Law jobs, law firms, law jobs recruiter




An Important Personal Video Message from the Founder of
BCG Attorney Search



Transcription:
Hi, my name is Harrison Barnes, and I'm the founder and CEO of BCG Attorney Search. First of all, let me tell you that I personally appreciate you coming and taking the time to spend some time on our site today and getting to know a little bit more about us. As a recruitment organization, I believe that we are hands down the best legal recruiting firm in the United States. As a matter of fact, I believe that we are probably the best recruiting firm in the United States. We make placements pretty much every single day of the week. Our placements are among some of the most important attorneys in America, including partners of Am Law 100 law firms and associates at almost every Am Law 100 law firm.

We're very, very good at what we do. And it comes down really to how we recruit as an organization, the way we work with candidates, and the way we work with law firms. And I think today that hopefully you'll take some time to watch this video and take some time to understand exactly what we're doing as an organization that makes us so much better and so much more effective than most of our competitors.

I think in order to understand BCG, the most important thing for you is to understand why the company was started. I'll give you a little bit of background in terms of myself and what really motivated me to start such an extraordinary company like this. And really, in my opinion, make a major, major difference in the way attorneys get jobs.

In the year 1999 I was a law professor, and I was practicing law at a major US law firm. At the time I realized after having practiced at another law firm before that and working for a federal judge, there was a lot of things about practicing law that I didn't like but also a lot of things I liked very, very much. But I ultimately made the decision.

I went home over Christmas break in 1999, I sat around at home and I was grading papers. I was also a law professor at the same time, and I said, this is not something I want to do in the long run. I don't know that I really want to work in a law firm. I got back to work, and it was maybe a January 3rd or whatever. The first day after the Christmas break and New Year's break. I gave notice, and a funny thing happened. The environment I was in was kind of a very formal WASPy environment, and no one in the firm really said anything to me until one day before my final day. I had given two weeks' notice.

The head of the office walked in on a Thursday, and he said, "If you're not happy practicing here," — after spending some time trying to talk me into staying — "then you really need to talk to recruiters and see what's out there. If it's just a firm that you're at that's making you unhappy or if it's the practice of law itself." And so I did.

I started calling recruiters. I found a lot of things, but everything I found was very, very disturbing to me. Most of the recruiters I called didn't even have offices. Voicemail would pick up all the time. No one was available to take calls. They didn't have receptionists. Many of them were in virtual offices and not really working. Then when I called them I'd be patched through sometimes by an answering service and then a cell phone. They tell me, we're trying on a dress at one in the afternoon or something. And I realized that there really wasn't a lot of seriousness to the whole thing. But what really kind of disturbed me at the time was I also noticed that most of these recruiters didn't really know how to do their jobs. By that, I mean they didn't know how to research the openings, they didn't know to put together good work product, and they really, really didn't know how to sell.

In terms of some background about my practice of law when I was practicing: I was practicing at that time with an attorney who had never lost a case. He'd never lost a case because of his research ability, but I didn't know that when I first started practicing. Like many young attorneys, I was very arrogant and I thought, "This is really cool that I'm working for this great attorney." What I noticed is I'd spend hours, in some cases I'd be up for three days doing research, on points that were totally inconsequential. I thought they were inconsequential. What ended up happening every single time was the more this attorney would research something, the more inconsequential points we would research, the more we would always come out on top and win the case. We would do things like we would go into the legislative record of cases, and we would look at what the purpose of a law had been when it was passed 30, 40, 50 years ago. And maybe how the courts misinterpreted it several years ago when they first adopted it.

Then we'd go and try to argue to a court, and the result was amazing because we always won every single case we'd get. So here I was, and I'd had a pretty distinguished time. I'd almost been a Rhodes Scholar, and I was on Law Review at the University of Virginia. I'd worked for a federal judge, and here I was talking to these recruiters who were out there trying on dresses, had answering machines, and didn't know how to do any research.

So then I started going out on interviews. When I went out on interviews I was actually more curious about the recruiters than anything else. Like, how did they operate? What were they doing? To me it seemed insane that here I might be sitting in Latham and Watkins or a big firm talking to them about working inside their law firm, and on the other side of the desk was a cover letter written on my behalf by a recruiter that had typos and misspellings running through it and run-on sentences. It made me look horrible. It made me personally feel like it was insane. I thought to myself, "How could somebody go so far in the legal profession, have all this experience, and have worked for such great attorneys when their career came down to dealing with people like this?"

