Anthony Petsis & Associates Builds Its Client Workflow on Jump and Saves 20-25 Hours a Week

The firm's growth over the past few years has come the hard way and the good way: awards, local press, and referrals from clients who have been with them for decades. That growth created a familiar problem. A high-touch model that meets clients anywhere from once to three times a year does not scale on its own.

"Technology plays a significant role in our maturity, our ability to grow, our ability to scale," said Marc Butler, a nationally recognized advisor at the firm. "The challenge for us is how to scale as we continue to experience the growth we have over the last couple of years."

The obstacle was that none of the systems communicated with each other. An advisor would sit through a client meeting gathering information, then had to move that information by hand into every system that needed it: follow-up items into the CRM, planning data into the client record, client details into new account paperwork. Every handoff was a person retyping something a client had already said.

"All of these solutions live in a silo," he said. "So if Jump didn't talk to Redtail, we would have to be in Jump and then we'd be copy-pasting tasks over to Redtail."

Documentation was the most visible symptom. Advisors took notes by hand during meetings, then spent considerable time afterward assembling the detailed meeting minutes the firm sends clients, with CRM follow-ups as a separate job on top. With 20 to 25 client meetings a week across the office, the cost compounded quickly, and things could fall through the cracks.

"Just imagine being in client meetings (in person, Zoom, and phone call), and we were physically taking notes, writing furiously, not wanting to miss any of the follow-ups, not wanting to miss things that were important that the clients were saying. We also use Jump for internal meetings to help us with making ourselves accountable to running the firm," Marc said.

The firm evaluated several platforms. Marc knew from experience what determines whether any of them survive contact with a working advisory practice.

"If the implementation is hard, most advisors are not going to spend the time to do it. It's too complicated. We don't want complicated. We really want the easy button."

Jump was the one that cleared the bar. "I connected my Microsoft account, and I'm telling you, within seven minutes, I was up using Jump."

What the firm built on top of that is less a notetaker than an operating layer. Client conversations become structured records: follow-up items and service requests are captured and pushed into Redtail with owners and due dates attached, so tasks route to the right person without anyone transcribing them. Planning data and client goals land in the CRM as part of the same record. Signals flag items that came up in conversation and might otherwise go unactioned. Templates let each of the four advisors keep their own style. Jump connects to eMoney, and the firm, a heavy FMG user, is watching that integration closely.

"These systems, none of them talk to one another," Marc said. "If you can get them talking to each other, then you're going to be the center of the universe."

The firm treats Jump as its institutional memory, keeping two versions of every client record: the Jump-generated note with the financial planning details, loaded into the CRM, and a client-facing version. Both are stored in Redtail.

"When we have another meeting with the client four to six months later, we have a really good record of what was said, what we agreed to, what the client was thinking," Marc said. "We don't have to remember everything or guess as to what happened."

Marc puts the firm's savings at 20 to 25 hours weekly across four advisors, and he is blunt about what that means on a spreadsheet.

"When someone asks me for a direct impact, well, it's 20 to 25 hours times whatever hourly rate you want to attach to it. Those numbers are pretty significant. If you're going to play the ROI game, the ROI is unbelievable."

Coming from someone who spent a career selling wealth tech, that is not a throwaway line. "ROI is really important, and Jump checks the box in a pretty significant way. But that's really not the whole story. The other part of the story is, how do you automate some things that weren't automated before?"

That automation is what changed the firm's capacity. Work that used to sit in a queue waiting for an advisor to key it in now moves on its own, and the four service associates who handle inquiries, service items, and new accounts get cleaner handoffs. Client-facing documents that took time to assemble now need a few minutes of refinement before they go out. Clients have noticed, without knowing why.

"Clients have noticed that we're listening," Marc said.

Next up, the firm is on the cusp of replacing its paper and PDF onboarding packet with Jump's digital forms.

"Opening up new accounts takes the longest amount of time, but it also has the greatest impact in terms of the experience somebody might have," he said.

For a firm that welcomes clients into a building from 1822, closing that gap with AI is transforming the way advisors work and the outcomes their clients are seeing.