Our growth rate at Zenefits was remarkable, going from $1 million to $20 million in revenue in just one year, which was an incredible pace for a startup.

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

At Zenefits, we experienced rapid growth because we simplified the setup process for businesses, allowing them to manage various administrative tasks in one system.

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.

We scaled our company from zero to seventy million in revenue with just six people at the start, which was a challenging situation.

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

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.

In 2016, I was ousted from Zenefits in what was essentially a palace coup, and the press painted me as a tech villain.

I raised 1.6 million and obsessively built the company for three years, achieving 8.4X growth in one year, which led to a position where I didn't need the money when I went to raise again.