And I was angry. Very angry. The more I learned about it and the more recruiters I called, the more I realized that there was something very, very wrong with the American legal profession, that people were dealing with these kinds of people. I started keeping track of all the openings myself, and I wrote them down. Like many anal retentive lawyers, I started keeping spreadsheets of all the information. I put them on a Palm Pilot, and I started keeping all this information about where I knew the openings were.

At the time law firms had started posting their openings on their websites, so I knew what the openings were. I would call attorneys a lot, recruiting firms, I would ask them what their openings were, and none of them knew what the openings were. Some would just say to send to every firm. Come up with these giant lists and say send to all these firms. Again, they weren't sending me the openings, they were sending me things that they didn't know if they were correct. I became angrier, angrier and angrier. The firm told me to look for a job and said, "Spend the next eight weeks looking for a job, we will keep paying you, and you can happily stay here," and that's what I did.

By the end of those eight weeks, I had several job offers, but I didn't want to take a single one of them. I'd been married in November of that year, I had my last day of work and everyone said, "Where are you going to work?" I had offers at different firms. One person I'd tell I was going to work at one firm maybe and another one the other. But what ended up happening is I sat down and I decided that really what I wanted to do is not practice law, that I was more interested in this recruiting because it just didn't make any sense how the whole market was operating.

It didn't make any sense that the people that were serving attorneys weren't good attorneys. It didn't make sense that every recruiter I was dealing with was a recruiter that couldn't get a job in any of these types of firms I was interviewing with. It didn't make sense. It didn't make sense that they didn't know how to research. It didn't make sense that the business was operated like a tiny little crappy business. And I hate to use language like that, but that's exactly what I was seeing. It didn't make sense. I said, "I'm going to start a recruiting firm." My wife said, "You're crazy." And I said, "No, this is something that I really, really want to do."

So what I did was I went into my garage, I started researching every single firm in Los Angeles, and I learned everything I could about them. I learned what kind of partners they had, what kind of schools they went to, what the practices were like. I learned every single thing I could about all the major firms in Los Angeles, and I started learning about the smaller ones. And what I discovered was — I spent probably six weeks doing this — I really, really learned everything I could. Then I started posting ads in different locations to get people to come in, I talked to a few people, networking and doing all the kinds of things recruiters do. I said, "I need to really understand this business even more." So I stopped recruiting and I just started putting ads out.

The reason I did that is because when I started trying to place different friends of mine and people that I knew, what I saw was very interesting. I'd call a recruiter and say, "Can you help me place an attorney at this firm?" And they'd say, "No, no that's a firm that I cold-call out of, they hate me. I could never place there." I'd call another one and they'd say the same thing. I might call five or six people and they would say something very, very similar.

I realized that what recruiters were doing is they were cold-calling out of half the firms in a given city, and they were placing people in the other half. And I thought, this is insane. Because what that means is if you go to see a recruiter in most cases, that recruiter is only telling you about half the jobs in the city. Or if a recruiter gets really, really hungry, they might start cold-calling from all the cities and get black-balled from them all. But a candidate doesn't know that when they approach a firm. A candidate doesn't know that at all.

So I realized that a recruiting firm, the kind of recruiting firm that I wanted to have and that I wanted to build…the kind of recruiting firm that would change the profession would be one that doesn't go out and cold-call from every firm, and, as a matter of fact, strenuously avoids it. Unless the firm that it is cold-calling out of absolutely, positively doesn't use recruiters. I believe that, that is the absolute best way to do it because I knew that if a candidate came to me I needed to give them the most job opportunities possible.

I started hiring people. I hired people to do research. I put them in my living room instead of my garage where I was working first thing. I hired people to do research before I even made any placements, and the reason I did this is because I wanted to know about everything. I knew that I needed to know about all the openings. The candidates I got by my advertisements were not good candidates, but it was all I had. What I learned back then, which is still true today in most respects, is that any candidate is placeable if you apply sort of the same logic that this attorney I worked for applied, which is research, research, research. It's not only research. It's a combination of people skills, salesmanship ability, and — let me say first of all that hardly any attorneys should be recruiters.

I've hired attorneys to be recruiters from Harvard Law School. I've hired some of the top two or three students from schools like that. I've hired people from every major popular good law school you can imagine. I've hired people that have worked at law firms that are ranked number one and two in the country. The thing is, being a recruiter is not just about being a good attorney. It's about having a certain kind of people skills, relational skills. Making people like you and doing all sorts of things that the average person can't do.

