Last week, Rippling, raised a $45 million Series A led by Kleiner Perkins. We took an unusual approach in raising our A, starting with the fact that we had no formal Pitch Deck. Instead, the centerpiece of our fundraising materials was an Investor Memo, which laid out our pitch in prose.
Fundraising success is ultimately driven by the business you’re building and the problems you’re solving for customers. The quality of the materials you prepare and tactics you use during the process are a much less important optimization. But we want to share our memo because we think it's a unique fundraising asset that could be useful to other entrepreneurs and could help fundraising proceed more smoothly for both companies and investors.
Pitching VC’s? Here’s the deck we used to raise $145MTrevor Shih
We’re excited to announce a new milestone. Rippling has raised $145 million in Series B funding led by Founders Fund. Participants in the round included Greenoaks Capital, Coatue Management, and Bedrock Capital, as well as existing investors including Kleiner Perkins, Initialized Capital, and Y Combinator.
We know there’s never been a more difficult time to run a business, let alone raise venture funding. Feel free to use this deck as a template for your next fundraise.
Rippling Investor Memo: $45M Series A — with no pitch deck!Pitch Decks
Rippling took an unusual approach when raising their $45 million Series A led by Kleiner Perkins in 2019: they used "no formal Pitch Deck" as the center of their fundraising materials. In lieu of the traditional pitch deck, Rippling presented an Investor Memo: a simple document which laid out the company’s pitch in prose form.
This approach took advantage of the storytelling strengths of the written medium, while showcasing important data such as graphs, charts, and tables in an accompanying set of 46 supplementary slides. Rather than share fragmented Excel sheets for due diligence, Rippling packaged their data room into comprehensive, organized slides with metrics, projections and detailed footnotes.
This is an excerpt from the slides that supplemented Rippling's famous investor memo.
Read more: vip.graphics/rippling-investor-memo
See the deck: bestpitchdeck.com/rippling
Created in 2017 by Parker Conrad, Rippling is the leading workforce management platform for growing businesses that want to automate their HR and IT tasks and streamline their workflows.
The company recently raised $145 million in Series B funding, led by Founders Fund partner Brian Singerman. Existing investors Kleiner Perkins, Initialized Capital, Threshold Ventures, and Y Combinator also joined the round. The new funding values Rippling at $1.35 billion and will help the company expand its global presence and product offerings.
See more: bestpitchdeck.com/rippling-series-b
Inilah pitch deck dari raksasa media digital, Buzzfeed. Bagi kamu yang memiliki model bisnis yang serupa dengan BuzzFeed, mungkin kamu dapat terinspirasi dari pitch deck ini.
Pitching VC’s? Here’s the deck we used to raise $145MTrevor Shih
We’re excited to announce a new milestone. Rippling has raised $145 million in Series B funding led by Founders Fund. Participants in the round included Greenoaks Capital, Coatue Management, and Bedrock Capital, as well as existing investors including Kleiner Perkins, Initialized Capital, and Y Combinator.
We know there’s never been a more difficult time to run a business, let alone raise venture funding. Feel free to use this deck as a template for your next fundraise.
Rippling Investor Memo: $45M Series A — with no pitch deck!Pitch Decks
Rippling took an unusual approach when raising their $45 million Series A led by Kleiner Perkins in 2019: they used "no formal Pitch Deck" as the center of their fundraising materials. In lieu of the traditional pitch deck, Rippling presented an Investor Memo: a simple document which laid out the company’s pitch in prose form.
This approach took advantage of the storytelling strengths of the written medium, while showcasing important data such as graphs, charts, and tables in an accompanying set of 46 supplementary slides. Rather than share fragmented Excel sheets for due diligence, Rippling packaged their data room into comprehensive, organized slides with metrics, projections and detailed footnotes.
This is an excerpt from the slides that supplemented Rippling's famous investor memo.
Read more: vip.graphics/rippling-investor-memo
See the deck: bestpitchdeck.com/rippling
Created in 2017 by Parker Conrad, Rippling is the leading workforce management platform for growing businesses that want to automate their HR and IT tasks and streamline their workflows.
