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.

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 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.

Zenefits handled payroll, health insurance, and employee benefits for businesses, growing rapidly and becoming a media darling.

Extreme product-market fit leads to momentum where the market pulls you along, making it easier to know what to build and hire.

When we found product-market fit, the questions from customers shifted from general interest to specifics about pricing and purchasing, indicating a strong desire to move forward with us.

We defined product-market fit when our first large pharmaceutical client used our platform for entire sectors of their business, indicating we met a significant need. When a large company shifts from solving a problem internally to using your product, it's a significant validation of your offering.

You know you've found product-market fit when customers are actively pulling the product out of you, often indicated by high demand and feedback.

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