The Hidden Influencers: Why Legal Staff and In-House LNCs Are Your Key to Success

Disclaimer

This article contains information based on my education, professional knowledge, and clinical experience. I am not an attorney; this content is for informational purposes only and should not be construed as legal advice.

Introduction

When legal nurse consultants discuss marketing to law firms, the conversation almost always centers on one group. Attorneys. Specifically, the partners who make decisions and control budgets. It makes sense on the surface. Partners run the firm. They hire outside consultants. They decide whether to work with you or someone else. However, this approach may be inefficient, costing you both money and opportunities.

The truth is that you will encounter legal staff and support personnel long before you ever speak to an attorney. These interactions become your first impression. More importantly, these staff members control whether you ever get that conversation with the attorney at all. They are the gatekeepers. They are the researchers. They are the ones who decide which consultants get recommended when a case comes in.

Understanding law firm structure is not optional for legal nurse consultants who want to succeed. It is essential. When you walk into a firm and don't understand who does what, you will target the wrong people. You will waste your marketing efforts. You will miss the opportunities right in front of you. Learning the structure changes everything about how you approach firms and how they respond to you.

Understanding Law Firm Sizes and Structures

Law firms are not all the same. A solo practitioner operates in a completely different world than a large firm with dozens of attorneys. The size of the firm shapes everything about how decisions get made, who influences those decisions, and where you should focus your energy.

A solo practitioner is typically one attorney who may have a secretary or part-time administrative support. If you want to work with this firm, you talk to the attorney directly. They make all decisions. They are the only decision maker. In this setting, your marketing is straightforward. Build a relationship with that one person. You have direct access.

Small firms typically have two to ten attorneys. These might be partners who share ownership or a senior attorney with a few associates working for them. Small firms usually have one or two paralegals and maybe a legal assistant. The structure is lean. The atmosphere is more casual. You can sometimes reach the attorney more easily than in larger settings. But the paralegal still handles case management. The legal assistant still controls the attorney's calendar. These staff members still matter enormously.

Mid-size firms operate with more structure than small firms but less rigidity than large firms. You might find fifteen to thirty attorneys organized by practice area. The firm probably has a managing partner who handles business operations. It has multiple paralegals and legal assistants. There may be an in-house legal nurse consultant or someone who does that work part-time. Mid-size firms represent a hybrid. They have enough size that hierarchy matters, but enough flexibility that creative relationship building still works.

Large firms are different animals entirely. A large firm might have fifty to hundreds of attorneys spread across multiple practice areas or even multiple office locations. The firm has layers. There are partners, associates, junior associates, law clerks, paralegals, and legal assistants. Larger firms typically have in-house legal nurse consultants who handle expert witness research and case medical reviews. The structure is formal. Decision-making is formal. Access is limited. You will not walk into a large firm and casually meet with the partner. You will meet with support staff, and that staff will determine whether the attorney ever hears about you.

Firm size significantly impacts every aspect of your marketing strategy. In a solo practice, you build one relationship. In a small firm, you build relationships with a couple of key staff members and try to get introduced to the attorney. In a mid-size firm, you need to understand the hierarchy and identify the right influencers. In a large firm, it is essential to understand the layers of decision-making and identify the individuals who assign cases to external consultants.

The Law Firm Hierarchy Explained

Understanding who holds what role in a law firm is your foundation for effective relationship building. Each role carries different responsibilities, different authority, and different influence over whether you get hired.

Partners own the firm or represent its senior leadership. They are the decision makers. They control the budget. They have relationships with major clients. Partners see cases from a business perspective. They care about profitability, client satisfaction, and firm growth. If a partner trusts you and respects your work, they can send you multiple cases. But partners are also extremely busy. They often do not spend time researching outside consultants. They rely on recommendations from people they trust within their own firm.

Associates work for the partners. They handle a significant portion of case work. They manage discovery. They communicate with clients. They prepare for trial. Associates have more time to evaluate consultants than partners do, but they also have less decision-making authority. An associate might recommend you to a partner, but the associate may not hire outside consultants directly. Associates are gatekeepers differently. If an associate has a good experience with you, they remember it. When they become a partner someday, they might hire you again.

Junior associates are newer to the profession. They might have one to three years of experience. They handle more minor matters or portions of larger cases under supervision. Junior associates do not typically select outside consultants. But they often see the work that outside consultants produce. If your work is excellent, junior associates notice. They discuss their work experiences with more senior individuals about those they have worked with.