The company recently raised $145 million in Series B funding, led by Founders Fund partner Brian Singerman. Existing investors Kleiner Perkins, Initialized Capital, Threshold Ventures, and Y Combinator also joined the round. The new funding values Rippling at $1.35 billion and will help the company expand its global presence and product offerings.
See more: bestpitchdeck.com/rippling-series-b
Inilah pitch deck dari raksasa media digital, Buzzfeed. Bagi kamu yang memiliki model bisnis yang serupa dengan BuzzFeed, mungkin kamu dapat terinspirasi dari pitch deck ini.
This was our final Series A deck. Read more about raising the round in this blog post:
https://medium.com/@DanielleMorrill/welcome-brad-feld-to-the-mattermark-team-announcing-our-6-5m-series-a-dd9532fc1b39
The slide deck we used to raise half a million dollarsBuffer
This is the pitchdeck we used to raise half a million dollars from Angel investors. More here:
http://onstartups.com/tabid/3339/bid/98034/The-Pitch-Deck-We-Used-To-Raise-500-000-For-Our-Startup.aspx
A redesign of the original airbnb pitch deck presentation, which the company used to raise their initial seed funding round.
These slides were redesigned using one of the templates in Slidebean, a pitch deck builder for startups: https://slidebean.com/pitch-deck-templates
Stripe pitch deck designed by Zlides
Want to create a pitch deck that inspires your audience? Get your FREE presentation kit designed by Zlides: http://bit.ly/slideshare_zlides
This is a rough draft of our pre-seed pitch deck. We received a lot of great feedback on it, and in hindsight, would have included many more screens of our early product in the deck. Regardless, we were successful in raising $1M in Seed funding and hopefully it's useful to other entrepreneurs as a reference point!
We help publishers promote their iPhone apps. Instead of screenshots or pre-recorded video, publishers can embed interactive iPhone app demos on any web page.
Pitch deck we are using to raise $6m for Veeqo from VCsMatt Warren
We have just started the process of raising a $6m (£4m) funding round for Veeqo, and I wanted to share the pitch deck we are using for this.
Veeqo is SaaS startup focused on helping retail brands sell and ship everywhere.
We took (deep) inspiration from the Front pitch deck for this (thanks Mathilde Collin!). Two weeks in, and following 12 meetings, we’ve had some really positive feedback from VCs and progressing to next steps with all of them.
Going into the process I really didn’t know what to expect. I had a fear that our traction or growth was not impressive enough compared the stories you read on TechCrunch. The reality is we have been so heads-down and self-critical over the last few years, we didn't have a clue how well we were doing.
Turns out, pretty good - lots of nice comments so far, but I await to see the terms sheets :-)
Prior to any face-to-face meeting with VCs, I always send over all the other documents that make up our investor pack. I prefer they have everything in advance, so that we’re not wasting each other's time.
The documents I always include are:
1/ Our go-to market strategy (slides)
2/ Product Roadmap (slides)
3/ 3-year financial forecast (giant Excel sheet)
I found it interesting that whilst all VC care about the key things like market size, team, product etc, that each VC has a bias to one area.
For example, so far only one VC has had a strong bias towards product and roadmap. A few were focused on the market and its TAM, and a few others on commercials and the business’s ability to scale.
I invested about a week to create the investor pack, and had a lot of support from key members of my team. It was a great exercise anyway to review our current strategy and progress to date.
If you’re an investor who’d like to find out more about Hive, get in touch with the founder directly via john.ryder@hive.hr, or alternatively drop me an email at alex@mountsideventures.com
Proficiently dealing with your HR and payroll processes can be intense, however it tends to be a breeze with the right instruments. This blog will make sense of all that you want to be familiar with these product, from its elements and advantages to its various kinds and picking tips. Thus, whether you're a private company or a huge undertaking, lock in and prepare to change the manner in which you deal with your workforce.