I started hiring people to do all this research. I took out a home equity loan. At the time my wife thought I was absolutely nuts and she used to get phone calls on the cordless phone. I'd see her walk out on to the front lawn of the house because she didn't want people to hear me. She didn't want me to hear what she was saying. She was basically telling her relatives that she didn't know what was wrong or what I was doing and it was nuts. But I believed in what I was doing. And I believed in the power of research and the power of the kind of work we were doing would really, really prevail. I believed that I couldn't be recruiting from half the firms in the given city. I needed to only concentrate on every firm because my candidates need to have all the options. I also believed that my work product was exceptionally important.

Let me just explain to you how most recruiters work. Frankly, if you send your resume to most recruiters, what ends up happening is they just fire out an email to a recruiting coordinator or someone inside a law firm, and it's insane. Because first of all the recruiting coordinator — it's been proven that only 70% of the email gets through in the country. 70% of email is going to be delivered. The other 30% is going to be blocked by spam filters, and I'm talking about email from businesses to businesses.

They'll email the recruiting coordinator your resume and say, "Here it is. Check it out. Let me know if you like them." Basically what they'll do is they'll charge 25% of the annual salary to the law firm if they hire you. Based on an email. Then they post an ad on Monster. The resume comes to the recruiter. The recruiter just forwards it on to the law firm. I think it's insane personally. And then obviously the recruiter gets rights to you, your candidacy for the law firm that they submitted to. I was seeing that and I was like, "I cannot believe that these recruiters…" Back in my day, fax was kind of the main thing that people were using. And I said to myself, "I cannot believe that these recruiters, that this is what's going on." Because every candidate that comes in has so much depth, so much meaning, and needs to be understood. That difference can make a huge, profound difference on whether or not that person's hired.

So I would talk to my candidates, and I would talk to them for in some cases hours, trying to find out exactly what they were like. I would research the firms, and I knew what they were like. Then I would do write-ups on my candidates that were in some cases over 20 pages. I mean it was a massive, massive effort that I was consistently putting in to make sure that my candidates were placed. I did it for over four months before the first placements started coming in.

Then they started coming in like crazy. They started coming in for firms just all over. This way of recruiting where you really go out and do the best job you can for your candidates really, really caught on. It really meant something, I think, to the law firms. I used to get calls saying, "We've never seen work product like this." "We've never had someone point out why this person is such a good fit for our practice area." "We've never had this." I want to be really clear with you. There's a huge difference between BCG and every other recruiting firm out there because this kind of work product just simply does not exist at other recruiting firms. This level of attempt to understand does not exist with other recruiting firms. We really make an effort on it. Today for example, we have proofreaders in house that proofread every piece of work product that goes out. We have extensive training for our recruiters, proprietary to what we do and so many things that we do, but the point is, is that the work product is paramount. I take it exceptionally seriously.

The company grew very, very quickly. Pretty soon there were tons and tons of people working in my house, and I was like, "This is ridiculous." We ended up moving into an office in downtown Los Angeles. The company kept growing. We opened an office in New York, and we opened one in Chicago. We just kind of kept going. I take business exceptionally serious, and I want to really, really have you understand how seriously I take it. I would actually go out and if we hired a recruiter and I hired a recruiter, I would make that recruiter physically move into my house.

Obviously I don't live alone, being married. Move into my house, and I would move them out to Los Angeles. It would be for a minimum of four months. That person would stay with me every second of the day. Watch how I recruited. We'd go out for dinner at night. We'd spend all our time together and really, really do our best to learn the business of recruiting at its very highest level, which is what we do. Then I would send those recruiters to different cities where they'd open an office. They would all do well. There's only been, out of all of the recruiters at BCG, very little turnover.

Every recruiter that's ever joined us with only a couple of exceptions has been a fresh person because they're coming directly from a law firm. The reason that's so important to me personally is because I want recruiters who it's kind of like a tabula rasa, who can be trained in our way of thinking. Because every recruiting firm out there with very, very few exceptions is producing that bad work product. They're not taking their work seriously. They're not doing their research. They're not investing the money. They're not doing the job the way I believe it needs to be done.

