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Leadership

Joey Seeber

CEO

Born and raised in Texas, Joey Seeber started giving speeches around the fireplace at four and carrying a briefcase by kindergarten. He grew up to become an experienced litigator, successful entrepreneur, dedicated elected official, and then CEO — all of which allow him to still give speeches and carry a briefcase.

As a practicing attorney, Joey learned the pain points and pressures of the profession – from tackling complex litigation-related discovery matters to persuading a jury in his clients’ favor. He also served three terms as mayor of Tyler, Texas, where he discovered how important it is to listen before speaking, as well as the power of collaboration among colleagues to get things done well. And from his numerous entrepreneurial ventures, Joey recognized the magic of hospitality in changing problems into opportunities.

From all of his varied life experiences — including his stressful (albeit brief) run as Dugout Dad for both Patrick Mahomes and Johnny Manziel in their Little League days — Joey began to envision what is now Level Legal. He knew there was a need in the legal industry to give employees and customers exceptional outcomes through a delightful, hospitable experience. In his words, “We are making legal human.”

As Level Legal’s first and only CEO in its 13-year history, Joey leads with his head and his heart, never sacrificing his values or his people for a short win. He plays the long game in life, and those who get to play with him are better for it.

For fun, Joey enjoys riding his bike, traveling to new places with great views and great food, and spending as much time as he can get with his two grown sons.

Culture Index Profile: Rainmaker

We don’t sell solutions. We give peace of mind.

We keep things moving toward the finish line, all with technical expertise and artful grace.
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Our Framework

Understand.

During this phase, we work to step away from any assumptions and guesses about what our customers needs, and let our research findings inform our decision-making. We learn more about our customers, their problems, wants, and needs, and the environment or context in which they will use the solution we offer.

Our Framework

Define.

During the Define phase, we analyze our research findings from the Understand phase and determine what is the most important problem to solve — and why. This step defines the goal. Then we can give a clear problem statement, describing what our customers’ needs are that we are trying to solve, making sure that we heard and defined their problem correctly.

Our Framework

Solve.

This phase is an important part of the discipline in our process. People often settle for the first solution, but the most obvious solution is often not the right one. During the Solve phase, we brainstorm collaboratively with multiple stakeholders to generate many unique solutions. We then analyze our potential solutions and make choices about which are the best to pursue based on learnings in the Understand phase.

Our Framework

Build & Test.

This phase is critical in developing the right solution to our customers’ problem. An organized approach to testing can help avoid rework and create exceptional outcomes. Starting small and testing the solution, we iterate quickly, before deploying solutions across the entire project.

Our Framework

Act.

During this phase, the hard work of prior phases comes to life in our customers’ best solution. The research, collaboration, and testing performed prior to project kick-off ensure optimal results.

Our Framework

Feedback.

At the project completion, we convene all stakeholders to discuss what went well, what could have been better, and how we might improve going forward. We call these meetings “Retrospectives,” and we perform them internally as a project team, and with our external customers. The Retrospective is one of the most powerful, meaningful tools in our framework.

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