Know more information here: https://blogs.nyggs.com/nyggs/comprehensive-guide-know-hr-payroll-software/
This was our final Series A deck. Read more about raising the round in this blog post:
https://medium.com/@DanielleMorrill/welcome-brad-feld-to-the-mattermark-team-announcing-our-6-5m-series-a-dd9532fc1b39
The slide deck we used to raise half a million dollarsBuffer
This is the pitchdeck we used to raise half a million dollars from Angel investors. More here:
http://onstartups.com/tabid/3339/bid/98034/The-Pitch-Deck-We-Used-To-Raise-500-000-For-Our-Startup.aspx
A redesign of the original airbnb pitch deck presentation, which the company used to raise their initial seed funding round.
These slides were redesigned using one of the templates in Slidebean, a pitch deck builder for startups: https://slidebean.com/pitch-deck-templates
Stripe pitch deck designed by Zlides
Want to create a pitch deck that inspires your audience? Get your FREE presentation kit designed by Zlides: http://bit.ly/slideshare_zlides
This is a rough draft of our pre-seed pitch deck. We received a lot of great feedback on it, and in hindsight, would have included many more screens of our early product in the deck. Regardless, we were successful in raising $1M in Seed funding and hopefully it's useful to other entrepreneurs as a reference point!
We help publishers promote their iPhone apps. Instead of screenshots or pre-recorded video, publishers can embed interactive iPhone app demos on any web page.
Pitch deck we are using to raise $6m for Veeqo from VCsMatt Warren
We have just started the process of raising a $6m (£4m) funding round for Veeqo, and I wanted to share the pitch deck we are using for this.
Veeqo is SaaS startup focused on helping retail brands sell and ship everywhere.
We took (deep) inspiration from the Front pitch deck for this (thanks Mathilde Collin!). Two weeks in, and following 12 meetings, we’ve had some really positive feedback from VCs and progressing to next steps with all of them.
Going into the process I really didn’t know what to expect. I had a fear that our traction or growth was not impressive enough compared the stories you read on TechCrunch. The reality is we have been so heads-down and self-critical over the last few years, we didn't have a clue how well we were doing.
Turns out, pretty good - lots of nice comments so far, but I await to see the terms sheets :-)
Prior to any face-to-face meeting with VCs, I always send over all the other documents that make up our investor pack. I prefer they have everything in advance, so that we’re not wasting each other's time.
The documents I always include are:
1/ Our go-to market strategy (slides)
2/ Product Roadmap (slides)
3/ 3-year financial forecast (giant Excel sheet)
I found it interesting that whilst all VC care about the key things like market size, team, product etc, that each VC has a bias to one area.
For example, so far only one VC has had a strong bias towards product and roadmap. A few were focused on the market and its TAM, and a few others on commercials and the business’s ability to scale.
I invested about a week to create the investor pack, and had a lot of support from key members of my team. It was a great exercise anyway to review our current strategy and progress to date.
If you’re an investor who’d like to find out more about Hive, get in touch with the founder directly via john.ryder@hive.hr, or alternatively drop me an email at alex@mountsideventures.com
Proficiently dealing with your HR and payroll processes can be intense, however it tends to be a breeze with the right instruments. This blog will make sense of all that you want to be familiar with these product, from its elements and advantages to its various kinds and picking tips. Thus, whether you're a private company or a huge undertaking, lock in and prepare to change the manner in which you deal with your workforce.
Know more information here: https://blogs.nyggs.com/nyggs/comprehensive-guide-know-hr-payroll-software/
IT- Business Partnership
CMGT 583
Phoenix Fine Electronics (PFE) is a mid-sized company that is growing each year. We are currently operating in two states with twenty-five stores. Currently each store has an IT manager who is responsible making the decisions on what technology and software are needed and implementing the system while accurate reporting to the main office. While, the store manager is responsible for all staffing, inventory and sale functions within the store. PFE current process provides no standardization across each store with, IT managers managing their systems and in charge of accurate reporting. We are going to examine a few systems that would help PFE integrate and manage all store systems and operations for standardization.
