Inside Corporate Law and Lessons on Leadership Pivoting and Humor in Business a Time We Discuss Recast | 119

In this episode of Don't Skip the Legal, we spotlight our host Andy Contiguglia’s recent appearance on the season finale of Time We Discuss. Andy shares his experiences managing a small legal firm, leading with adaptability, and navigating the ever-changing demands of corporate law.

From insights on pivoting during challenges to leadership strategies that drive success, this conversation offers a behind-the-scenes look at what it takes to excel as a corporate attorney. Andy’s signature humor and engaging storytelling make this not just an informative episode but an entertaining one too.

Whether you’re exploring a career in law, building a business, or just enjoying meaningful discussions, this episode delivers actionable lessons with a dash of fun. 

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Disclaimer:

Please note that the legal information shared in this podcast is for general informational and entertainment purposes only. It is not a substitute for consulting with a licensed attorney for specific legal matters. Past performance does not indicate future results; every legal case is unique. Consult your own attorney for personalized legal advice.

Transcript

Welcome to the Don't Skip the Legal Podcast, I'm your host, Andy Contiguglia. In this
special recast, I am thrilled to share my recent guest appearance on the Time We
Discuss podcast where I joined for the season finale to talk about really all things
corporate law, business strategy, and navigating the challenges of running a small law
firm and business. In this episode, I shared my insights on what it takes to
succeed as a corporate attorney, the importance of pivoting in the face of
challenges, and the critical role humor and adaptability play in high stakes
environments. So whether you're considering a career in corporate law, God, please
don't, or simply love a good conversation filled with practical advice and
entertaining moments, this episode is an all you can fit in and something that you
can't afford to miss. So tune in as we explore the intersections of law, business,
and the strategies that drive success. Trust me, you'll walk away with actionable
takeaways and least hopefully a smile. Let's dig in.
bringing you the Don't Skip the Legal Podcast, where you can listen in on the real
stories, the real stakes, and the real legal lessons from real business owners just
like you. These behind -the -door conversations about business are instrumental to your
success. This is where the deals are made, negotiations are discussed, and company
problems are identified, leading you to overcoming the challenges we all face in our
business. This podcast is your invitation to where the real business happens and also
where the best ideas take place. So let's get behind the doors and business and
break down these legal lessons. And overall, remember, don't skip the legal.
- Luckily, we had negotiated that on the front end of this. We had planned for this
exact event that happened less than two years after it occurred. - Today on Time We
Discuss, I'm Andy  Contiguglia with me. Andy, thank you for joining me today. - Yes,
you did it! No second takes right the first time that they say one is done,
right? Love it. I love it. Sorry for those who are just tuning in We've been
practicing this for the last 45 minutes. So it's all good I never mind the three
months ago when we practice for another 35 when we did it the first time Exactly.
So if you are a corporate business lawyer, you have your own firm. I've you do
risk management. You have a you're on the brink of starting a new PR firm. You
have a lot of a lot of balls in the air right now. A lot of balls in the air.
I love it. As Ryan Sir Hunt says, you know, number of balls in the air, I'll take
different management. So you got to sort of move them around because as one goes
up, another comes down, deal with that one, throw it up, throw it away, whatever.
But yes, balls, plenty, definitely. Let's talk about your your typical day right now.
I know a lot of people say I don't have a typical day, but let's do the best we
can. What is a typical day like for you as a corporate attorney? Oh, good Lord.
Well, it really depends. Um, you leave that, see, that's the typical lawyer answer.
It depends because there's so many different factors that go into this, but my
typical day, you know, I'm, I am a father and family man at first. And so that's
a big deal for me, making sure that my, you know, kids are well managed, But, you
know, I'm up at five o 'clock in the morning, every day, religiously. I am making
my pour over coffee and going through my news feeds, checking my emails and just
sort of getting my head into the day. But typically I'm out the door by 7 .30 in
the morning, dropping my kids off at school and I'm at my office and ready to rock
and roll, usually between 8 and 8 .30. A typical day for me, really, dealing with
whatever crises are coming are coming up for my clients. I do a lot of
transactional work, so it's just a matter of queuing in and making sure that
clients' needs are met, that contracts are drafted, and getting through the typical
service that my company and that I provide to my clients on a day -to -day basis.
