tech people are, it’s super easy to understand. And so I’m not naming any names because I’m not being sponsored by any means, but you can go out there, you can start shopping around and you can start looking at what suits your law firm the most. So start with having tools that will actually support that, because what’s happening is in those tools, you can create intake forms which are super simple.
They’re not that complicated. Just typical questions, what you were just saying, the example about the lawyers taking those calls after they took the name and number, well that’s each. What are the common questions that those lawyers are asking in order to determine whether or not it’s going to be a feasible case, a case that’s suitable for the law firm? Write them down as you’re going, as you’re repeating yourself over and over and over again, what type of documents do you need in order to really determine how much your retainer is going to be, how long this is going to take? All these things, everything that’s in your head, just write it down and implement it in an intake form. And that way anybody can just go in there and answer it in a conversational way. I hate the q and a and we’re not robot.
Once you create this elaborate intake form, then you can have a stronger chance of actually getting a consultation with clients that are one, going to pay that are able to pay. That’s important, and two, right, and two that actually have a case worth litigating or protecting and defending. Because sometimes, unfortunately, we’re not able to litigate or protect or defend every single little case. So understanding that that is a reality. So training your staff on those things. Hey, these are red flags, these three things. If you see these three things, it’s a big no-no, we’re not able to do this. And you can even provide them with a state law statute, whatever it is that prevents you from litigating or pursuing that lawsuit, especially if it’s a big no-no, you definitely do not want to jeopardize the law firm or even the licensing of your attorneys.
You’re the lawyer this. So really start thinking and brainstorming and creating something again, take time to make time because this simple thing that will probably take you maybe even 10 minutes because you’ve done it over and over and over again, and then just create it on your legal software. And that way when you do have a really good lead, that lead is connected with an email and a phone number, and that can translate into reporting for administrators to review how many leads are we converting a month. So really having that strong software first and then implementing everything in there will have a trickle effect on everyone at the law firm in a positive matter. So start with the software and then work your way up.
Casey
And let’s say that I’m at a different level and I am working my way up. Let’s start talking a little bit about the consulting side of it. What does that look like?
Eda
So what we first do is we look at your numbers, we see how many cases you have, how many are actually closing a month, how much money is actually coming in. We just closed a million dollar case. Yeah, but how much did it take you? How much did it cost you to get that million dollars? Did you really get the million dollars
Casey
Asking real business questions now?
Eda
Yeah, exactly. Because if you’re saying that you settled the million dollar case, but you invested 2 million putting into account the time of your staff to be used experts, you got to pay them. They’re not going to do that for free. All this things they add up, how much did that actually cost you? We see this very common with personal injury law firms. They lose sight of, they’re not getting paid until they settle. They want to settle for the most. So they get the best experts, they get all this and they invest all this money, and at the end of the day, they get nothing because they’ve invested so much money in getting that million dollar settlement because it looks good on paper, but it doesn’t look good on the books. So really hitting them with a reality check is what we do first, because that’s the only way we’re going to get through the next step because how can we avoid this from happening again?
You got to hit ’em hard, but I have the solution, so here’s your problem, but this is how we’re going to solve it. And there’s plenty of ways depending on the formatting, how the law firm is, how big small, how many employees there are, where they are, are they local, are they virtual? Are they both? Do they, are they hybrid? All these things. There’s plenty of other solutions that we can do after that, but we have to run the numbers and see where your law firm stands now and to see if it’s even worth the investment of consulting, because honestly, we’re not cheap, but if we’re going to save you at least 10%, we’re increase your profits for the first year, 10% or 20% or 30%, then your return on investment looks good, but we’re not going to sell you on something that one we’re not able to provide because honestly, you can’t afford us. Even though you’re a half a million law firm, you’re not really making half a million dollars, you’re making 250,000. You know what I mean? Yeah. Really taking that consideration. Of course, we have smaller packages. We have a startup, we have a mid and high level, but it really just depends on where the law firm stands financially to see where we can actually increase profits, decrease in efficiency, which is why we focus so hard on staff training because staff training is not as expensive as consulting,
Casey
And that makes sense, and I think that’s a mental roadblock. If you’re going out and you’re looking for training programs or consulting or any of that, I think maybe it’s disassociation. It’s thinking that training can be costly, but really it’s an investment. So how do you balance that investment with the expected benefits? It sounds like you personally go through and you’re kind of providing that information upfront essentially.
Eda
Yeah, so it’s included in our initial consultation. What we do is we don’t just sit there and talk to you for 15 minutes. You have to go through an intensive intake form, which we’ve created, and we practice what we preach. Basically, we have to make sure that you are where we need you to be in order to actually provide you some benefits. We want to make sure that you’re actually going to benefit from our consultations. We’re not going to just take anybody and then take your money and then have bad reviews on Google and people talking bad about us on social media because they didn’t see the results or whatever it was. So our intake is pretty intensive. We ask not too much sensitive information. How many cases do you have? And these are typical questions that lawyers should know, but you’ll be surprised they don’t know.
