CLNC® SUCCESS STORY
I Earned $138,000 in Less Than 2 Years as a CLNC®
by Kathy G. Ferrell, RN, BSN, CLNC
For ten years I was a nurse manager with a corporation to which I was dedicated. Then upper management changed, and the atmosphere became unbearable. My family and friends urged me to get out, but fear of change paralyzed me. My best friend had attended Vickie Milazzo's CLNC® 6-Day Certification Seminar, and she knew legal nurse consulting would fit me like a glove. For a year she urged me to attend – still I was too afraid to make the change.
In my position as nurse manager, I worked with the legal department regularly. I finally decided that knowing something about legal nurse consulting would benefit me in my current career, and I signed up for the 6-Day Seminar.
Vickie Opened a New Window for Me
Then without warning, I received an offer I could not refuse – resign or be terminated. In 28 years as a registered nurse, I had never experienced such a devastating blow. My heart hurt, my pride was wounded and my self-confidence all but died. I felt like I was crawling on the floor, struggling to find the strength to climb out a window. My salvation was that I had already registered for the CLNC® 6-Day Certification Seminar.
At the seminar one of the first things out of Vickie's mouth was, "We are nurses and we can do anything!" How refreshing to hear that I was capable of doing anything. Vickie's enthusiasm was uplifting and contagious. Best of all, she was sincere. She had succeeded as a nurse and as a legal nurse consultant herself and had mentored many other nurses to CLNC® success.
In addition to Vickie's assurance that I could do it, I heard from other nurses who had met the challenge, succeeded and were willing to help me succeed. The course material was excellent and was presented in a way that kept me interested and even entertained. I had fun. I became determined to show Vickie and especially myself that I could be a successful CLNC®. Sure enough a new window was opened for me.
Vickie's Action Steps Are the Key to Freedom, Flexibility and Success
How did I do it? I went home, and every day I took one of Vickie's action steps toward my new career as a CLNC®. Before long I had a cover letter, brochure, CV and work product ready for mailing. I mailed my information packets and within a week I began calling for appointments. I bucked up my courage to keep knocking on those doors, because I was convinced I had knowledge and experience that could benefit the attorneys.
Several of those initial contacts eventually became clients. One attorney called me back after receiving my packet and said, "I need help. I'm drowning!" Just four months after I became a CLNC®, I received my first four cases from him and made a good friend in the process. In my first year as a CLNC® I made more than $68,000.00 from eight very respectable clients. And within six months of my second year I have already made another $70,000.00 from my new and established business clients.
Best of all I have the flexibility to spend more time with my husband (and business manager), my children and my hobbies. The freedom that being a CLNC® affords is unsurpassed. I offer my sincere thanks to Vickie and all the dedicated staff at the Vickie Milazzo Institute for helping me become a successful CLNC®. I am a nurse and I can do anything!
Kathy Ferrell is an independent legal nurse consultant with 30 years of clinical nursing and management experience. Kathy's CLNC® practice, which is located in Alabama, provides a full range of consulting services specializing in medical malpractice and product liability cases.
CLNC® Q&A
What is the most authoritative resource to evaluate lab values
reported in the medical record?
The reference ranges for normal, therapeutic or critical values may vary depending on the actual lab equipment used and the standards used by that particular healthcare facility or laboratory. Your best source to compare values is the actual lab slip itself since it will indicate the normal ranges for that lab.
A recommended all-purpose textbook is Mosby's Diagnostic and Laboratory Test Reference, by Kathleen Deska Pagana and Timothy James Pagana. Use this manual to:
Find general lab ranges.
Learn the meaning of the abnormal lab values.
Determine how diseases, drugs or conditions may affect the lab values.
Identify the medical conditions in which you would anticipate abnormal labs.
Recommended references include:
Fischbach, Frances Talaska and Dunning, Marshall Barnett, III. A Manual of Laboratory and Diagnostic Tests, 7th ed. Philadelphia, PA: Lippincott Williams & Wilkins, July 2003.
Fischbach, Frances Talaska. Nurse's Quick Reference to Common Laboratory and Diagnostic Tests. Philadelphia, PA: Lippincott, Williams & Wilkins, 2002.
Pagana, Kathleen Deska and Pagana, Timothy James. Mosby's Diagnostic and Laboratory Test Reference, 6th ed. St. Louis, MO: Mosby, 2003.
Many nursing and medical texts also contain appendices or tables that may be used as quick references.
I am currently earning $55,000 as a CLNC®. A pharmacist and M.D.
would like to form a partnership with me. What do you recommend?
First, ask yourself what your future business goals are.
What is your vision for your CLNC® business?
Do you envision yourself working solo, supported by your subcontractors and administrative support?
Or, do you envision yourself owning a smaller piece of a bigger pie?
Do you see yourself in alliance with other professionals owning a multimillion dollar company that serves attorneys nationwide?
Have you imagined all the business challenges of working with two partners? Can you honestly say that these two professionals are the right partners?
If your vision includes two partners, take all the steps necessary to protect your interest. Hire an attorney to represent only you as you draft and negotiate a partnership agreement. Specifically address the following items in the partnership agreement:
Be sure you retain thirty-three percent (33%) ownership interest or more if you will be doing more of the work.
Expect the best, but plan for the worst, which includes dissolving or withdrawing from the partnership if it does not fulfill your vision.
Make sure management responsibilities are clearly addressed to keep you out of the typical "nurse-doctor" relationship.
Finally, remember this is a business marriage, so if you have doubts I'd recommend you not walk down the aisle.