Because I need to sort of queue that in. And hey, when your service -based industry
like I am, all you got in your life is time to sell. So that's what I try to do
and manage it as best as I can. But on top of that, you know, I'm right now, I'm
a one man band. I was, you know, rocking and rolling a few years back with about
10 people in my firm. And it's just me right now. So I'm in this sort of
restructuring phase. So I'm wearing all hats. I'm doing all my own marketing. I'm
doing all my own business development. And as you mentioned, I am building out this
public relations and crisis management company, which is sort of a good little pivot
from, you know, the law work that I do and building that out. So I've got that on
top of soccer practice and all that wonderful stuff. Now that's just a typical
transaction day. I go to court a lot. And, you know, there are weeks where I am
in court every day. And if I'm in trial, that could be week after week after week
and trial. So my days are pretty busy, eight to eight to five,
you know, I try to pick my kids up at at camp or at school or daycare, wherever
that is, you know, before six o 'clock. You know, my big thing in my decompression
space is cooking. I love to cook. And so for me, the end of the day,
where I get to sort of prep food for my family and put everything is great, I get
my family fed, around 6 .30. And, you know,
I like to sort of iron chef it, I make my, my family pick a protein, pick a
starch and, and pick a veggie and I'll whip something up for him pretty good. And
that's like my downtime, that's sort of my creativity and, and downtime. I get my
family to bed by nine, and then I'm usually working until, you know, 11 or midnight
or so, and then starting the whole thing over again at 5am. So I operate on very
little sleep, um, but I'm pushing myself pretty hard most of the time. So I'm sure
I'll blow up at some point, you know, and everything will be done. So that's it.
That's what I'm looking for. Okay. I'm going to go out with a bang, just to,
that'll be the end of it. So you run, you run pretty hard on during the weekdays.
Uh, how about the weekend? Do you, do you find time to peel away from your work
or is it kind to bleed into the weekend sometime all the time. What's that
typically like? I, I, my business coach is going to kill me. I do my best to try
and not do work over the weekend, which is great. And she would be very, very
happy that I said that. But she knows the reality of it when you're wearing a
number of different hats, things always come up. But what is really interesting, and
I think this is something that your listeners can really take away, and something
that I had to sort of manage and, and negotiate within my business as I saw
clients starting to take advantage of me during times that I didn't want them to
take advantage of me. I put premium services in my contract. So if you need me to
do something that requires immediate attention, that I have to drop other work that
I am doing where I have to
Do something that is going to be due within a shorter period of time. I charge you
a premium service for that It's just that simple Or if you need me to work on the
weekend for something like that and I really you know I will say about 95 % of the
issues that come up for me with my clients on a weekend are not emergencies They
think they are so it really comes down to a customer service You know discussion
with my clients, making sure that their needs are served and calming them down and
saying, listen, here we go. You know, this isn't as much as emergencies you need.
Funny story, I did have one client who loved to go out and party all like all the
time. And he was incredibly wealthy. He has now since settled down, gotten married
and calmed down a little bit. But back in his crazy Um, he had flown down to
Miami and was partying it up on Miami Beach and I got a call from him at like,
it was like three o 'clock in the morning here was five o 'clock in the morning in
Miami. He was getting kicked out of a bar and he's like, they can't kick me out
of this bar. Tell me what I can do. And I'm like, literally talking to him. I'm
like, dude, like you need to just leave and go and get yourself back in ship.
So I have been known to pick up the phone at two o 'clock in the morning to serve
my clients, but that is not everybody. That takes quite a bit of stamina to get to
that point and a long relationship. I've known this guy for years. And he was
really a close personal friend, you know, beside being a client of mine. And so
that is the type of, you know, fun service that I get to engage in sometimes. And
then, know, I, my background as a criminal defense attorney really builds in well in
doing corporate work sometimes. You know, I represent CEOs and members of CEOs
families and sometimes they get into trouble and trouble doesn't have a time zone.
