Everything Jeremy Henrickson said on any show that made the record, most notable first. Each card names its show and opens the statement there.
Henrickson: High-ambiguity product decision-making cannot really be learned
“It's like, you can't really learn it, right? Either, either you're really, really good at making those kinds of decisions or you're not, right? It's a very peculiar skill that we really value.”
Henrickson: Compound startups gain leverage by building everything on one platform
“The idea of a compound startup is like all of these different businesses Benefit from being built on top of one platform.”
Henrickson: Product thinkers must master domain weeds before hiring specialists
“That's an incredibly important part of our success is having that specialist, but not before somebody with a product mindset. Like the tax specialist is amazing at tax, right? That's what they're, they love and that's what they do, but that doesn't make them n…”
Henrickson: Non-global payroll and IT software companies won't survive in 10 years
“In fact, we have a very clear thesis that companies that aren't global, particularly in payroll, But also in kind of insurance and benefits and IT. If you're not global, you're just not going to be around in 10 years because companies were becoming global.”
Henrickson: Total product velocity is higher at Rippling than Coinbase
“And so the kind of total velocity I would say is, is higher here. Which is not to say people work harder or less hard at Coinbase, like Coinbase was like an amazingly fast, like, environment. But it was also subject to the fact that, like, you just don't know …”
Henrickson: Only quarterly planning and Jira tracking need organization-wide unification
“The only place I care about unification is one on the quarterly planning process and two, like everything does need in fact to be in Jira because otherwise you can't rationalize about what's actually getting done and not.”
Henrickson: Rippling launches new products from scratch in 6 to 9 months
“Usually over the course of like six to nine months, we can get a product from, you know, a blank sheet of paper to something that is launched, or at least that we're using sort of internally when we dog food our stuff really heavily.”
Henrickson: Rippling keeps its product organization intentionally thin
“And it's one of the reasons that we keep, at least at Rippling, our product organization really thin, right? We expect like a single leader, right, to be able to know like the full scope of the product.”
Henrickson: Force-ranked company-wide 'imperatives' drive clarity by clarifying what to exclude
“Maybe the most recent innovation sort of at Rippling was the kind of introduction of what I'm calling imperatives. These things that whether they come bottom up or top down are things that like everybody across the entire product and engineering team needs to …”
Henrickson: Coinbase usage grew 40x over the course of 2017
“And, you know, Coinbase, which at the time had, you know, an exchange just like on ramp and off ramp from fiat to crypto and back experienced over the course of 2017, 40 X growth in, in usage.”
Henrickson: Rippling has replicated its small-team product model roughly a dozen times
“The thing is that Rippling, like we've now replicated that like, you know, a dozen times, right? That's our model for starting new things.”
Henrickson: Pitching US-specific details like SSNs internationally destroys product credibility
“If you ever see a demo Delivered to somebody in another country where they see like a detailed screen about a person that includes a social security number. It's like the, you immediately lose credibility. Doesn't matter how good all the rest of your stuff is.”