The three systems that we are going to examine are Enterprise Resource Planning (ERP), Customer relationship planning (CRM) and Business intelligence/decision support system (BI/DSS). ERP “integrates all departments and functions throughout an organization into a single IT system (or integrated set of IT systems) so that employees can make decision by viewing enterprise wide information on all business operations” (Baltzan, 2015, p.38) CRM “involves managing all aspects of a customer’s relationship with an organization to increase customer loyalty and retention and organization’s profitability” (Baltzan, 2015 p.35). BI/DSS “refers to applications and technologies that are used to gather, provide access to and analyze data information support decision-making efforts” (Baltzan, 2015, p.G.2) Please reference the chart for the advantages and disadvantages for all three systems.
The system recommendation that I’m going to make for PFE excluding cost for now is strictly based on where the company current position and where we want to go. While each system will add great value to our company, the system that will add the most value is an ERP system. A unique feature for PFE has been having an IT manager at every store, however all store personnel should be focused on excellent customer service, sales and store operations. The reporting should come from the corporate level, letting daily, hour updates on how they are performing. ERP also offers scalability which will as to grow/reduce as we need to. As PFE not only looks to open new stores but we also plan to acquire new stores, an ERP system will allow us to integrate their current network/infrastructure into our as we see fit. ERP is the ideal system for PFE because it covers it all aspects the company operations, while CRM is heavily focused on the customer experience and BI/DSS focused on data to help make informed decisions.
Now to ensure a successful implementation of an ERP system, there are a several things that we are going to have to do. First, we must put together a team of employees to assist us, because knowledge that they will bring for their specific will be beneficial. We also going to need a detailed outline of all op ...
How to choose and use a CRM for your insurance businessARCSystems
To say that technology has changed the way we do business would be a drastic understatement. Computers, tablets, and smart phones have radically altered every aspect of our lives, including our businesses. Some of us may recall the days when we kept all of our client’s information in ledgers, notebooks, and folders. In fact, some of us may still be doing it. After all, it’s not always easy to adopt a new system, even when we clearly see that it has advantages for growing our business. While change isn’t, always, easy it can be good for us.
Payroll management is a comprehensive exercise which deals with salary, allowances,
deductions, leave, attendance and other wage-related aspects of employees in your organization.
This is a manually intensive job that calls for meticulous attention to each detail.
The ebook "The Top 10 Factors to Consider When Choosing an HRIS and Payroll Platform for Your Business" serves as a comprehensive guide for businesses seeking to optimize their Human Resources Information System (HRIS) and payroll processes. Here's a concise summary of its key points:
Integrated Solution Importance: The integration of HRIS and payroll systems is vital for streamlining operations, enhancing data accuracy, and boosting efficiency by eliminating data silos and automating administrative tasks.
Functionality Evaluation: Assessing core features like content generation, customization, research capabilities, and workflow integration is crucial to determine the suitability of an HRIS and payroll platform for specific business needs.
Ease of Use: Prioritizing an intuitive and user-friendly interface in HR software and payroll platforms is essential for maximizing productivity and ensuring a seamless user experience.
Scalability: Businesses must ensure that the chosen platform can grow alongside their operations without encountering limitations, facilitating expansion and adaptation to evolving HR and payroll needs.
Data Security and Compliance: Protecting sensitive employee information through robust security measures and compliance with regulations like GDPR is imperative in today's digital landscape.
Reporting and Analytics: Access to comprehensive reporting and analytics capabilities empowers businesses to derive actionable insights from HR and payroll data, facilitating informed decision-making.
Integration Capabilities: Seamless connectivity with other business systems enhances operational efficiency by breaking down silos and eliminating duplicate data entry.
Implementation and Support: Opting for a vendor that offers comprehensive implementation support and ongoing assistance ensures a smooth transition to the new HRIS and payroll platform, minimizing disruptions to business operations.
Cost and Pricing Structure: Evaluating the total cost of ownership, including subscription fees, implementation costs, and potential hidden charges, is essential to determine the platform's affordability and return on investment.
Customer Reviews and Reputation: Learning from the experiences of other users through customer reviews, testimonials, and industry recognition helps businesses make informed decisions and select a platform that meets their needs.