So having to deal with that, those things come up too. And I, and I gauge it, you
know, I decide, is this something I really need to make an emergency out of or,
you know, is it something I can manage tomorrow or Monday? And in the criminal
justice system sometimes, you know, if somebody gets arrested on a Friday night, you
know, they're not going to see inside of a courtroom until Monday. And so you can
just sort of manage that. There are a few things you can talk to people about to
do, but, you know, it's really a matter of managing that crisis in its immediate
form and quelling the concerns and making sure and letting everybody know you're
going to be okay. We will get you through this and everything's going to be fine.
So I think a lot of times with any feel and I think a lot of times a service
type feel that's what people really need that reassurance that I understand it's
going to be all right. We'll get through this. It's going to be rough but we'll
get through it. It is and especially as a lawyer it's you know you anything can
come from any direction and you need to know it. And of course, it's, it's high
stress, it's high velocity. I am still shaking my head occasionally going like,
Why am I going into crisis management? You know, it's kind of what I already do in
sort of a consulting manner, but it, it you sort of eliminate the legal component
of it. So I'm not going to court. I'm not drafting pleadings. I'm not drafting
contracts and things like that. It really sort of is in this, You know more of a
consulting phase than anything else And what I'm hopeful fingers crossed here put
this right now on You know full fledged here. I really wish that my clients planned
better And I think that in the legal industry many People who you don't utilize
lawyers the right way. They're very reactive when they use lawyers rather than being
proactive. You know, my mantra is I protect you on the front end so you don't take
it in the back end. And I want to make sure that if we can plan for your future,
we don't need, you won't need me in the future. I mean, if I could plan me out
of your life, that would be great. You know, my, my now, my analogy here is like,
you don't go to the doctor after you have the heart attack, you go to the doctor
before you have the heart attack because you want to prevent the heart attack. So
just like me, come to me before the litigation starts, come to me before the crisis
begins. Come to me when you need to manage your public relations or you need to
build something out or manage your brand so you don't run into these problems that
95 % if not more can just be completely prevented. Can you give us a tangible,
and I understand what you're saying, but can you give us a tangible example of
something, a story maybe where someone, if they had just done this one thing
beforehand, they wouldn't have had to deal with what they ultimately had to deal
with. Oh, yeah. I mean, I've got a hundred of them. Let me just put, let me, I'll
tell you a legal story and then I'll tell you, I'll tell you one that's a little
bit proactive and then one that's a little bit more reactive, one in law and one
in risk management. So I represent a number of, you know, different corporations and
business dealings between business partners. And many times, you know,
these business partners, one will start and they'll bring in a buddy from college
and that in this particular business, that's what happened. And my my one client had
built this company up very, very successful architecture firm. And he was bringing in
a buddy of his from college to come in and become a partner in the firm. So the
the guy who I had already been consulting, I had already been working for this
corporation for a few years at this point when he brought in his buddy from, from
college. And he's like, we need to do this, we need to do this. I'm like, yeah,
absolutely. Let's make sure we get everything documented perfectly. So if things go
bad, you have something to fall back on. And he's like,
Well, I can't imagine what's going to go bad. This is my best buddy from college.
And I'm like, Yeah, you remember that because That's going to be a very important
factor. I wouldn't let him just do a handshake deal with his buddy. It was not
going to happen. And so we peppered the deal. We did all the proper paperwork, put
everything in place, built out a buyout provision, built in sort of a metric of
what the buyout would be in years zero to one, two to three and three to five and
five and more. And this best buddy of his from college didn't make get two years
in this company. And they just had a completely misalignment in terms of how they
envisioned the way that this company was going to operate and where it was going to
go. You know, when he when this friend from college was there working at the
company, he was great. But when he became a partner and became an owner in the
company, he just, you know, decided to be a schlub, and wasn't working and was
depressed and was not interested in doing the things that he wanted to do or that
he needed to do in order to make that company a successful company. And as a
result of that, man, the other owner who is like, was always running on 12
cylinders just constantly, was just like, I can't deal with this anymore, we got to
buy him out. And we ended up having to go through this whole buyout. And luckily,
we had negotiated that on the front end of this, we had planned for this exact
event that happened less than two years after it occurred. So that's one very
proactive. And the buyout was, you know, there's a little bit of, you know, it was
tense a little bit. I mean, these guys have been friends for 20 years, you know,
and so they had to deal with with the emotions of breaking up a business and the
business relationship and all that kind of sense. So that's one So that's a good
proactive one, a reactive one in terms of using our services, not necessarily from a
legal standpoint, but from a crisis management standpoint is we represented a local
education group here. So we'll, you know, we call them a school.