After several months of hiring new recruiters and starting offices, I decided that so much needed to done to really improve this business. I started developing databases that were online and using our own programmers, having that research done 24 hours a day. What happens every night is, we have another shift that actually starts at nine o'clock each night and runs until nine the next morning. People are researching job openings for our recruiters all night long. I decided that I needed to make sure we had every job, every single day. I also decided that the work that we were doing and every city in the country needed to have very, very, very good safeguards to protect each of our candidates. All the work that is done actually now is centralized and comes into one location and goes out from that location for the firms. I believe that that makes a huge difference.

I believe that recruitment at its highest level, which is what we do, is something that really inspires everyone that comes into contact with us. We have made growth a priority, but it's not something we really concentrate on. Today when we hire a recruiter, the people that you're dealing with have gone through massive, massive, massive hurdles. In terms of the people that we ultimately end up interviewing and hiring, it's like one out of maybe 25 or 30 people that we interview is ever even considered seriously for an offer. Most people are eliminated before that.

Then, in terms of the people that apply, it's well over 100 people that apply per interview we extend. We do psychological testing. We love to make sure that the person really does want to do recruiting and that they're the right fit. We also — and I believe this is really, really important — we only hire people that we believe that we could also place at the same time. When you're dealing with a BCG recruiter, in almost all instances you're dealing with an equal. We do have a few recruiters that aren't attorneys, but when they're not attorneys, they may have worked in a major law firm for 20 years as a recruiting coordinator. In one case, we have one of the first recruiters, probably the second or third legal recruiter in the United States, working for us. You need to really understand what kind of effort we're putting into our hiring and the processes of the people that we're bringing in.

One of the reasons we opened offices for BCG in other cities is not because we think it's glamorous to have offices all around the country. That's not it at all. The reason is, we want our recruiters to have close personal relationships with people that are in charge of recruiting in the different law firms in given cities. We also want them to know the market exceptionally well. We want them to know the ins and outs of law firms. We want them to have an in-depth understanding. When you're dealing with BCG, you're not dealing with a firm. If you're dealing with BCG in Chicago, that office in Chicago cannot send you to New York. They cannot send you to firms in Florida, Atlanta, or California. They're concentrating on their geographic area.

Which, in this case, would be Illinois, Michigan, Wisconsin, Minnesota. That focus works. It makes our recruiters make placements. Our recruiters make lots and lots of placements because of the methods that we follow. They do very, very, very well. All of our recruiters, I don't care what the competing firms are, they all tend to do much, much better than people in competing firms. I've often been told, "You should build BCG up and make it huge. You should try to do in-house placements." But that isn't, again, something that I personally would…it'd be a huge mistake.

If you're familiar with BCG Attorney Search, you know that our company has spawned businesses that generate tens and tens of millions of dollars a year in this profession. BCG is our most important company. It's the one that I personally have the most passion about because it does tons and tons of research. I think it's a very, very wonderful, beautiful organization. The reason, for example, we don't do in-house placements is because in an average city like Los Angeles, there's ten, fifteen thousand companies out there. Out of those of a decent size that could employ a general counsel, you're talking about an impossibility to really fully know the market.

If you're recruiter doesn't really know the market, you should be really, really concerned. If your recruiter doesn't have tons of backup researchers that are trained in a certain way, you should be really, really concerned. If your recruiter isn't operating in a major office in the city that it's in, you should be really, really concerned. Good recruiters spend money on overhead because they're committed to the work and they're committed to you. We own buildings. We own large buildings, have hundreds of people working in them. We own printers to send out your resume. We own costs close to a million dollars. We own warehouses.

BCG is not your average recruiting firm. As a matter of fact, there's nothing like it. We're a very, very strong organization that has the ability to put massive, massive resources into every little aspect of your job search. That's what's so important about dealing with us. I firmly believe that there's no better group of recruiters anywhere in the world than our recruiters. We train our recruiters. Our recruiters — in addition to training with me and training as a group communal atmosphere — the company trains them very aggressively. In terms of a communal atmosphere, we make all of our different recruiters in different cities sit in the same office in most cases because we want them to exchange information about firms each day. If you ever visit and you're in Los Angeles, stop by our office. It's a wonderful place.

We have desks lined up of people like writers and all sorts of people, forty, fifty spaces where people are doing research. More than that actually, probably sixty. We have a special room where our recruiters work that is kind of isolated from the rest of the area. Then, in my office I have a desk that I sit here, and there is another desk that is built in the wall where recruiters can sit and train. It's just that the level that we're operating on is fantastic, I believe. I'm very proud of it.

