When I left Zenefits, I believed the company would resolve its compliance issues, but the situation changed drastically after my departure.

The narrative around Zenefits was shaped by a Wall Street Journal article that misrepresented the company's culture, leading to a lasting negative perception.

The third controversy was about a supposed party culture at Zenefits, which I believe was exaggerated; while there were cultural issues, it wasn't a party atmosphere.

The real problems at Zenefits stemmed from business and financial challenges, not the controversies that the media focused on.

The media focused on three main controversies regarding Zenefits: insurance licensing issues, macroeconomic factors, and a supposed party culture.

I went from having $600 million in the bank and 1,500 employees to starting over from zero, but I was determined to rebuild what we had started at Zenefits.

The strategy proposed by the board after my resignation was to have David step in as CEO temporarily, but I felt that a clean break was necessary. I didn't intend to start another company in the HR space at first, but it became clear that David was not making Zenefits work and was driving the company into the ground.

I was forced out as CEO after a period of rapid growth, which was influenced by market changes and compliance issues that made investors nervous. David, the CEO, focused on attacking me for six months, which ultimately drove the company into the ground.

I was deeply depressed during the turmoil at Zenefits, but I realized I wanted the product to exist and that no one else would build it if I didn't.