Gusto, every mention
33 scenes · ← back to Gusto
tap a year for its mentions
every year anyone Brett Berson 38Michael Cieri 13Kevin Busque 12Tomer London 7Imad Akhund 2
Verbatim, from the transcripts: the passages where Gusto comes up
Ignoring Silicon Valley advice to build a $3B fintech unicorn (Mercury)
- ▶ 29:57 Imad Akhund There was no Slack, no Stripe, no Gusto. 2 times in the scene
How Gusto built a $9.5 billion company by identifying a burning problem
- ▶ 0:09 Brett Berson For today's episode, I'm excited to sit down with Tomer London, who's the co-founder and chief product officer of Gusto. 3 times in the scene
- ▶ 7:32 Brett Berson And then in this, what ended up being Gusto, you just happened to set the rig down in Texas and struck oil.
- ▶ 9:43 Tomer London And that's the thing that I think the biggest, um, lesson that then at Gusto, first it's like just knowing when I met Josh, when I met Eddie, knowing that they are the people.
- ▶ 18:54 Tomer London If you're a Gmail user, you're going to use Gusto.
- ▶ 26:29 Tomer London And the pain was strong enough that even if we did not have a personal network with dentists, um, dentists love gusto.
- ▶ 34:26 Brett Berson You talked in many different ways about how you love spending time with customers, and that was a big part of the early journey and continues to be a big part of the journey at Gusto.
- ▶ 40:53 Tomer London That's also when we changed our name from Zen Payroll to Gusto. 2 times in the scene
- ▶ 42:58 Brett Berson And how long in the company's life did you do that? 3 times in the scene
- ▶ 45:16 Brett Berson What do you think about the actual market setup for Gusto, now looking back in the rear view, ended up creating such great circumstances for a phenomenal business to be built? 4 times in the scene
- ▶ 51:50 Tomer London Five years from when I'm going to look at Gusto today, and I'm going to listen again to this, to this podcast. 2 times in the scene
Inside Guideline's mission to modernize 401(k)s | Kevin Busque (Co-founder and CEO)
- ▶ 10:30 Kevin Busque We totally made this market with the help of gusto in our early days.
- ▶ 15:33 Kevin Busque 360 degree integrations with forward thinking payroll companies like Gusto.
- ▶ 27:08 Kevin Busque We didn't have the integration yet with Gusto, et cetera. 2 times in the scene
- ▶ 31:50 Kevin Busque So it's good for guideline, but it's also great for Gusto. 7 times in the scene
- ▶ 38:11 Brett Berson Why did Gusto not want to compete and own this category? 4 times in the scene
- ▶ 44:38 Brett Berson Or did you build the Gusto integration at that point? 2 times in the scene
- ▶ 49:19 unnamed speaker And then our companies from that point forward, we started with the gusto integration and they were all over the board, but they're very small, right? 10 times in the scene
- ▶ 1:04:10 Kevin Busque So if you have one or more employees in California, you now have to meet this mandate, which is just a huge, that's 200,000 small businesses across Gusto and Intuit alone.
Lessons from Gusto & Square on Finding Your Product Wedge | Michael Cieri
- ▶ 1:11 Brett Berson For today's episode of InDepth, I'm really excited to be joined by Mike Cherry, who is the Chief Product Officer at Gusto. 2 times in the scene
- ▶ 5:23 Michael Cieri So, I mean, we really put a lot of focus and gusto and similar in this respect and ease of use, making it simple.
- ▶ 6:44 Michael Cieri And I think when I look at what we're doing with Gusto and really focusing on how to build great teams, a lot of those jobs are shared across industry.
- ▶ 10:33 Michael Cieri Um, and we all believe and still believe, I mean, I would believe this Augusto today, that there's tremendous amounts of value when you have a well-integrated set of business tools that work together on behalf of moving the business…
- ▶ 14:34 Brett Berson When you think about that in the context of Gusto, when you think about it in the context of Square, were those decisions made by product taste and intuition, or, or did you develop like a structured way to decide on those types of things? 4 times in the scene
- ▶ 16:29 Brett Berson How did you approach in both sort of in the context of Square and what you've seen at Gusto? 6 times in the scene
- ▶ 20:50 Brett Berson What about now in the context of Gusto, for example, where you have many products, it's not just going from one to two. 3 times in the scene
- ▶ 23:17 Michael Cieri So we're, we're right now we're like in the first cycle of my time at Gusto of going through, um, annual planning and working through, um, what we're going to be doing over the next year. 3 times in the scene
- ▶ 25:32 Brett Berson What you thought a compelling five-year vision was like something that makes it more clear, like what is the altitude that you think is productive when you're talking about a five-year vision, or in the case of Gusto, a three-year vision? 3 times in the scene
- ▶ 29:39 Michael Cieri So I can give you a couple examples of things that I think have worked and like things that we, that we try at Gusto.
- ▶ 37:46 Brett Berson What memo or deck or work would you tell them maybe in the context of Gusto? 2 times in the scene
- ▶ 42:46 Michael Cieri You know, when I think about some of the horizon three things that we're discussing right now, Gusto, and when I think about what they might look like three years from now, they are materially different than what Gusto looks like today. 4 times in the scene
- ▶ 46:06 Michael Cieri I mean, I think it can be developed, but like, we certainly want to see folks that are coming into that role at Gusto being able to showcase that they have so a bit off the bat.
- ▶ 53:25 Michael Cieri We have work to do on this at Gusto and certainly had work to do on this at Square, but in some cases, I think it might even just be good to ask that exact question.