Mortgage Soup fires the questions at Karl Griffin, CEO and co-founder of JammJar.

Mortgage Soup: There’s been a lot of discussion about AI in the mortgage sector. From your perspective, what does it actually change for brokers day to day?

Karl Griffin (KG): The biggest change isn’t technical – it’s experiential.

For years, brokers have accepted that advice is followed by admin. You have a great client conversation and then you spend the next hour updating systems, typing notes and drafting follow-ups. That rhythm has just become normal.

When AI is embedded properly, that rhythm changes. The documentation builds itself while the conversation happens. Notes are structured automatically. Follow-ups are drafted instantly. Instead of stopping to feed the system, the broker moves straight to progressing the case or speaking to the next client.

MS: Beyond saving time, what does that change actually mean for brokers?

KG: It means the role starts to feel different again.

Time savings are the obvious benefit, but the more meaningful shift is in focus and energy. When brokers aren’t carrying a backlog of notes or mentally juggling tasks that still need to be typed up, they’re more present. Conversations improve because attention isn’t split between listening and recording.

There’s also a confidence element. When documentation builds itself in real time and compliance is embedded into the process, advisers aren’t second-guessing whether they’ve captured everything correctly. The system supports them in the background, which reduces cognitive load.

Over time, that changes the quality of work. You’re not rushing to catch up at the end of the day. You’re not finishing calls thinking about the admin that follows. You’re operating in a cleaner, more focused way.

That’s where the transformation really happens. It’s not just about working faster. It’s about working with greater clarity, consistency and headspace.

MS: And what difference could this make to advice firms?

KG: It has the power to change the internal dynamic of adviser businesses quite significantly.

When documentation and compliance are created in real time, administrators are no longer chasing updates or checking work retrospectively. Compliance teams gain visibility as cases progress rather than after completion.

That removes friction internally as well as externally. There are fewer bottlenecks, fewer handoffs and fewer moments where someone has to stop what they’re doing to reconcile information across systems.

Just as importantly, it improves the borrower experience. When follow-up communication is generated instantly and tailored to the conversation that has just taken place, clients aren’t left waiting to understand what happens next. They receive clear, personalised confirmation while the discussion is still fresh.

That clarity builds confidence. Borrowers feel informed and reassured that their case is progressing, which strengthens trust and increases the likelihood of repeat business and referrals. Over time, operational efficiency becomes a genuine customer experience advantage.

MS: Will this alter how firms think about future growth plans?

KG: It should. Historically, growth has meant headcount. More cases required more administrators. More advisers required more oversight. There was a fairly direct relationship between volume and cost.

When intelligence is embedded into the workflow, that relationship starts to change. Brokers can handle more conversations because they’re not tied to keyboards. Administrators oversee more files because initial checks happen automatically. Compliance gains stronger oversight without increasing manual review.

At the same time, the improved borrower experience supports conversion and retention. When clients receive faster, clearer and more personalised communication, cases progress more smoothly and relationships are strengthened.

That creates a more sustainable foundation for growth, driven not just by capacity, but by higher quality engagement.

MS: Some brokers are still sceptical about AI. What would you say to them?

KG: Scepticism is healthy. The industry has seen plenty of technology over the years that promised transformation and delivered incremental change.

The key distinction is whether AI is being used as a feature or as a foundation. Adding automation to a fragmented process won’t transform anything. Redesigning the workflow so that intelligence sits at the centre of it is different.

Brokers don’t need to believe in AI as a concept. They just need to experience what it feels like when administration stops interrupting advice and client communication becomes immediate and personalised. Once that shift happens, the value becomes self-evident.