We took a different approach with Rippling, focusing on building software for two years before scaling, unlike my previous experience with Zenefits.

There are exceptions to the rule of launching quickly, as seen with Rippling, which took nearly two years to officially launch but has since thrived.

The key insight behind Rippling is that businesses benefit from a suite of interoperable applications rather than narrow point solutions, which allows for better product development.

At Rippling, we build multiple products in parallel, which goes against conventional wisdom that suggests focusing on one narrow area.

The idea behind Rippling was to manage employee data across all business systems, making it easier to onboard employees across various platforms like payroll, email, and project management tools.

The approach behind Rippling is to build business software with a data layer and abstracted platform capabilities, creating a Lego-like system for applications.

The mistake we made at Zenefits was focusing on grabbing market share early without automating our processes, which we did differently at Rippling by building everything in software from the start.

I'm Parker Conrad, the CEO and co-founder of Rippling, and my story is intertwined with Zenefits, the company I started before that.

When Rippling was in Y Combinator, I faced a lawsuit threat from Insight Partners, which was an intimidation tactic to force me to sign a non-compete agreement.