Jeremy Henrickson: evaluation

Transcript context

…What is that model roughly? Yeah, so the model's quite simple. In the vast majority of cases, we realize we need to build something and we have the one-page view of what that is. And usually, we're lucky enough that the things we're building sort of exist in some form in the industry today, not in the differentiated way that we can build it, but time and attendance is an example. That's a well-known thing in the industry. There's whole companies that do only that, right? So we start there, we find a single engineer who is extremely entrepreneurial, understands what it means to operate at tempo, understands what it means to make decisions with low information, understands how to work very, very quickly with a design partner. So we have a design partner and we say, "Look, come into Rippling, spend a few months getting to know the platform first of all. So go work on this other team, understand what's easy for them, what's hard for them, how the platform works, how other products have been built on top of this. Go talk with other people who founded products here and understand what their experience is so that you can learn from and iterate on it, get an opinion about your product, and then start building it. " And during this intervening time, they're also recruiting a team of usually 2, 3, 4 other engineers who kind of have that same zero-to-one mentality and they start building. And usually over the course of six to nine months, we can get a product from a blank sheet of paper to something that is launched or at least that we're using internally when we dogfood our stuff really heavily. And then it grows from there. And then sometimes when you launch one of these products, you get close to launch, you realize, hey, actually a team of five or six people can handle this product ad nauseam. Sometimes you have to bump it up. It's like, okay, this thing's about to go to production, there's all these other things to do, the team needs now needs to go from 4 to 15 or something like that. Really depends on the product, but that's the general life cycle and then you keep growing and scaling it. That is fascinating. So just so I understand, you find a founder type to take the lead on a new idea and do you recruit them internally or you sometimes find them externally just to focus on this product?…

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