Law clerks are often law students working part-time or recent graduates working temporarily while studying for the bar exam. They conduct legal research, review documents, and perform administrative tasks. Law clerks usually do not make vendor selections. However, law clerks often have direct access to information about cases. They see documents. They understand what is needed. In smaller firms, a law clerk might have more influence than you would expect.

Paralegals are the backbone of case management. A paralegal manages the details of a case from beginning to end. They organize documents. They prepare the discovery. They communicate with clients and courts. They research. They draft pleadings. When an attorney needs something from a case, they ask the paralegal. Paralegals know where the case stands at every moment. They know what medical records exist. They see what expert opinions are needed. When a case requires expert help, the paralegal is often the first person who knows this. Paralegals have a significant influence over consultant selection because they are responsible for researching which consultants exist and what they offer. When a paralegal tells an attorney, "I have worked with this person before and they are excellent," the attorney listens.

Legal assistants and administrative staff handle scheduling, billing, client communication, and general office management. The receptionist is your first contact. The legal assistant might answer your calls or emails. These people do not make decisions about hiring consultants. But they do decide whether your message reaches the person who makes decisions. If a legal assistant likes you and remembers you, your follow-up emails get prompt attention. If they do not like you or find you annoying, your emails might get deleted or delayed. The impact of treating support staff well cannot be overstated.

In-house legal nurse consultants occupy a unique and powerful position. An in-house LNC works directly for the firm. This person possesses both clinical training and legal expertise. The in-house LNC often handles expert witness research and evaluation. They review medical records for case viability. They determine whether a medical claim is strong or weak. They recommend which type of expert is needed. Many attorneys trust their in-house LNC more than they trust outside consultants because they have worked together for years. If an in-house LNC trusts you and wants to send cases your way, they can become your single best source of business.

The Gatekeeper Reality

Most legal nurse consultants have a clear idea of how they will secure a job. They imagine that the attorney will read their marketing message. The attorney will recognize their expertise. The attorney will call them directly. Then they will discuss working together.

This mental picture rarely matches reality.

What happens is that your message reaches a gatekeeper first. You might send an email to the firm's primary address. The legal assistant opens it. That legal assistant decides whether to pass it along. You might leave a business card at the front desk. The receptionist decides whether to display it, file it, or discard it. You might call to ask for the partner. The legal assistant says the partner is unavailable and asks if anyone else can assist.

The gatekeeper is your first stop. Every time.

In a typical law firm, the receptionist is the first gatekeeper. They answer the phone. They greet walk-in visitors. They check in new clients. They manage the front office. A receptionist who likes you and remembers you is worth gold. If you bring cookies to the firm, the receptionist is likely to eat one. If you are friendly and professional, the receptionist tells others about you. When you call back weeks later, the receptionist remembers you. That receptionist will help connect you to the right person.

Paralegals are gatekeepers in a different way. They screen vendors and consultants based on reputation, price, and competence. An attorney might ask a paralegal, "Do we know any good legal nurse consultants?" The paralegal pulls from their mental list of people they know or have previously worked with. If you are on that list, you get considered. If you are not, a different consultant gets the call.

Legal assistants manage attorney schedules and priorities. They also manage which emails get flagged as important and which get archived. If an email from you arrives, the legal assistant might file it, forward it, or hold it for the attorney. The legal assistant's decision about how to handle your email affects whether the attorney ever sees it.

These interactions determine everything. Whether you get hired does not depend primarily on your qualifications. It depends on whether the gatekeeper decides you are worth the attorney's time. This is why understanding the gatekeeper reality changes how you approach law firms. You stop trying to reach attorneys directly. Instead, you build relationships with the people who control access to attorneys.

The Paralegal as Hidden Influencer

Paralegals represent one of the most underestimated relationships for external consultants. They are not the decision maker. The attorney makes that call. However, paralegals often determine which options the attorney will see.

The paralegal's role in case management puts them in a unique position. They manage the flow of work. They know what the case needs at every stage. When a case requires medical expertise, the paralegal often recognizes this need before the attorney mentions it. The paralegal may spend several hours researching the available options. The paralegal will make calls or send emails to consultants to learn about their services. The paralegal will narrow down the options to two or three recommendations. Then the paralegal presents those recommendations to the attorney.