Choosing the right Recruitment Management Software can be difficult considering how many are available. Let us begin by describing what a recruitment management system is. In simplified terms, Recruitment Management Software refers to a comprehensive suite of tools designed to effectively oversee and streamline an organisation's recruitment process.
To know more information here: https://sites.google.com/view/nyggs-recruitment-management/home
The decision to automate your agency or to change your current Agency Management System is a challenging endeavor—figuring out which one to choose, even more so.
2 page paper describing the followingProvide a description of an o.pdfformicreation
2 page paper describing the following
Provide a description of an organization you are familiar with (possibly a company you have
worked for in the past or are currently working for) and describe briefly what services they
contribute. Then, select three out of the six questions below
and provide detailed answers, supporting those answers by referencing any sources used. Be sure
to use examples from your research to strengthen your argument as needed
·What personal knowledge management tools does this organization utilize?
·What steps has this organization taken in securing their information and knowledge?
·What has this organization done to gain and sustain an advantage over their competitors?
·Describe in detail how this organization manages the components of its IT infrastructure
In what ways does the organization demonstrate successful collaboration?
·Identify at least two types of hardware and two types of software used by this organization.
Solution
Yeah,
First of all, I\'m appriciating your question which is realistic. But I can answer your question
without crossing my company norms.
Now i\'m giving explantion about my company. I\'m working in a software company as SAP
Basis administrator and I\'m not mentioning name,sorry for that. It provides IBM integrated
services, SAP integrated services , B2B services and SOA related designing services and
ofcourse it provides many other services. Now a days all companies are working on
integration,because maintaining business is ot a small thing. All integrated services makes it as
simple by ptroviding connectivity between different businee units.
SAP is an software package that designed to integrate all areas of Biusiness like
accountinmg,sales,production and human resourcing.SAP is an Enterprise resource planning
(ERP) model that deals business process management software that allows an organization to use
a system of integrated applications to manage the business and automate many back office
functions related to technology, services and human resources.
Coming to IBM integration, IBM constantly introdusing tools to automize their woork like
WTX, MB and MQ.
personal knowledge management tool:
Personal knowledge management is a collection of processes that a person uses to gather,
classify, store, search, retrieve and share knowledge in their daily activities and the way in which
these processes support work activities.
In our company we are using ProProfs Knowledge Management software.
while selecting PKM tools we should consider several points.
Security:
Every company shold keep their data in secure way.We all know the most securing OS is Unix.
In our company to secure data, we are using penetration testing.There are many tools to do
penetration testing. The main theme of penetration testing is checking of authorizations with out
knowing passwords, and it finds hole and will find solution before attcker does.Having a second
set of eyes check out a critical computer system is a good security p.
Top 10 key features of payroll software for startups!.pdfleenadavis3
Many SME business owners postpone the implementation of payroll and HR software till
they come to a certain size. They think that manual payroll processing, or a limited
desktop software, is sufficient for their organisation
Payroll software is a computerized arrangement intended to mechanize and smooth out representative installment the board. It replaces the requirement for manual computations, desk work, and dreary undertakings related with finance handling. Also, the product regularly incorporates payroll data management, ATS integration, auto-salary calculations, tax deductions, and generating payslips. By digitizing these capabilities, finance programming improves on HR tasks, guarantees consistence with legitimate necessities, and gives precise and opportune compensation installments.
Get more info here: https://blogs.nyggs.com/nyggs/a-review-of-nyggs-payroll-software-for-indian-businesses/
What Is CRM Software? An Introduction For Small BusinessesFit Small Business
This guide is for small business owners interested in using CRM software to organize their client information, close more sales, and better serve their existing clients. We’ll cover what a CRM package is, it’s basic features and functions, and how to know if using CRM software will benefit your business.
