Experience in Acquisition.
Built for What Comes Next.

I’ve lived on both sides of case acquisition.

My path into legal marketing began in 2009, when I brought a performance-marketing background to my first law firm partnership. I went on to co-found Legal Injury Network and began seeing how better acquisition strategy could connect more people with the legal help they needed.

In 2016, my best friend—someone I had known since I was five years old—was exiting a successful medical supply company. We decided to go all in together. I brought legal performance marketing and acquisition experience; he brought the operational discipline of running a national medical-supply business and managing its call center.

That medical-supply background complemented mass tort work in meaningful ways. Both demand the ability to manage high inquiry volume without losing sight of the individual, build consistent call-center and documentation processes, navigate health-related conversations with care, and maintain disciplined follow-through across a complex journey. By combining that operating experience with my acquisition background and his established relationships, we built an intake team and created a more connected path from marketing through signed representation.

I later became a partner in a Washington, D.C. law firm that I helped build over seven years. That experience led to co-founding SRLG, an early Arizona Alternative Business Structure focused on mass tort litigation.

Marketing is where my experience started—but working as a partner inside multiple law firms changed how I think about acquisition. I saw firsthand how case portfolios develop after signing, where attrition occurs, and why lead volume alone says very little about the ultimate strength of a docket.

That is why I focus on quality over quantity.

I developed IRP’s feedback-loop approach to connect the signals that matter across marketing, intake, verification, filing, and post-filing case status. AI-assisted technology helps us organize those data points, identify patterns, and apply the learning to future acquisition decisions.

Today, I’m also on a personal mission to support and advocate for survivors of sexual abuse. That work demands empathy, accountability, and an acquisition process built around people—not just numbers.