Paralegals have the authority to do this research and make these recommendations because attorneys trust their judgment. An attorney might see thirty cases a week. The attorney cannot personally research consultants for every case. The attorney relies on the paralegal to do that work. If the paralegal has worked with you before and had a good experience, the paralegal will put you on the recommendation list immediately. If the paralegal has never heard of you, they will likely search. Your goal is to already be on the paralegal's list.

Paralegals often have more time to evaluate your credentials than partners do. A partner spending thirty seconds reading an email might not see your best qualities. A paralegal spending thirty minutes learning about your background will understand your expertise more deeply. Paralegals evaluate you based on clinical knowledge, responsiveness, professionalism, and cost. If you demonstrate all these qualities, the paralegal becomes a champion for your services.

Building an authentic relationship with a paralegal is different from building one with an attorney. You do not need to impress the paralegal with business talk or marketing language. You need to show that you understand their work. You need to demonstrate that you will make their job easier, not harder. You need to be reliable and professional every time you interact with them. When a paralegal trusts you, they will consistently recommend you.

The Power of In-House Legal Nurse Consultants

In-house legal nurse consultants represent a special category of influence that deserves separate discussion. An in-house LNC works inside the firm. They are employees or contractors who work with the firm regularly. They are not competing with you for business. They are gatekeeping the flow of business to people like you.

The in-house LNC's role includes locating and vetting expert witnesses for cases. When a case requires medical expertise, the in-house LNC is often the person who determines the type of expert needed and where to find them. The in-house LNC might research different consultants. They might call references. They might review credentials. Then they recommend specific people to the firm's attorneys.

This role makes in-house LNCs one of your best referral sources. They have constant access to the attorneys. They understand the firm's cases at a deep level. They can recommend you for multiple cases over time. But only if they know you and trust you.

Many external LNCs view in-house LNCs as competition. This is a mistake. You are not competing for the same role. You are competing for the same cases, but from different angles. An in-house LNC might be the perfect collaborator. They might research case feasibility and then call you to do a detailed case analysis. They might locate an expert and have you interview that expert before the firm engages them. They might ask you to provide a second opinion on a case they have doubts about.

The peer-to-peer relationship with an in-house LNC is powerful. You speak the same language. You understand the same concepts. You can communicate about cases at a technical level that attorneys cannot. When an in-house LNC respects your work, they become an advocate inside the firm.

Developing strong relationships with in-house LNCs requires understanding their dual role. They are your colleagues in many ways. They are also gatekeepers who control access to cases. Approaching them professionally means acknowledging their expertise and respecting their knowledge. It means treating them as equals. It means asking for their perspective on cases rather than trying to sell them your services.

First Impressions: Before You Meet the Attorney

Your first impression at a law firm almost certainly will not be with an attorney. It will be with the staff. This reality should influence how you approach your marketing from the very beginning.

The receptionist sees you first. They notice how you introduce yourself. They notice your tone of voice. They notice whether you are friendly or pushy. That receptionist will form an impression of you in the first thirty seconds. That impression affects whether they remember you when you call back or whether they help connect you to the right person.

The paralegal who opens your email forms an impression, too. They notice whether your message is professional and clear. They notice whether you seem like someone who would be easy to work with. They notice whether you understand law firm processes or whether you seem clueless.

These first impressions matter because they shape how staff members talk about you to the attorneys. If a legal assistant has a negative experience with you, they will tell others. If a receptionist remembers you as rude or dismissive, they will mention it. Legal staff talk among themselves. Your reputation spreads through conversations among people you never directly spoke with.

This is why treating support staff with respect is not just a courtesy; it is essential. It is a business strategy. The attorney might make the final decision about hiring you, but the staff has already decided whether to present you as an option. If you are dismissive of a legal assistant, that legal assistant will not fight hard to get your message to the attorney. If you are respectful and professional, that legal assistant will help your message get noticed.

Every interaction reflects on your professionalism. The receptionist who remembers you as pleasant will put your follow-up calls through faster. The paralegal who trusts you will spend time helping you understand a case. The legal assistant who respects you will flag your emails as necessary. Conversely, rudeness to support staff can kill opportunities before they even begin. You might never even know an opportunity existed because staff members decided not to present you as an option.