RESPOND TO THESE DISCUSSION POST BASED ON THE TOPIC Every org.docxcwilliam4
RESPOND TO THESE DISCUSSION POST BASED ON THE TOPIC “
Every organization wants their systems to function properly and “talk” to each other. One of the biggest issues companies have is that they have information stored in different systems and it is very difficult to create reporting that ties information from multiple systems. From an integration systems perspective, what would be your first step in determining what systems could be integrated? What information would you need to gather, and who should be involved in this process? Discuss how you determine which systems could be integrated.
In response to your peers, explore the relationship between the logical and physical system integration..”
1.
John Lel
Understanding why any company or organization can benefit from integrating the various “pieces” of the company into a cohesive structure or system is not difficult. The integration will lead to increased productivity, cost redundancy and a better, more complete, work environment. The integration process can be a daunting task, even in a small business environment. Obviously, we need a first step in the process of integration. This is not limited to what product or system to purchase, custom or off the shelf, but which components should be integrated. As the business owner, what will your expectations be, this needs to be defined and shared, with staff and whoever is going to be involved in the integration process. Once we know where we want to go, we can plan how to get there. Each business has unique issues, so trying to integrate a business structure by walking through the software choices at Best Buy, is probably not a good idea. It is important to have professional help onboard to implement this process. A systems integration professional will help to determine how or even if, components of the company will fit together and how and what data will be available to each of those component departments (Head Channel, 2019). Sales may not need to know specifics of productions but does need to know about design and availability. Production may not need to know the specifics of sales prospects but does need data on product sales.
The process for integration will require a team from the company and the company chosen to implement the integration. These teams will build the list(s) of requirements and necessary outcomes while determining which data systems need to be integrated. Each company has any number of departments producing data, and since the company is operational, there is a process already in place that requires analysis of each step to determine which steps will be required by the system supporting another department. These transactions must be organized and understood prior to building any integration system. Transactional requirements will be the key to create a system that will meet company expectations, from a business and an environmental standpoint (Fischer, 2017). This team must also keep in mind and deter.
CloudPay - Building a Business Case for Global PayrollCloudPay
When considering any enterprise technology switch, C-suite executives often find it difficult to see beyond the upfront costs of change management and implementation to the long-term benefits of a new solution... and nowhere is that more true than in payroll. This CloudPaper on ‘Building a Business Case for a Global Payroll Solution’ discusses how Payroll, HR, and IT teams can secure buy-in for new payroll solution by:
1. Outlining the true costs of their existing system;
2. Detailing their requirements of a more modern solution; and
3. Exposing the benefits and value of a move to the cloud.
To download the full report visit: https://www.cloudpay.net/resources/topic/cloudpaper
A well-designed HR or payroll system is crucial for timely and accurate payment to employees. Connect Cloud HR offers tools like attendance, leave, payroll, recruitment, and performance management to enhance efficiency, productivity, and compliance. Automated payroll methods and cloud connectivity save time and money, while reducing errors
HARATI is a information and communication technology based company offering products and services including Software, Hardware, GIS, IT Chain Stores, Service Outsourcing and Security Products.
Similar to Rippling Pitch Deck & Investor Memo (20)
Welcome to the first live UiPath Community Day Dubai! Join us for this unique occasion to meet our local and global UiPath Community and leaders. You will get a full view of the MEA region's automation landscape and the AI Powered automation technology capabilities of UiPath. Also, hosted by our local partners Marc Ellis, you will enjoy a half-day packed with industry insights and automation peers networking.
📕 Curious on our agenda? Wait no more!
10:00 Welcome note - UiPath Community in Dubai
Lovely Sinha, UiPath Community Chapter Leader, UiPath MVPx3, Hyper-automation Consultant, First Abu Dhabi Bank
10:20 A UiPath cross-region MEA overview
Ashraf El Zarka, VP and Managing Director MEA, UiPath
10:35: Customer Success Journey
Deepthi Deepak, Head of Intelligent Automation CoE, First Abu Dhabi Bank
11:15 The UiPath approach to GenAI with our three principles: improve accuracy, supercharge productivity, and automate more
Boris Krumrey, Global VP, Automation Innovation, UiPath
12:15 To discover how Marc Ellis leverages tech-driven solutions in recruitment and managed services.