So we represented a school and there were allegations about this school and one of
the employees they're having an inappropriate relationship with one of the students
there. And so when this broke, everybody at the school was like, Oh,
my God, what's gonna happen? And the principle of the school had a different view
on how he wanted to manage the entire crisis versus what my law partner and I at
the time, how we wanted to deal with this and manage it. So think about these
events, you've got a lot of dynamics going on, you've got, Oh my God, how's the
school going to react to this? So now we have to, you know, put on sort of a PR
blitz. We have to do a few things. Number one, we've got to figure out what the
hell's going on. That's the first thing. We need to do our own internal
investigation. That's the second thing. Third thing is we have to manage a police
investigation that's going on throughout the school. Now on top of that, you have
worried students, worried parents and families and worried employees.
So you've got all of these different issues just bombarding you over and over and
over about how are we now going to manage this? And of course, you know, we helped
with drafting of a PR of a PR statement and things like that. And eventually,
you know, our goal here was we need to protect this company and get them from
point A to point B with the least amount of chaos possible. So we did,
we managed sort of the PR and the risk management part of this. And eventually, we
were able to get the company's insurance company involved, because there are policies
and I would say most corporate policies and liability policies insure against this
type of an event. And so we eventually ended up getting the insurance company
involved in getting the lawyers involved. And we were able to make this nice
transition from, all right, we've managed the crisis, we've now put it in kind of
like paramedics and keeping the body in triage and making sure everybody's safe. So
when you arrive at the emergency room, you can make the pass off, you know, pretty
easily. And so we were able to make a pass off to the insurance carrier and to,
you know, the insurance defense attorneys who were then able to take it on from a
legal perspective, which is a little bit different from where we were looking at it.
Because now we've got money and liability and things like that involved, which our
involvement in this at this phase was not, that wasn't what we were doing. I mean,
we could have done it because we were lawyers and we had dealt in those issues
before, but because they were insured, it was much more cost effective and economical
for them to just pass the entire defense of this thing on to their lawyers and let
the insurance company pay for it. So no longer out of pocket. So I think that's,
you know, a good example of something that reacted, you know, that we had a good
reaction to, and we're able to sort of manage it in that respect. Those are two
really, really great examples. When it comes to risk management, I don't know if you
can put a number on this. But is, is there like a time period where it's like
high stress, high anxiety, high emotions for the next 72 hours, and then it kind of
like drops off and things kind of level out? Is there any kind of timeline like
that where it's like you're on, you're all in for a certain period of time? Was it
really just super fluctuating depending on the thing you're doing? You can never, you
never know when a crisis is going to happen. You can plan for crisis, but you
don't know when it's going to explode. And there are things that you can do to
sort of manage the risk within your business, within your organization. So in the
event a crisis does happen, you have a fast way of responding to it. And a good
way of doing that, and there are a number of people who are involved in this or
in this type of work. And the key here is making sure that you have a team put
together who can respond quickly to these events when they happen. So who are the
key players in this? Who are the key decision makers in your company? Usually it's
a CEO, a VP, CFO, a couple of people in marketing because you have to think about
it like if this event happens now, boom, here we are. What do I need to do to
react to this? Well, I need to key decision makers on direction. That's going to be
your basically your board of directors people. We need to be able to get something
out quickly into the public in that respect. What does that look like? So maybe we
need somebody from the marketing team involved in this. So when something happens, we
can start a social media blitz and we know exactly what we're going to do in terms
of putting something out like that. And I think the first few hours is real
critical. You got to get that team together. You got to talk about the event and
you got to figure out what direction you want. And your key decision makers really
need to decide what that looks like. But in addition to that, Dan, you've got
issues of your brand and your business identity that need to be factored into how
you're going to react to this crisis. You know, one of the worst PR crises,
I think, that has come about in the last several years is the BP oil spilled down
in the Gulf, remember that.
