Eric Glyman explains why Ramp expands its product suite solely around finance teams rather than commercializing internal tools for sales and marketing.
Opinion
Glyman: Ramp employees might be fired for picking legacy vendors like IBM
“I kind of think at Ramp, you might get fired for picking IBM, right? Like, you actually want to pick vendors that not based off of just they have every checkbox, but they are properly sloped, and they're going to advance, and if you play this out in a year or …”
Opinion
Glyman: Modern luxury means saving time, not 1980s-style Amex lounge access
“The luxury that Amex, I believe, was really owning and building was almost like an eighties conception of, like, luxury of, like, you have, like, lounge access, and it's covered in mahogany, and it's super cool, and, like, luxury in the twenty-twenties is, you…”
Assertion Not checkable as stated
Glyman: Capital One treated its engineering teams strictly as cost centers
“This is one of the things that felt like torture at Capital One of engineering and technology was a cost center. It was only an L. There was no P. There was no profit. And so it was just a question of where are costs and how can we rip things out, out, not how…”
Insight
Glyman: Preventing spending is 100x better than earning 1% cash back
“Not spending a hundred dollars in the first place is a hundred times better than getting a dollar or one percent back on it.”
Insight
Glyman: Startups' primary battle is overcoming customer apathy
“I think most startups, their biggest battle is people not giving a shit.”
Assertion Not checkable as stated
Glyman: Internal data shows only 4-9% of finance roles are actually strategic
“There was this funny set of research we're doing internally, and we wanted to figure out so we have this function called strategic finance, and we were interested just in like a benchmarking. How many people do strategic finance? And it's something like, depen…”