In terms of the training, every year our recruiters get together several times a year. We have every December — it's called BCG College. We've had that every year since our inception. We get together and our recruiters discuss very important significant topics dealing with the art of recruiting and legal recruiting specifically. We have presentations and awards for the presentations and awards for our recruiters. That event typically lasts a full week. It's typically hosted in Los Angeles each year.

In addition, our recruiters are all over. I go to American Association of Law School meetings and I'm meeting with deans. All of our recruiters are going to the NOW Conference. We're really out there putting up booths and meeting with the firms. As an organization we're really, really doing our best to really be out there in the community. Our recruiters, as I'm sure you've noticed, they write articles. We take this as an intellectual exercise. We need to be writing articles. Our recruiters are published in papers frequently. If you spend some time on the BCG website, and I hope you do, you'll notice that we really dive into the subject matter.

Many people have copied us, and that's fine. But the point is, is that we have a passion for what we're talking about and a real interest in it. When you're dealing with an organization who comes from the heart and who has a passion for the subject matter, that's what you need. If you were to go to the doctor and a doctor wasn't interested in medicine and just was kind of doing it because it was a good profession, is that what you'd want if you were sick? Or would you want to go to an organization that really, really takes its work seriously? I think personally that you would want to go to an organization that it takes its work very, very seriously.

That's what we do at BCG. We are incredibly serious about the work we do. We do not tolerate any hint of dishonesty. We do not tolerate poor work product. We also want our recruiters and require our recruiters to be out there writing and thinking and doing that sort of thing in terms of understanding the subject matter. We also require our recruiters to meet with law firms on a certain basis all the time. We want our recruiters to be out there understanding the law firms that they're dealing with. They need to. We don't let them place people in corporations. We don't let them deal with firms outside of their geographical area. We make them experts. Our recruiters are experts. They're great people. They really understand you personally and your job search. The research that we do and it's important to understand us from an intellectual standpoint as well.

Every year since the founding of the company, we've written what's called the BCG Attorney Search Guide to law review admission and class rankings at America's top 50 law schools. That research project takes hundreds of hours of research. It's something that our law firm clients use to make very small, minute distinctions between different candidates at different levels, and it's a very helpful thing to them. But only a few firms in the country even need to make that kind of distinction between a candidate, for example, from Yale Law School.

Obviously, there is a ton of value to the product, and law firms all over the country are using it. No other recruiting firms are producing that kind of research for its law firm clients or spending hundreds of thousands of dollars to research and write something like that literature. My standpoint: I love that we do that literature because it teaches us as a group to go in and do that research and understand our subject matter very, very well on an annual basis.

There's a couple things that I really would like to talk about and that I think are important for you to understand as well. I know that a lot of people — and I've heard this from attorneys before — they say, "BCG Attorney Search advertises everywhere." And I want to tell you why that is. It's very simple. It's not because we're interested in putting jobs out everywhere to create tons of unnecessary applications. The reason why we're advertising everywhere is because that's our job. We're trying to attract candidates for our law firm clients. That is being done very well. If you do searches on the web, you'll see us come up for most things. That's intentional because we need to attract the right candidates for our law firm clients. We're very, very good at doing that. People should obviously in my opinion and almost everyone who ever places any trust with their job search.

Despite the fact that we make placements every single day, pretty much, of the week, there's always room for us to get better at what we do. I think that when you deal with an organization that also realizes there is room for improvement that's a real, real positive factor. BCG is unlike any other recruiting firm you will ever find. If you become one of our candidates, we will work our absolute best to ensure you're placed. My direct phone line at work is 626-243-1815. And for all of our candidates out there, I am always available to give my thoughts and advice about the work that you're doing.

Unfortunately, BCG is very exclusive. If you know people that we've placed, I'm sure they were exceptional attorneys. Part of our brand is being exclusive. That's just the way it is. We do have to reject lots of candidates that are maybe placeable but we don't believe our really up to par in terms of the types of candidates that our company works with. But such cases we're happy to refer you to our competitors. It may be in your best interest. Obviously it is in your best interest if we can't work with you for you to work with one of our competitors if we don't choose to accept you as one of our candidates. It is very, very hard to become a BCG candidate. We look at a lot of things. We look at persistence. We look at your record. We're interested in good stories about why people should be placed. I certainly have my share of stories about people that I've taken. I've taken candidates from four-tier law schools, people working as solo practitioners, and I've put them in Am Law 100 law firms. I've done that through the power of research. I have lots of stories like that that I like to tell and talk about in terms of placements that I'm proud of stuff.