We make ’em think, how many cases do you have? How many cases do you close a month on average? How much are those cases? We’re not really digging into your software yet, but we’re asking you questions to really make you think and really make you see your own numbers. We’re kind of guiding you as through the analysis that we would do anyway when we’re in person or when we’re actually hired and onboarded. So that is actually a great exercise for lawyers to come at a better mindset when they do choose to consult with us. You know what I mean? Because they’re already at a different mindset. The whole thing is, are you mentally prepared for this? Because this is a journey. This is not an overnight success story. Those don’t exist. So we’re going to guide you through the success. You’re probably not going to see this until a good year into it.
You know what I mean? You’re not going to get this. It’s not marketing where sometimes you’ll see the results within 90 days if you’re really hitting it hard and you see all these clients, and it’s almost like an instant gratification. Consulting is not like that. We have to undo everything that you’ve been doing for 5, 7, 10 plus years, and you’re not going to see the results in 90 days of something that you’ve been doing for five. It’s like a habit you have to get rid of. Got to. Yeah, and it has to build. So you won’t probably see the results instantly, but you will see them within, I would say realistically six months to a year. That’s when you’ll really see the big difference and really see where you are decreasing unnecessary costs by automating tasks. And you are increasing efficiencies, right? Because a lot of the times it’s just because the process has a lot of bottlenecks and it has a lot of inefficiencies, and it’s mostly because the staff is not trained and they don’t know that they need to do that thing because it’s still in your head.
Casey
Yeah, no, exactly.
Eda
Unfortunately, we haven’t gotten that technology where we can read minds yet.
Casey
It’s around the corner. It’s closer
Eda
Than we think, but we haven’t gotten there quite yet. So it’s really more of a mindset shift. First.
Casey
Do you ever use loom videos for training? Sorry, I was just thought about that, so I wanted to spit that out.
Eda
What is that? No, what is it? How do you spell that?
Casey
LOOM. It’s just a browser extension. Oh,
Eda
Loom. Loom. Oh, I thought you said Lynn, like Lynn University or something, and I was like, yeah, no, yeah, we do loom. We do those for teasers. Something like basic things like that so they can see kind of what we do and things. I mean, obviously we do NDAs. A lot of people come to us and they’re like, well, we want to speak to a prior client. And I’m like, well, I mean we can’t really do that. We just signed a contract. I’m like, I can’t do that, but you can look at our reviews and you can look at our testimonials and things like that, but can’t really talk to a prior client of ours that we signed an NDA on.
Casey
Yeah, so with staff training, I think a lot probably changes too, or maybe it doesn’t stays the same. Are you seeing any trends that anybody should look out for?
Eda
AI is definitely a big one. Of course, legal technology, really getting familiar with technological processes. So this is something that we hit hard a lot in our consulting because the legal industry tends to be very slow when it comes to progression, and if it wasn’t for covid, we probably wouldn’t have half of the things such as virtual trial or virtual depositions. Those are things that we should have had decades ago when the technology first came out, I always tell this story where I was litigating paralegal and I would go to trials with my lawyers and the outlets in the courtrooms. We still had to bring a converter so that we can actually plug in our new technology. That’s how outdated the courtrooms were, and this is where we actually had to try our cases. So really understanding that the legal industry is not really the best at progress, and so we have to stay ahead of that.
A lot of people are afraid of AI just because they don’t really know what it is. It’s just like anything else, anything new that has come out, everybody’s like, whoa, what is that? Is it going to take over our jobs? And yes and no. I always say the answer to that is, yeah, it depends anything else in law, but if you get ahead of the game and you start learning the technology and you start working with it, then one you won’t be afraid. Two, you’ll have job security because nobody else does it, and three, you get to be a better legal professional because now you have an extra tool that’s helping you be that better professional, right? Because we can have all the education in the world, which I’m all for legal education, but it’s not going to help you in making more money and grow in your career or growing your law firm. So understanding that there’s other things, other tools that we need to learn, such as legal software, AI capabilities, integrations, SOPs, everything that I just mentioned is what we really need to be focusing on because that’s what’s going to make us money, and that’s really what’s going to make us money in the end.
Casey
Well, yeah, there’s a long-term value there too. You build into something that’s sellable as opposed to maybe just a book of business too, if you’re actually building in those processes. So I love the long-term thinking, and there’s too many benefits to list outside of scale and better operations and happier clients and all of that. There’s just so much that goes into it. So I guess then as we get to closer to the end here, what advice would you give to law firms looking to implement or improve their staff training programs?
