Reply from New Law Business ModelDec 30, 2025
Kristy, thanks for taking the time to write such a detailed review. We hear the professional experience you’re bringing to this, and we want to respond clearly to the specific points you raised so readers can understand what our programs are — and what they are not.
Cost, value, and who the program is for:
Our work is not designed as a low-cost education product or content library. It is an implementation-based operating system for estate planning firms that want to move beyond founder-dependent practices. While some concepts may feel familiar to experienced operators, the value lies in how strategy, pricing, staffing, delivery, leadership, and client experience are integrated and implemented inside real firms with real constraints. For firms not seeking that level of integration or hands-on execution, the investment may not feel aligned.
Proof of concept and operational rigor:
Operational rigor is core to our methodology. In our Advanced Growth Mastermind (AGM) program, firms work across CEO (typically the attorney), COO, CFO, and CMO tracks, with applied work in capacity planning, staffing design, financial modeling, pricing strategy, client journey mapping, and performance tracking. These tools are intentionally built for small-to-mid-sized professional service firms, where regulatory environments and growth realities differ from enterprise models. The goal is sustainable growth without sacrificing client trust or team health.
It’s also important to note that this perspective reflects a single firm and a specific employment experience. You were brought in to support operational alignment within that firm; the circumstances surrounding the conclusion of that role are separate, and the firm has continued to make progress toward operational alignment beyond your tenure.
Attorney-centricity and pricing:
Our model is not about pushing work onto staff or raising prices for the sake of margin. It is about building firms that are not dependent on a single attorney’s capacity. This includes investing in leadership, training non-attorney team members, clarifying roles, improving delivery systems, and aligning pricing with the actual experience being delivered. Pricing changes are intended to support better service, healthier teams, and long-term viability — not simply overhead.
Depth of operational guidance:
Many attorneys come to us because they were never taught how to run a business. Our role is to meet them where they are and provide structured frameworks that reduce costly trial and error. AGM is not personal-development coaching presented as business strategy. It includes experienced operators across finance, operations, marketing, and leadership with a strong focus on execution. We also recognize that our approach will not be the right fit for every firm.
Vendors:
With more than 800 firms nationwide, no single vendor will be right for every practice, and preferred vendors are not mandates — they are options that have delivered results for many members. Vendors actively market to firms in this space, and we encourage members to involve their coaching team when evaluating any vendor so fit and expectations can be assessed early. When issues arise, we help firms evaluate outcomes, course-correct, and make informed decisions. We reassess partnerships based on feedback and results and take concerns about ethics or service quality seriously.
Fit overall:
Firms should choose support that aligns with their goals and how they want to grow. Some leaders prefer generic consulting or attorney-centric coaching. Our work is designed for firms that want an integrated framework balancing data, leadership, client trust, and sustainable execution across the entire firm. We encourage prospective members to evaluate any program based on the kind of firm they want to build.
Thank you again for sharing your perspective.
