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, and in 2010 I co-founded Legal Injury Network. At the time, the firms I worked with were signing nearly all of their cases through television and radio marketing. I made them an offer that was hard to refuse: let me shift that spend into digital, and I will lower your acquisition cost while building a more profitable docket. In short order I proved the model — and the scalability and power of digital media channels — and earned the lion’s share of those budgets. Just as important, the strategy targeted the Tier 1 claimants that produce a stronger return and a stronger docket, not just more sign-ups, and gave firms far more data and feedback along the way than television and radio ever could.

Two conversations changed the trajectory. A trial lawyer I worked closely with explained that, under Washington, D.C.’s rules, there was a legitimate path for a non-attorney to become a partner in a law firm and share in its success. Around the same time, in 2016, my best friend — someone I had known since I was five years old — was exiting a successful medical supply company. We saw an underserved market we could disrupt, and 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 — the foundation for what came next.

In November 2018 I became CMO and Managing Partner of Young & Partners, a Washington, D.C. firm we built from a standing start, with Legal Injury Advocates as the marketing arm that fed it. I played an integral role in standing up the firm’s entire growth engine — the tech stack, from CRM to dialer; the marketing strategy behind it; and the media buying itself. I personally bought media on the social platforms as we scaled to seven-figure monthly budgets, helped hire and build an intake operation of more than 40 agents, and designed the processes and systems that let it run. Building a firm and its docket from nothing over nearly four years taught me more than any single campaign could.

That was the natural next step to co-founding Saddle Rock Legal Group in August 2022, one of the first Arizona Alternative Business Structure law firms established with strong capital partners. With that backing and the infrastructure we had already proven at Young & Partners — Saddle Rock acquired the Legal Injury Advocates brand, which is still live and thriving there today — we deployed capital and built a large portfolio of cases at a pace that felt like overnight. It aged me a decade, and it was worth it: Saddle Rock is today a well-known and respected firm throughout the industry.

I was bought out in August 2023. That November I filed the paperwork for Injury Relief Partners while coaching my son’s junior-high tackle football team — something I had never been able to do while building law firms — and then did something else I had never done: I took most of 2024 off, traveling and spending time with my wife and kids. I have been married for more than twenty years and we have five kids, and my wife, without question, sacrificed more than I ever did in raising and rearing them. I came back to full-time operations with a hard-earned understanding of what it takes for a firm to scale, how to do it the right way, and a clearer sense of why it matters.

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 perspective was earned at scale. Over the years, respected law firms have trusted me to acquire cases with substantial marketing budgets across some of the largest litigations in the country, and I have consistently delivered beyond what those partners expected. Just as important, that work taught me that acquisition is not only marketing — the intake systems and technology behind it are what turn spend into a strong docket — and the firms I have helped build have partnered and co-counseled with some of the largest mass tort firms in the country.

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.