If you can't become a BCG candidate, and I believe it's probably in terms of the people that come to us, it's on par with getting into an Ivy League school, probably even a little bit harder — actually, it probably is quite a bit harder — then the nice thing about BCG is that we will do our best to help you get a job. We will work. We will recommend sources that you can get a job. Because one of our core values is really getting people jobs. As a matter of fact, it's our number one core value. We must get people jobs. We believe that our role in society is to get people jobs. And we will do everything within our power to make sure that you get a job if we can't help you.

BCG is an exclusive organization. We find ourselves on many occasions turning away partners from major firms with lots of business who we do not feel that we want to work with because of various reasons. As a company, we can always give you advice in terms of the best way to get jobs. Many of the companies that we've helped get started, they're all number one in their space just like BCG. They get attorneys jobs, more jobs than any organization, group of organizations, in the world.

I'm very proud of BCG and what the company stands for. If you haven't done so we'd obviously love to see if you're a candidate that we can work with. We have a newsletter that goes out quite frequently. Then we also have four times a year and then we have job updates that we send out on a daily basis. There's lots of content coming on our site, it comes on every single week. Another example too is, how does the law firm serviced by a recruiting firm and what do we do to add value in the profession.

Some of the other things that we do as an organization, we put together news alerts every week that are going out to pretty much every law firm in the country from us. A newsletter that is faxed and emailed that law firms rely upon. We're publishing our guide. We have other guides to practice areas that we're giving out to law schools. Almost all of our recruiters have spoken at major law schools around the country. We're just really out there doing a lot of stuff on a very large level to make sure that we're providing as much value to the marketplace as we possibly can. I think if I was a candidate that I certainly would choose BCG Attorney Search.

I really do appreciate you coming to our website and spending some time. I wish that I personally and BCG could work with every candidate that comes our way, but there's plenty of people out there that can help you. We certainly have lots of associating companies that can help you.

Thank you, and if there's ever any questions that I can help you with personally, please give me a call. My, again, direct line at work is 626-243-1815. I am in my office every day. I'm in there from seven in the morning until seven-thirty or eight each night.

I need to make this point too because this is a really, really important point. People who come to BCG don't do so because they want an easy job. Most of them, actually all of our recruiters that have worked in major law firms, find themselves working much, much harder at BCG than they ever worked in their law firms. When I started recruiting, I used to get up at 4:00 a.m. every morning, and when my body stopped, which was round 11:30 or 12, I'd go to sleep each night. That's the kind of people that you should have representing you in your job search. You shouldn't have people that are taking their job casually or going jogging in the middle of the — no, no, no, your job search is too important.

If you're the kind of candidate that we should be representing and you need to be at a firm like BCG, you want an attorney who is realizing that the rest of your life could hinge upon how well they do their job. It could hinge on the work product that leaves our door. It could hinge on how well they understand you. It could hinge on the things that they say to the law firms that are interviewing you. It hinges on how well they know the market. It hinges on so many important small factors that if they're a recruiter and that company isn't 100% dedicated to what they're doing, you're career is going to suffer. You need to understand when you're dealing with a recruiting firm, you need to deal with a recruiting firm that's taking its stuff seriously. I get mad when I talk about this. I talked about this at the beginning of this video, but a recruiting firm that is not going all out, all the way, all the time for you is not doing you a service. Do a job search. Who cares. If that's the kind of recruiting firm you want to use, that's fine.

But a recruiting firm needs to know all of the openings in a market. They need to know them. They need to research them. They need to do it every single day. And the job of recruiting is so consuming that it really needs to be done by a research department. I have a lot more I could say about BCG, but I don't think that it makes sense, nor is it proper for me, to just talk here and just keep telling about our service. I believe that what we do and how we do it is better than anyone else in the world — as a matter of fact, anyone else that's ever been. Our recruiting firm is probably considered the fastest growing recruiting firm in the United States ever. We're very, very good at what we do. I thank you, and I certainly hope you are one of our candidates in the future, and I wish you the very, very best. I'm Harrison Barnes. BCG Attorney Search.

Thank you again. Bye-Bye.