Jeremy Henrickson: evaluation

Transcript context

…How much of that was Parker being on the team, helping them unblock everything versus being very small and focused? I think it was mostly small and focused. Obviously, Parker can do things and unblock them in the way that only a CEO can and that helps. But the thing is at Rippling, like we've now replicated that a dozen times. That's our model for starting new things. And so it can't just be him unblocking things, though he does unblock things. It's more that this pattern of having these small groups be able to do things and then being able to have go to those people, whether you're Parker or somebody else in the company, and be able to say, Hey, how are things going? Or are we working on the right things? Or let's see the latest designs for that thing and comment on it. All of those things can happen just at a much greater tempo than if you're trying to go three layers down into the org and do things. I think that's the other, maybe the key point here that everyone is exposed senior leadership, yes, we have a management structure because you have to, but that management structure does not interfere with the ability of anyone anywhere in the organization to look at what's actually happening. And that happens very directly. So let's talk about that model you just described. So what is that model? So this is how you approach new products, and I know within Rippling there's many, many products and features we're going to talk about this. And you're saying that you have kind of an approach to adding a new business unit essentially, or a new product feature.…

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