Brendan Lingam, Director of Sales and Business Development, Marc Ellis
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
• What is SAP Fiori and why it matters to you
• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
• How SAP Fiori elements accelerates application development
• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
• How SAP Fiori paves the way for using AI in SAP apps
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
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The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
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Removing Uninteresting Bytes in Software FuzzingAftab Hussain
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In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Enhancing Performance with Globus and the Science DMZGlobus
ESnet has led the way in helping national facilities—and many other institutions in the research community—configure Science DMZs and troubleshoot network issues to maximize data transfer performance. In this talk we will present a summary of approaches and tips for getting the most out of your network infrastructure using Globus Connect Server.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
This paper presents Reef, a system for generating publicly verifiable succinct non-interactive zero-knowledge proofs that a committed document matches or does not match a regular expression. We describe applications such as proving the strength of passwords, the provenance of email despite redactions, the validity of oblivious DNS queries, and the existence of mutations in DNA. Reef supports the Perl Compatible Regular Expression syntax, including wildcards, alternation, ranges, capture groups, Kleene star, negations, and lookarounds. Reef introduces a new type of automata, Skipping Alternating Finite Automata (SAFA), that skips irrelevant parts of a document when producing proofs without undermining soundness, and instantiates SAFA with a lookup argument. Our experimental evaluation confirms that Reef can generate proofs for documents with 32M characters; the proofs are small and cheap to verify (under a second).
Paper: https://eprint.iacr.org/2023/1886
1. Rippling Memo
Rippling’s premise is that businesses should have a single system for
employee information across every department within the company.
That’s not the way it works today.
2. OVERVIEW
Most businesses have dozens of systems that main-
tain a list of their employees, and for the most part,
none of these systems talk to each other or to any
central system about who these employees are.
Sometimes, these business systems only need to
know a little bit about each employee — maybe just
each employee’s username, and a password, so that
the system can authenticate employees when they
log in. Other systems go deeper, and need to know
each employee’s department, manager, salary, home
address, and more.
Whenever something changes about an employee,
many (and sometimes, all) of these systems need
to be updated, and because they don’t point to any
central authority, they each need to be updated sepa-
rately and by hand.
We believe that the effort to maintain this fragmented
employee data across all of a company’s business
systems is, secretly, the root cause of almost all the
administrative work of running a company.
There should be a single system of employee data
that sits underneath every other business system.
Companies and their employees could come to this
one place, and make changes to employees in this one
system, and that system would handle the propaga-
tion out to every other business system.
That’s what Rippling is, and that’s what we do.
OUR STRATEGY
Our strategy, in a nutshell, has 3 parts:
Part I: If you can be the system of record for
employee data, you can build a really successful
business.
Being the system of record for employee data is lucra-
tive because this system has platform power that
can be used in other business software and services
categories that need to access this underlying em-
ployee data.
At one extreme, if you’re the system of record for
employee data, you can build adjacent products with
exclusive access to your system. That’s what we did at
my last company, Zenefits. Zenefits was a system of
record for employee data within the HR department,
and in order for clients to connect their insurance
up to Zenefits, they had to make us their insurance
broker.
Because this connectivity made life easier for the
client, most Zenefits clients chose to make us their
broker. But we could have arbitrarily done this in any
number of other areas with a strong tie to the em-
ployee record, besides insurance.
And, you can take a different approach, which we pre-
fer at Rippling — you can partner broadly with other
companies and be a reseller: you can allow other
companies to operate in your system, you can bring
them new clients, and in exchange, they pay you a cut
of their revenue.
This belief — that the system of record for employee
data is valuable — is the least unique, and probably
the least controversial, part of our strategy.
Introduction
Rippling’s premise is that businesses should have a single system for employee information
across every department within the company. That’s not the way it works today.
2 Rippling Memo
3. Almost every other HRIS and payroll company views
the world this way. ADP is the largest payroll company
in the US by market cap, and they make most of their
revenue not selling payroll — but by selling a host of
ADP add-on services (time tracking, performance
management, benadmin, etc) that happen to plug in
to the core ADP payroll system. Certainly Zenefits,
Gusto, and Namely also count this as a part of their
strategy.