Professional courtesy is not a soft skill that is insignificant. Professional courtesy is a marketing strategy. It is the foundation of your reputation at that firm. Building a strong reputation means doing so through every interaction with every person you meet.

Marketing Strategy by Firm Size

Your approach to relationship building should adapt according to the size of the firm. The strategy that works for a solo practitioner will not work for a large firm. Understanding these differences helps you focus your efforts where they matter most.

At a solo practice, your marketing is direct. The solo attorney is the decision maker. You build a relationship with that one person. You might reach the secretary or part-time assistant, but your primary focus is the attorney. Solo practitioners often appreciate direct approaches. They are used to handling everything themselves. They might even answer the phone themselves. Building a relationship here is straightforward because there is one person to reach.

At a small firm, you need to work with multiple relationships. The partner is important, but so are the paralegals and legal assistants. The partner might give verbal approval to hire you, but the paralegal determines whether they call you on a case. Your strategy should include direct contact with the partner whenever possible, along with serious relationship building with support staff. Small firms appreciate friendliness and accessibility. They notice consistency.

At a mid-size firm, you need to identify key decision makers. You are not trying to reach every attorney. You are trying to find the practice areas that would use your services the most. Within those practice areas, you identify the lead partner, the key associates, and the paralegals. You build relationships with that smaller group rather than trying to reach everyone. Mid-size firms have enough hierarchy that title matters, but enough flexibility that great relationships can still be built.

At a large firm, you need to understand bureaucracy. You cannot call the managing partner and expect to speak with them. You cannot email the firm and expect a response. However, you can identify specific practice areas, attorneys, or cases that align with your expertise. You can reach out to the paralegal on that specific team. You can attend firm events and network with staff. Large firms require patience and strategic targeting, but the payoff can be significant because one case leads to another and another.

The underlying principle remains the same across all firm sizes. Build relationships with the people who actually manage cases. Those people are rarely the partners. Those people are the paralegals, legal assistants, and in-house consultants. Partner these relationships with professional behavior and consistent follow-up. This combination works regardless of firm size.

Creating champions at every level is the goal. A champion does not just use your services. A champion actively recommends you to others. They talk about you in positive ways. When someone asks about legal nurse consultants, the champion suggests your name. Building these champions means treating people well consistently over time.

The broad network of relationships you build pays dividends. One paralegal leaves the firm and joins another firm. They remember you. They recommend you to their new employer. A legal assistant may become an office manager and influence firm policies. An associate becomes a partner and remembers the consultant they worked with years earlier. Your network does not stop at one firm. It spreads across firms and over time.

Common Marketing Mistakes

Legal nurse consultants make predictable mistakes that damage their success. Understanding these mistakes helps you avoid them.

The first major mistake is bypassing or dismissing support staff to reach decision makers. You cannot get the partner, so you focus all your energy on trying to reach the partner. You ignore the paralegal. You do not acknowledge the legal assistant. This approach fails because the paralegal is the person who will recommend you. The legal assistant controls the partner's attention. By ignoring these individuals, you overlook the true gatekeepers.

The second mistake is assuming that only attorneys make decisions. You send marketing material to the firm's attorney list. You ignore the other staff. You may not realize that the paralegal will make the initial decision about whether to work with you. Once the paralegal rejects you, you never reach the attorney. The attorney only sees the options the paralegal presents.

A third mistake is treating in-house LNCs as competitors rather than opportunities for collaboration. You view the in-house LNC as someone taking business from you. You approach them defensively. But an in-house LNC could be one of your best sources of cases if you approach them professionally. Viewing them as competitors instead of colleagues costs you opportunities.

A fourth mistake is focusing solely on partners while neglecting associates. Associates may not make the final hiring decision, but they do influence it. They are also future partners. An associate who has had good experiences working with you will likely recommend you to others. Neglecting associates costs you current cases and future partnerships.

A final mistake is failing to understand the firm's structure before approaching. You walk into a firm and try to reach the partner without understanding that the paralegal screens consultants. You are not familiar with the firm's hierarchy. You cannot identify who actually makes decisions. This lack of knowledge shows. It undermines your credibility. Taking time to learn the firm structure before making contact changes how effective your outreach is.

Practical Strategies for Success

Relationship building requires specific strategies that you implement consistently. These strategies increase the likelihood that you will be remembered, trusted, and recommended.