Eda
I always like to start with asking the staff because they’re the ones that are working day in and day out in your processes. They’re the ones that speak to your clients more often than not. They’re the ones that understand the lay of the land. They’re the ones that are seeing the inefficiencies and are working through those inefficiencies. So having a nice team meeting, maybe a luncheon, something more casual, not too formal, because you want to get your staff comfortable. You don’t want them thinking that they’re going to get fired or something like that. So really making it a very easy transition and more conversational. People are more open. This is psychology one-on-one, they’re more open to express their feelings when they’re not under fear. So understanding that you have to make them comfortable and that this is more of a conversational that you need to have with your staff versus, oh, we’re going to make changes and this and that and blah, blah, blah. It’s like, no, we’re not dictators. We’re here to learn. And there’s always room for improvement. I always say that. Everybody’s like, no, I run the best law firm. I have the best staff. I’m like, okay, I’m sure you do. There’s
Eda
No pride in this. Do they feel that way? Do you know their birthdays and their anniversaries and do they get these gifts and these appreciations and do you have staff awards at the end of the month or the year? Are they feeling that right? Do they know that? Do they know that they’re good and that they’re an A team and that they’re amazing and this and that? You know what I mean? Oh yeah. The conversation’s both ways start a conversation. It’s very simple.
Casey
Awesome. I love it. Eda, you had so much good advice in such a short amount of time there. There’s a lot of good nuggets that we’ll be able to extract from this. I’m confident of that. What are some key takeaways you, our listeners to remember, I guess, about the importance of staff training and then we’ll talk about how they can get in touch with you as well?
Eda
Yes. So your staff are your dream makers, understanding that they’re not just people that you pay to do tasks. They are people that are actually building, improving and growing the law firm. Without them, you wouldn’t be where you are today, and if you don’t feel that way, then you need some serious revamping and some serious analyzing. So to get to that point though, there is a lot of things that you need to do. I felt that way when I was a paralegal full-time. I was a paralegal for 15 years, which is why I got the nickname the CEO paralegal. It was just like I never felt appreciated, even though I got awards from our clients, which at that time were banks, which is really hard to get recognized with multi-billion dollar companies, but I got awards every year from our clients of best employee of the year, from a client, not from the law firm.
I received plenty of praise from the clients and the reviews on Google and everything were, if it wasn’t for eda, I would probably never have used this law firm. And there’s plenty of staff members out there that go through this. So investing in your staff in more ways than none, sometimes we miss the mark on that. And then you wonder why there’s so much turnover, why people are not motivated or ambitious. I get this all the time from clients, and I was like, I have a few ideas as to probably why, but we’ll assure that my ideas are accurate. Sometimes we get so lost in running the business and getting the numbers and finding the cashflow and making sure we make payroll and all these things as business owners in general, that we forget that these are humans, humans with families and needs and lives outside this law firm and treating them as much, you’ll see the drastic changes, the, oh, you know what?
You don’t have to pay me overtime. I’ll just stay. I’ve seen that before, not often, but I have seen that when people thoroughly enjoy and feel appreciated, and sometimes it’s not about the money. I’ve seen people walk away from six figures just because the environment was just so toxic. So sometimes it doesn’t matter how much money you throw at them or how many flashy benefits you give them, it’s not all about that anymore. These new breeds, what I call them new breeds of legal professionals, they want flexibility. They want respect, they want to feel appreciated. And it’s not that they’re going to get a gold participation trophy. That’s not what we’re asking, and that’s not what we’re talking about. We’re talking about if it’s a birthday, you give ’em a gift card from their favorite coffee shop. You see that they come in every morning from the coffee shop with a coffee or these little things, oh, you’re graduating. You give them a little graduation gift. Oh my gosh, that’s so great because in the end, when they’re graduating, it’s going to benefit you anyway because they’re learning more and they’re putting more under their belt. Understanding those little in-between moments and the importance of that will get you, your profits, your motivation, all the things that you’re lacking. Just like anything else, you have to invest. People are not just going to do it to do it.
Casey
You’re absolutely right. It sounds like you can help law firms with this journey. So obviously you shared a lot of great insight and a little bit into how you look at firms if you’re working with them, if somebody’s interested in learning more about you or working with you or just having a conversation with you about this to see if it’s a good fit, what is the best way to get in touch with you?
Eda
I would say LinkedIn, because I live on LinkedIn quite literally. I use it as text messaging and everything. I’m always on LinkedIn and I love it. It’s a really great platform. I’m not getting paid for this. This is free advertisement.
Casey
That’s the first time I’ve heard that.
Eda
But I have been able to build my business and get stronger leads through LinkedIn than anywhere else I’ve invested and I’ve invested in paid ads and all the good stuff. It’s just not as good as LinkedIn. So I would say hit me up on LinkedIn, follow message me, do whatever it is. All our information’s on LinkedIn, so if you want to look at our website, if you want to schedule a consult, all that is on the profile so you can get all the links on there. But I love my LinkedIn. I don’t know. I’ll never give it up. Hopefully they don’t go out of business. I really like ’em.
Casey
I think they’ll be around. We’ll go ahead and put your LinkedIn profile on the website and on the description as well and in the videos so it’s easy for people to find you. And again, I just want to thank you so much for taking the time to chat with me today. It was a pleasure having you on the show, and I can’t wait to follow you on LinkedIn and see more of your progress in the future.
Eda
Thank you, Casey. It was a pleasure and thank you for having me.
Casey
Absolutely. Thank you. Take care.
Eda
Bye
Casey
Bye.