This is where it gets practical. The first videos covered what the LPQ is, when to take it on, and how not to sink yourself. This one is about the single most important thing you put in it: your book of business — how you present what you’ve produced and what will move with you.

And it starts with a shift in mindset that changes everything that follows.

Most partners treat the LPQ like a test: fill in the boxes, submit it, it’s done. That’s the wrong model.

The LPQ is a living document. It’s not a one-and-done form — it’s a case you build and revise as the conversation develops, as you learn what this particular firm values, as you sharpen how you present your practice. Your first pass is a draft, not a verdict. The partners who get the most out of it treat it that way — something to work and refine, not a form to dispatch.

And the most important thing you’re building the case for is the number partners get most wrong — their originations.

Here’s the one that surprises partners most: your book of business is not what your current firm says it is. Many partners know they’re the but-for cause of a client’s continued relationship with the firm — the client stays because of them — and yet they’re not getting internal origination credit for it.

So when the LPQ asks for your originations, don’t just put down your firm’s number. Also put down what you credibly believe you can claim — regardless of internal credit — and then make the case for why that work is yours: you’re the primary client contact, you have been for years, when the client picks up the phone they call you, you manage the teams that do the work. Internal credit is one factor. It is not the ceiling on what you can legitimately claim.

Producing the business is one question. How much of it follows you is the next — and there’s a convenient answer many partners reach for.

The same discipline applies to portability — how much of that business will actually follow you. A common move is to be “conservative” and assume half your book ports. Don’t. That’s not conservative — it’s just imprecise, and it usually undersells you.

The reality is more textured: for one or more of your clients, there’s effectively a hundred percent chance they move with you. One or more may be a coin flip. The rest fall somewhere in between. So go client by client — estimate each one individually, and in the LPQ, make the case for your reasoning: why this client is a lock, why that one is uncertain. A specific, well-reasoned estimate is far more credible than a round “about half,” and it almost always tells a stronger story.

So presenting your book comes down to three moves. Treat the LPQ as a living document, not a form to dispatch. Claim the originations you can credibly defend, not the credit your firm happens to assign you. And estimate portability client by client, with the reasoning behind each call.

In the next video, I’ll go beyond the book itself — to the parts of the LPQ most partners fill in exactly as printed but shouldn’t.