The first strategy is to learn about firm structures before initial contact. Before you walk into a firm or send an email, spend time understanding that firm. What practice areas does it focus on? How big is it? Who are the key partners? What cases is it known for? This research helps you target your approach. You might focus on the litigation department rather than trying to reach the whole firm. You might ask for the partner who handles medical malpractice rather than the managing partner.

The second strategy is to build relationships with the administrative staff first. You do not necessarily start with the partner. You start with the people you meet first. You build genuine relationships with the receptionist, the paralegal, and the legal assistant. These people are the foundation of your relationship with the firm. Invest time in getting to know them.

The third strategy is connecting with in-house LNCs professionally. If the firm has an in-house LNC, that person is worth knowing. Reach out to them. Introduce yourself. Acknowledge their expertise. Ask if there are ways you could work together on cases. Treat them as a colleague, not a potential competitor. This relationship could become one of your most valuable.

The fourth strategy is following up with everyone involved in the process. If you meet someone at a firm, follow up with them. If you send an email, follow up with a call or another email. Following up shows that you are serious about building the relationship. It keeps you in people's minds. Multiple touchpoints are more effective than a single interaction.

The fifth strategy is maintaining relationships beyond individual cases. After you finish working on a case, do not disappear. Reach out occasionally. Touch base with people you worked with. Send a note expressing your appreciation for working together. This maintenance keeps the relationship warm. It makes people remember you positively. When the next case arrives, they think of you immediately.

The Cold Walk-In Method: A Proven Approach

One of the most effective ways to build these relationships is through face-to-face contact at law firms. The cold walk-in method combines personal touch with professional follow-up. This approach plants seeds with the staff members who control access and recommendations.

The foundation of this method is showing up in person at the law firm. You walk in without an appointment. You are friendly and professional. You bring sweet treats with you. Fresh bakery items, gift baskets, or good-quality cookies work well. You also bring some branded materials, but not an excessive amount. A pen or two, maybe a notepad, some business cards. Nobody wants ten promotional items with your name on them. The treats are the focus. The branded materials are secondary.

You arrive at the firm and approach the reception desk. You introduce yourself to the receptionist. You are genuinely friendly. You ask how their day is going. You explain that you are a legal nurse consultant and you wanted to introduce yourself to their firm. You hand the receptionist a box or bag with the treats. You ask them to share the treats with the team. You are not pushy. You are not trying to close a deal. You are simply introducing yourself and leaving something nice.

During this visit, you try to meet anyone available. You might speak to a paralegal. You might chat with a legal assistant. You might meet a junior associate or another staff member. You collect business cards from anyone you personally speak with. This is critical. You are building a list of actual people you met, not just addresses where you sent something. You now have names and contact information for real people at this firm.

You leave five to twenty business cards at the front desk depending on firm size. You thank the receptionist. You leave. Your initial visit is complete. You have spent maybe ten to fifteen minutes at the firm. You have been friendly and professional. You have left treats and business cards. You have collected contact information from people you met. Most importantly, you have created a personal impression.

Then your follow-up sequence begins. This is where the strategy becomes powerful.

Three days after your visit, you send an email to everyone you personally met. This first email is not a sales pitch. You remind them of your name. You ask how the treats were. You might mention something specific from your conversation with them. Perhaps you discussed a complex case type they handle or a challenge they mentioned. You reference it briefly. This shows you were listening during your visit. You were not just waiting for your turn to talk. You cared about what they said. You keep this email short and light. The purpose is simple. It reminds them that a real human showed up at their office and cared enough to bring something nice. It shows you are interested in them as people, not just as gatekeepers to business. You are not asking for anything. You are genuinely re-establishing the connection.

In the first week after your visit, you send a second email. Again, you reach out to everyone you met. You acknowledge the visit and the treats. If you have not already provided your resume and fee schedule, include them now. But this email should still sound sincere and personal. You are starting to sell, but you are not being typical or forced about it. You might mention that you understand the types of cases the firm handles and that you could be valuable in those cases. You might say something like "I know your firm handles a lot of complex medical litigation, and I have specific experience in that area." You ask who the best person would be to meet with to discuss a partnership. Sometimes, the person you talk to is not the decision-maker. That is fine. This email helps you identify the right contact. You might get a response directing you to the paralegal who handles expert witnesses. Alternatively, you might learn that the partner is interested in speaking with you.