You know, BP managed that horribly when millions and millions of gallons of oil are,
you know, plunging into the Gulf of Mexico. And the CEO of BP is,
you know, caught out on his yacht. He is out water skiing. He is out sunning it
up. And you know, the world is going like, dude, you know, what's going on across
the water here? Because he was in Europe, he was from he was out in Britain. So
he's like, you know, it's going on across the pond here, right? And he didn't care.
And eventually when he was cornered, he was just like, you know, I can't wait to
get through this and I'm paraphrasing. He goes, I can't wait to get through this. I
just want my life back. And everybody was just like, since when the heck is this
about you? This is about, let's not forget the 11 people who died when the
Deepwater Horizon exploded. But what about the problems of,
you know, all of the oil and how you're going to clean this up and all of these
things? Eventually this guy lost his job over that. And I'm really oversimplifying
the story. You know, you lost his job over and eventually BP came in and, you
know, they were able to get everything under control. But you contrast that to, you
know, when the Exxon Valdez crashed up in Alaska several decades ago, Exxon Mobile,
they handled that in a much different fashion about we are here, we're going to put
these things together. And We're going to take care of the community. We're going to
do everything we can to make sure that this is managed properly. Another really good
example of what I have seen and what I've studied in terms of changes
in good crisis management are companies that change the industry as a result of the
crisis that happened to them. A really good example
as Tylenol. So if you think back to the mid 80s, yeah, you remember, I don't think
you're old enough to remember. Oh, yeah, like six. So here we are, you know, in
mid 80s, you've got the Tylenol scare with the cyanide poisonings of the Tylenol,
you know, Tylenol pulled all the caplets off of the off of the shelves. And they,
you know, they their PR part of this was, we're going to give them the tablets
because we know those haven't been tampered with. We're going to give those for
free, free exchange, give them out. They lost market share for a little bit, but
what they did was they changed an entire industry. That is, every time now that you
go and you get a packet or a bottle of medicine and you take off that top, there
is that little foil wrap that sits over the top of that bottle. That is all
because of that Tylenol thing in Tylenol. And I think it's Johnson and Johnson,
their parent company, they change the industry in that. And now that is the norm.
So their reaction, and having to deal with that crisis became better for all of us.
You know, you didn't see that with BP, you saw portions of that with, you know,
the Exxon, Exxon spill. So ideally, if I think of businesses look at, you know, an
opportunity, and I think there's an old Chinese proverb that says basically through
crisis comes opportunity. And you need to be able to use these events in your life,
in your business as opportunities to make change, and to grow as an organization.
And I think that really is the lesson out of all of this, which is don't get
freaked out by crises. Use it as opportunities to motivate you. If you're a type of
person that like needs the sky falling down on top of you to motivate to get
something done, use it for that opportunity, or use it as an opportunity to make a
pivot, to make a change. You know, with me, you know, I'm going to call it a
crisis for lack of a better term. When I had, you know, just earlier this year,
you know, everybody in my law firm leaving to go do things that weren't law
related. And I was like, or out of the state, and I'm like, this is great. Now,
what am I going to do? You know, I had to triage, you know, I had four people's
caseload that I now had to take on as one person. So I had to triage that, but I
used it as an opportunity to make this shift into doing, you know, other things.
So I think everybody can use a difficult situation to their betterment somehow.
I love that. I love all that. And when you mentioned the Tylenol case, when you
first started that, I thought, I hope he mentions that because I feel like that is
like the, that is the one that everyone references. And I love that. It is. It's
great. I'll speak with another attorney. We talked about the whole, the avenue of
education. So I'm actually going to skip that question on you. On the, on the what?
