Rippling

“We have around you know, 2000 or more than that customers.”

“Most of it has been seed upsells, which is automatic, right? Like we don't even put, you know, we have not done historically a great job on upsells so far. You know, right now we're sort of investing more on that, but most of it is just like organic seed ads.”

“Parker owns more equity than I do. We split it sixty-forty.”

“Every round that we raise, we sort of, like, have the goal that, you know, that round gets us to profitability.”

“Beyond that, maybe in nine months, we sort of raised around ten million dollars.”

“Thirty six million dollars in ARR is not really far away.”

“It's a hundred billion or bust.”

“My hypothesis is that, You know, if you need to create a large hyper-growth company, whatever you've built in the first, like, 18 months or something is sort of the extent to which you're going to build in the life cycle of your company.”

“Especially we thought we could sort of like get away without building the health insurance part. But you know, the competition was so intense that we had to sort of build it. You know, every other player in the market was offering it, so we had to build it, so…”

“When we raised our last financing round from Kleiner, it was around 300%, which was something, you know, abnormal.”

“It's our sales rep comp that we sort of recoup on the first month. So our total payback might be like, you know, nine months or something like that.”

“Our sweet spot customer is five to a hundred employees in their company, especially the ones that are growing fast which have a lot of changes that are constantly happening in the company that needs to be synced in all these business systems they're using.”

“We are around, I think, 20, 15 to 20 K. Per year? Per year, yeah.”

“Parker sort of sat on day one and gave a four-year, six-year roadmap. And, you know, we've largely been executing that.”

“Ten million dollars.”

“Email. Mostly email.”

“The ultimate play is like an app store where any SaaS developer can sort of plug in plug in and publishes app and you know, rippling provision seats and licenses on top of this on, you know, and provides distribution for these apps, right? So it's, it is clear…”

“It's very similar playbook. Yeah, it's not very different.”

“So I left right after Parker left. So, you know, when Parker was fired from Zenefits, I wrote him an email saying, Hey dude, like, you know, I'm, I know you're going to start a company and I want to join you.”

“We were targeting at that point in the beginning, it was like founders you know, CEO, CTO. It is mostly that. And then as we sort of continue to grow and scale and expand you know, we went into the HR job title, the idea admins and so on.”

“Day one, Parker put in, you know, half a million of his own money.”

“So in, at the end of Y Combinator we made Three sales and we left Y Combinator with three sales. So that was Tempo and Rippling were sort of the two largest and then Gaia GPS was another sale.”

“Before this, he was an early hire at Rippling, where he stood up the product marketing function, helped scale a company to twenty million in ARR.”

“So if I were to say, you know, who are the closest kind of not competitors, but the company that closes, it's probably Rippling, but Rippling does it more from an SMB perspective, and we're doing it more from an enterprise perspective.”

“And then you've got rippling that feels like they just want to go build everything. And so they get a little diluted.”