If you receive no response by week two, you send one final email. This email includes your resume and your CV if you have not already shared them. You include a small snippet about what you offer and your areas of expertise. Again, make this sincere. You are selling, but you are not being pushy or typical. You might say something genuine, like "I really believe I could add value to your firm on medical cases," rather than using the standard consultant language. You state clearly that you currently have availability. You mention that you would be excited to discuss how you could help. Then you end with a specific question. "Do you happen to have any cases on your desk that you would like assistance with?" This question is important. It is not pushy. It is not desperate. It is specific. It opens a door without forcing it open. It gives the person a concrete way to respond if they are interested.

Understanding why this approach works is crucial. You have done something different from every other legal nurse consultant trying to market their services. You showed up in person. Most consultants never do. You brought something nice. Most consultants send emails. You followed up with genuine interest, not desperation. Most consultants send one message and move on. You stayed in front of their minds through multiple touches over time. You are not trying to sell to them. You are trying to become someone they think of when they need help.

This method plants a seed. The seed is that you exist, you are professional, you care enough to show up in person, and you are worth keeping in mind. You made a personal impression. Staff members remember you. When a case arises that requires expert assistance, your name comes to mind. Not because they received fifty emails from you. Not because you were pushy. But because you showed up, showed care, and stayed consistent.

The treats are not a bribe. They are a physical reminder that you came to visit. Every person who ate a cookie or enjoyed a pastry has a small positive memory associated with you. That memory is powerful. It separates you from consultants who only email. It makes you human, rather than just a name on a screen.

The business cards you leave and the ones you collect matter differently. The cards you leave are available for anyone to pick up and reference. A paralegal might see your card on a desk, remember you visited, and call you when a case arrives. The cards you collect give you specific names to follow up with. You now have direct contact information for real people. Your follow-up emails are personalized because they go to actual individuals you met.

This entire process takes minimal time and money. You drive to the firm, spend fifteen minutes visiting, and bring treats. The treats cost thirty to fifty dollars. You spend an hour doing follow-up emails over two weeks. But the return on this investment is significant. This method gets you remembered. It gets you noticed. It puts you ahead of consultants who only email or call.

The key is consistency. This approach does not work if you try it once and then move on. It works if implemented across multiple firms over time. You visit one firm per week or one firm every other week. You follow up with each firm according to the same sequence. Over time, you have built relationships at multiple firms. You are in the minds of multiple paralegals. You are on multiple follow-up email lists. Cases start coming your way.

Conclusion

Success in building a legal nurse consulting business requires understanding that law firms are not places where only attorneys matter. Law firms are teams. Every person on that team influences whether you get hired and how you are treated.

The first impressions that matter most are not always with attorneys. They are with the people who answer the phone, manage cases, schedule meetings, and recommend consultants. These people determine whether you ever reach an attorney at all. Treating them with respect and professionalism is not optional. It is essential.

Strategic relationship building at every level of the firm is the approach that works. You do not ignore partners. But you do not focus only on partners either. You build relationships with paralegals who manage cases. You connect with legal assistants who control communication flow. You develop partnerships with in-house LNCs who can regularly send cases. You treat administrative staff with respect because they shape your reputation.

The hidden influencers who determine your success are no longer hidden. They are the paralegals managing case details. They are the legal assistant filing your information. They are the in-house LNC vetting consultants. They are the receptionists who remember your name. These people are your keys to success. Invest in knowing them. Invest in building relationships with them. This investment pays dividends over time through consistent case referrals and a growing reputation.

If you are ready to build a legal nurse consulting practice based on genuine relationships and consistent business development, I can help you. I work with consultants who want to understand law firm structure, master relationship-building strategies, and develop a marketing approach that actually works. Through my mentorship program, I offer personalized guidance tailored to your specific needs and timeline. No rigid schedules. No one-size-fits-all approach. Just support when you need it, on your terms, as part of a community of professionals committed to excellence.

Your time. Your terms. Your tribe.

Visit www.garveyces.com to learn more about my consulting services and mentorship opportunities, or contact me directly at matthew.garvey@garveyces.com to discuss how to strengthen your law firm relationships and grow your case load.

AI Assistance Disclosure

This article was developed, in part, with the assistance of artificial intelligence tools. The author has reviewed and edited all content to ensure accuracy and alignment with the author's professional expertise and opinions.