Education? I'm sorry. Just education in general, like undergrad leading into law
school and that sort of thing. Roger that. Okay. So we'll skip that. Don't go to
law school. That's, that's my pitch about law school. Don't go to law school. One
question I'd like to ask when I'm talking to different people and the, and the
careers that they're pursuing. I like to look at different personality traits or
things people might like they might not necessarily like when they're considering a
job or a career. Looking at being an attorney, if someone has a particular skill
set, what would preclude them from being a good attorney? So like maybe they're
lousy at organizing or they don't like to read or they don't like to write. What
are some things that would be like, you know that maybe being an attorney isn't for
you. - That's a great question. And I don't remember if I told you this the first
time. I went to law school wanting to be a prosecutor, but I went to college
wanting to be an anthropologist and archeologist. That was where I went. And I ended
up hating my professor, so I made the switch. And I think I was influenced by
members of my family who were lawyers and things like that. And I had these big
delusions of grandeur and things like that in terms of the law. But to answer your
question specifically, the neat thing about law is most of it you can delegate.
If you can hire people to keep you organized, if you are not good about calendaring
events, you can get a paralegal or a secretary to do that kind of thing. If you
stink at writing, you can higher people who are better at writing than you. And I
do think that there are lawyers who excel better in some areas than others.
Me, I love going to trial. I come from a theater background. And so being on stage
and being in front of people, if you haven't figured this out, I'm very dynamic and
engaging, and modest, don't forget that part of it. I enjoy getting up in front of
people and, you know, talking with them and engaging with them and becoming a part
of whatever is going on in their life at that time. That is a big skill to have
as a trial attorney because there are a lot of lawyers who have to go to trial,
but they don't have that skill and they have to learn it or they have to develop
it or they're terrified of doing it. And that, you That hinders you a little bit,
but then there are others who have, like, I am not a details type of person. I
hate going through contracts and looking at the minutiae. I do it,
but it is grueling, and I hate it, hate it, hate it, hate it, hate it. But there
are other lawyers who just love getting in the minutiae, they just dig in, dig in,
dig in, and you get back a red -lined different, you know,
changes in it. And they've, you know, just changed the wording of one sentence that
doesn't change the substance of it at all. They just liked it worded a little bit
differently. And just like, really, this is, we're going to talk about Grammarly now.
And so you're sitting in it in that respect. And then of course, there's all those
different areas of law, you know, if somebody wants to go to law school, I think
law degree is a great degree. I think a law degree is better than a business
degree, just because of the opportunities that it gives you. Now, you're not going
to learn the corporate finance and the management consulting pieces of it that you'll
learn through like getting an MBA and stuff like that, even though you could throw
those components into it, or you do what I do and you go and you start
representing businesses and you learn it engaging in it. So that is,
that is there. I mean, if I had to go back and do it again, I kid you not, I
probably would go to med school. You know, my father, I grew up as a doctor's son.
And so I look back and I'm like, God, I could be running my dad's business right
now, and it would be great. And I wouldn't have to deal with people at three o
'clock in the morning getting thrown out of bars in Miami. But, you know, I think
it's different for everybody. And you need to be able to draw on your unique
personality traits to figure out exactly where in the law is the best place for
you. I would not, I would not go into law if you don't like high energy and
highly stressful situations. I think there are few areas of law that provide a nice
cuddly, huggy moment. You know, I live my life where half the people I engage with
hate me.
So if they are opposite me in a case and I win, they hate me because I won.
