> The former Cellino & Barnes attorneys I spoke with generally loved the firm and are proud of their time with it. Many lawyers stayed there for years. The chie

> The former Cellino & Barnes attorneys I spoke with generally loved the firm and are proud of their time with it. Many lawyers stayed there for years. The chief motivation was clear: You could make a lot of money. “When I first went in, they didn’t have to sell me. I knew I wanted to work there,” one former staff attorney says. “But they bring out the book showing what everybody made the year before, and you’re like, Holy fuck. These guys are making 300, 400, 700 [thousand dollars]. It’s a pretty unique possibility in the context of a personal-injury law firm.” > The lawyers on staff split up the calendar. On their assigned intake day, they answered all the calls — a lawyer would actually pick up the phone after a quick screen — and basically kept all the cases that happened to come in. They could be valuable; they could be dog shit. This is the correct way to scale a firm. Be very organized and document everyone’s jobs to a T. Then allow as many people as possible to be incentivized with profit-sharing when putting in effort that benefits the firm. So many businesses treat their employees like cogs when they should be seen as partners in revenue generation and growing the business.