01 · The Challenge
Glass Wallet operates on a fully productized service model. Every service is scoped, priced, and templated. Client agreements live inside Anchor, and those agreements drive task launches in Client Hub, the firm's practice management system. When a service is sold and paid, the corresponding work template opens automatically. If a template does not launch, the team knows something is off in the agreement. The billing system and the delivery system are the same system.
“If you are manually creating every invoice, chasing clients for payment, or starting work before money hits the account, you need Anchor. That middle management piece, the one that eats hours every week making sure you actually get paid for the work you have already done, is gone”
Sharrin Fuller, CEO, Glass Wallet
Before Anchor, Glass Wallet used PandaDoc for proposals, then manually invoiced clients in QuickBooks. Collecting payment required a separate form where clients entered their debit or credit card details. Sharrin or her operations manager would then manually enter that information into QuickBooks, process the invoice, and every month, go through each client account to click pay. If a card failed, someone had to chase down a new card, negotiate a date, update the record, and remember to follow up.
The process was automated as much as QuickBooks allowed, but it still demanded significant time. Sharrin estimates it took her about four hours a month to manage when she was doing it herself. When she handed it off to her operations manager, it took closer to six hours per month, accounting for the time spent understanding the process, fielding client questions, and handling exceptions.
“People really underestimate the amount of efficiency they lose when they are in something that is not automated. I don't think people add up all the 15 minutes here, the change this here, the call me back here”
Sharrin Fuller, CEO, Glass Wallet
That was just the invoicing and collections piece. Proposals and scope changes added more time on top. PandaDoc and QuickBooks did not talk to each other in a meaningful way. A new client could require up to four hours of combined effort, across proposal drafting, corrections, card collection, invoice setup, and agreement tracking, before work even started. Scope changes meant going back to PandaDoc, making edits, and manually updating everything downstream.
Sharrin tried Ignition as an intermediate step. It consolidated some of the workflow but still left enough manual gaps that the efficiency gains felt limited. The deeper problem was structural: no single tool connected the proposal, the agreement, the invoice, and the payment in a way that ran on its own.
02 · The SolutionWhy Anchor
Sharrin connected with the Anchor team early and liked the vision immediately. She held off switching until Anchor had an automated QuickBooks integration. Once that shipped, she moved quickly.
Her evaluation criteria came down to one test: could she navigate the product and perform its core function within ten minutes of logging in for the first time? With Anchor, she could. The interface was clean, the proposal flow was intuitive, and the way agreements were structured matched the way she already thought about scoping work. She never needed a tutorial.
“Within 10 minutes, can I learn how to function enough through your product to do the very simple thing it is supposed to do? With Anchor, I could.”
Sharrin Fuller, CEO, Glass Wallet
The pricing model also mattered. At roughly $500 per month less than her prior platform in combined software fees, and with the ability to pass credit card processing fees to clients on a per-client basis, Anchor shifted the cost structure in a meaningful way.
Implementation
Sharrin built out every service in Anchor with measurable, line-item pricing. Each service tied directly to a dollar amount and a corresponding task template in Client Hub. When a client signed and paid in Anchor, the right template launched automatically in Client Hub. If a template did not appear, the team knew to flag it and check the agreement.
This architecture accomplished something operationally significant: it removed the need for Sharrin to be involved in sales calls. Her operations manager could run proposals solo because every service had a corresponding set of qualifying questions and every answer mapped to a specific line item in Anchor. The ops manager did not need deep accounting knowledge. She needed the right questions and the right template, and both were built in.
Sharrin also set up a Zapier automation so that if a client card failed, a pause tag would be added to that client in Client Hub and the team would stop work on the account until payment cleared. The billing system and the delivery system stayed synchronized without manual intervention.
03 · The ResultsDirect Savings
The most immediate change was time. The billing and collections process that had taken Sharrin four hours a month, and her operations manager six hours a month, dropped to under one hour per month, based on the firm's own assessment. That time is now limited almost entirely to onboarding new clients.
The larger impact was organizational. Glass Wallet shrunk from 12 staff to two. A meaningful portion of the operations manager's time, the firm estimates roughly half, had been consumed by billing administration: managing proposals, handling scope questions, chasing payments, and maintaining agreement records. With that work handled by Anchor, her role shifted entirely to client-facing work and HR services that the firm now sells as a productized offering. The approximate value of that shift in internal overhead is $60,000 per year.
Software costs also fell. Glass Wallet saves approximately $500 per month compared to its prior platform, with no monthly subscription fee and the option to pass card processing fees to clients.
“We are in Anchor less than an hour a month. And if we are in there, it is only for new client setup. We do not really have to worry about maintenance.”
Sharrin Fuller, CEO, Glass Wallet
Scope creep, which had been a recurring friction point, became structurally impossible. Every service is defined and priced in the agreement. If a client asks for something that is not in the agreement, the team can see it immediately and route the conversation to a sales discussion rather than absorbing the work silently.
Price increases and renewals, which would have required rewriting agreements manually, now happen through Anchor's auto-renewal functionality. Agreements renew automatically, price adjustments apply at renewal, and the firm has not churned a client through the process.
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