If I'm opposite somebody on a case and I lose, my client hates me and the other
side loves me. So I'm in a no win situation. I'm always going to be, you know,
hated by 50 % of the people I engage with, which is part of the reason why I try
to be so collaborative in the work I want to do. So if I can leave this with
both parties being miserable, I've done my job. Or if they're both happy, then I've
done my job. And so you've got to look at it, I think in that respect. One of
the big things in law, as I think in any business is your credibility. If you lose
your credibility, you will have no opportunity to get it back. And I think,
you as you look at like brand building and things like that, if you can maintain
your credibility, you will be able to go really, really far because at the end of
the day, that's all I got. I know, I have relationships with so many different
judges, you know, here in the Denver Metro area, I can walk into any courtroom and
they'll know who I am. And if I go in and I need something, because something came
up, they will likely give me the benefit of the doubt in that and say, Yeah,
I will, you know, I'll go ahead and give that to you. So if I didn't have that
credibility, because there are a lot of lawyers who don't have that kind of
credibility, and the judges don't give them the benefit of the doubt, and I think
you need benefits of the doubt, you know, in every type of business,
because the moment you ruin that, you're not going to go very far. I remember, you
know, talking to different people, and it's especially when it comes to like the
hiring process, you know, anyone can learn different skills, generally speaking, but a
lot is that that personality, how you work with people. And if you have that, that
things are good. And if you don't work well with people, that could really hold you
back. Yeah, I am running a little short on time, unfortunately. So let me just give
you like a minute or two. One thing I'd like to do is let the person I'm speaking
with talk about a cause they believe in, a project they're working on, a business,
a new business. So I'll hand the floor over to you for just a couple of minutes.
- Yeah, thanks, I appreciate that. You know, as I mentioned early on, I am sort of
making this pivot and I'm starting this new company. It's called Atheist Strategies,
E -T -H -I -A, Atheist Strategies. It is a public relations and crisis management
company. So I'm taking my skills in the legal community and sort of pivoting them
into working with corporations and businesses and keeping them out of trouble and
helping them when they are in trouble. So it's, you know, a different perspective on
what I'm already doing. In addition to that, I do have my own podcast,
the Don't Skip the Legal podcast that I would love for people to engage in. I've,
I'm a little slow in launching it. I've about 10, 12 episodes in it now, but you
know, I'm still building that up on top of everything else that I'm doing. I also
wrote a book by the same name called Don't Skip the Legal. It's your legal and
practical guide to growing your business and scaling your business for business owners
and entrepreneurs, and that can be found on Amazon. And then of course,
my law firm. So those are my big things right now. And I always love engaging with
people. I'm always available to answer questions for people. And I would encourage
anybody who wants to connect with me, you can find me on YouTube, you can find me
on Instagram, you can find me on TikTok, you can find me, pick your social media
platform, I will have a presence in some form or fashion there. So yeah, here you
go. Don't skip the legal. I love it. Andy, I'll make sure I get all those links
from you. I'll put them in the show notes. They're gonna be on the website. They're
gonna be all over the place. And when people are looking for you, they could easily
find you. Hopefully, you just put in  Contiguglia. There aren't many of us. No,
you got to spell it right though. That's at least we didn't give you that test. It
is but awesome. Have you on time to discuss and learn what it's like to be a
corporate attorney and person starting a new PR from there you go, man. Appreciate
your time and it's great to connect again. So I hope we can do it again.
Thank you for listening to the don't skip the legal podcast. I'm your host Andy
 Contiguglia I hope you enjoyed our time together and this great opportunity to peek
behind the business door and examine the legal lessons in business If you're keen to
hear how these lessons can be applied in the real world Well, join us next week
for another episode where you can listen in to another business success story As
always you can head over to  Contiguglia .com /podcast to sign up to our email list
as well as check out all the links and resources in our show notes. If you enjoyed
this episode and you'd like to help support the podcast, please share it with
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the latest from me, you can follow me on Instagram, Twitter, and TikTok @ajcesque.
Thanks again. This is Andy  Contiguglia reminding you to don't skip the legal. Good
luck. The Legal information contained in this podcast is intended for general
informational and entertainment purposes only. It should only be used as a starting
point for addressing your specific legal issue. The legal information I talk about
does not create an attorney -client relationship between you and me. This podcast is
not a substitute for an in -person or telephonic consultation with a lawyer who is
licensed to practice in your jurisdiction about your specific legal issue. And you
should not rely on this legal information for those purposes. You understand that
questions and answers or other information contained in this podcast are not
confidential and are not subject to attorney -client privilege. I am not providing you
a legal service. Every legal case is different and past performance is not indicative
of future results. Please consult your own attorney.