The Ledger, every show

“I think they're fucking filled with happiness and enjoyment and energy and also tortured by the fear of failure and by whatever demons drive them or whatever passion drives them. Like there's this awesome Jekyll and Hyde yin yang You know, dynamic to what it's…”

“Clear thinkers don't have to be that smart. They just have to be experienced, or they have to have lots of at-bats on a given topic until they've rounded out their understanding of a system. They might not understand why something is the way it is, but they da…”

“And so in our case, in building out what we call a go to market management team, because we didn't even want to use the term product marketing. We didn't want to go shopping in that pool for talent. We were able to be focused on hiring people who were demonstr…”

“Oh my God, yes, you can have too many first principles thinkers because they have a tendency to over-engineer things. Not so much about having too many first principles thinkers as it is having too many people doing first principles thought. There's only so ma…”

“Being in Silicon Valley in 20, 23 is a lot being what I imagine being in Florence in the Renaissance must have been like just so much creativity, so much productivity, such a high concentration of brilliance.”

“You want the archetype of the person whose instinct is to just do surgery after surgery after surgery all day, all night to, and not sort of zoom out and build some massive roadmap of things to do, but just to like to take the next proximal problem, beat it do…”

“The idea is like, hey, go read the support tickets, go look at the source code, go attend the customer, you know, meeting and go sit next to them and look at what they do in the product, whatever it is, the, you know, doing that 100% of the time is going to gi…”

“The trick is to do the minimum amount of process you can get away with which is almost always more than zero, but almost always less than a whole lot. And you know, I think of processes as really important ingredients to reducing the volatility of your company…”

“We have over a 150 people who have started companies that now work at Rippling.”

“Like for a scaled businesses, the unit economics of your business converge at the cross sell motion. Like your new logo sales motion is super important, but as you sell your products into your ever-growing customer base, like your economics start to look like …”

“The manager has never really, hasn't really sat there and like looked at everything you've done, particularly if this is over like a, you know, six month time horizon or a 12 month time horizon. They just don't have enough time to do that. And so if you, there…”

“When we were building this product, she was an engineer in India who was working on one of our toughest problems, and she was singled out as a high potential employee. And she was in fact pretty early in her tenure at the company. And we paid attention to that…”

“Like no one's allowed to make any significant decision using the model alone. So anytime you talk about employment decisions, promotions, that kind of thing, you're not allowed to just point at talent signal and say, you know, it said X. You've got to have you…”

“Parker, our CEO, he runs payroll for the company. Like, every pay run goes through him. He also approves every expense above 10 bucks.”

“The difference between a really effective executive and an executive that's more ho-hum, I think, is that the more effective executive Fights the entropy, like, holds the bar high. Tries to make things happen more quickly, even though it's exhausting.”

“Like the hallmark of good executive collaboration is sort of seeing lots of blind passes, where you just toss the ball generally in the direction of the executive who you didn't even look over to see was there, but you kind of know they're there, and they take…”

“There's a guy who's just a stunning first principles thinker, and you just engage him in a conversation on the dynamics of the market or how some technology is going to play out, or you ask him to explain, like he has this concept of the three types of innovat…”

“The interview is the metadata. I don't care what topic we're talking about. I'm studying the way you think. I'm studying how you communicate. I'm studying how you respond to challenges and pressure.”

“As an executive, you're constantly thinking about inputs as a means by which to achieve desired outputs. Where I think a lot of people mess up is that they over rotate on talking about the outputs. Just operationally speaking, no soccer coach ever gets up in f…”

“One of our nine leadership principles at Rippling is that Rippling leaders go and see. And what go and see means is that you don't live in the dashboard. And in particular, like when the anecdotes disagree with the data, you got a problem. You go and see, whic…”

“The roving bottleneck is the thing that's holding you up from achieving the next unlock from two to 20,000 employees. You're currently working on the thing you think is most holding you back from achieving what you want to achieve. And the minute you solve it …”

“I've invested in like 65 companies under the assumption that every single one of them goes to zero.”

“We got about 3500 employees. We've got tens of thousands of customers using the platform, so I'd say we're doing something right.”

“Everything I do today in my job at Rippling, we're, you know, 2800 employees. We're still growing at, you know, a massive growth rate on a very large base of revenue.”

“When you get everyone in a room, and we do this at Rippling, we have Conscious Business Reading Club. Each of these chapters gets one Hour per week in a group of 10 people, and we talk about them.”