Outside of HR, this is also Microsoft’s strategy in
their enterprise business segment. Microsoft’s Active
Directory is also a system of record for employee data
— just one that happens to be used by the IT depart-
ment instead of the HR department. Microsoft brings
Active Directory into a company, and then upsells the
company on other Microsoft services — Exchange
Server, Sharepoint, Windows PCs — that plug cleanly
in to Active Directory.
So, many companies agree that being the system of
record for employee data is valuable, and Rippling
is not the only company gunning for this prize. The
question then becomes, how do you “win” at being the
system of record for employee data?
Part II - Onboarding Software makes you the
system of record for employee data.
There is a button you click in Rippling to hire an
employee. As a hiring manager, you tell us the new
employee’s Salary, Manager, Department, Work Loca-
tion, and a few other things.
Rippling then reaches out to the new hire, generates
their paperwork for electronic signature, and then
asks the employee for details like their Social Security
Number, Home Address, and Bank Account Number.
These hiring and onboarding flows are the way this
new employee object is assembled. Rippling is collect-
ing each of the employee attributes that make up this
employee record, we are writing them to our data-
base, and then we are metering them out to all of our
clients’ downstream business systems.
By virtue of being the ingestion point for this employ-
ee data, and because we are upstream of everyone
else in this process, Rippling is the system of record
by definition. Because every other business system
is receiving its information about the company’s
employees from us, we become the de facto source of
truth.
Stated slightly differently: if a new hire were to mis-
enter their Social Security Number into Rippling, it
would be wrong everywhere — in payroll, with insur-
ance carriers, with the 401k provider, etc.
As a result of this, we are uniquely fanatical about
employee onboarding software. For our competitors,
employee onboarding tools may be useful features,
helpful to clients. But for us, onboarding software
is the only thing that matters, because if you win at
onboarding, you win everything else.
Eventually, though, if we’re successful, other compa-
nies will come around to our point of view on the cen-
tral role this software will play in the B2B ecosystem,
and will refocus their own efforts to develop employee
onboarding software. The question then becomes,
“how do you win at employee onboarding software?”
Part III - To win at employee onboarding, you can’t
be monogamous to any single department or
functional area.
Many companies maintain informal checklists of the
tasks they need to complete when hiring a new em-
ployee. To win at onboarding, you need to automate
more of a company’s new hire checklist than anyone
else.
But, these onboarding tasks cut across many differ-
ent departments — it’s our experience that about
30% of a company’s onboarding tasks are HR-related.
About 40% are IT-related. And there’s a smattering of
Finance, Legal, and Facilities-related tasks that need
to be completed for every new hire, as well.
If your company’s mission is to make HR software, or
to build software for the Finance department, or the
IT organization, you can only solve a portion of this
onboarding problem — because the onboarding pain
that businesses have isn’t specific to one department
or functional area.
To effectively solve employee onboarding, you have to
orient your product around employee lifecycle events
— getting hired, getting a new job or role, moving to a
new address, getting promoted, leaving the company
— and follow the downstream implications of these
lifecycle events wherever they lead.
3 Rippling Memo
4. This means you need to have tentacles into all of
these different departments and functional areas,
and all the different 3rd party systems they use. If you
build your software for one particular buyer or depart-
ment, you will eventually lose to the company that
solves the whole problem.
Onboarding Sidebar
It’s worth noting that the term “onboarding software”
is used to mean different things by different compa-
nies.
Some companies have built project management
apps for HR that assign out tasks and track comple-
tion whenever someone joins the company. These
apps are sometimes called “onboarding software,”
but they bear no relation to the product we have built,
because they lack any downstream systems connec-
tivity.
As a result, they’re both less useful to the employer
(these apps can assign you work, but they can’t do
it for you), and strategically less interesting (without
downstream systems connectivity, they are no longer
a source of truth for employee data).
.
4 Rippling Memo
5. Product Overview
The best way to understand our product is to see it. We encourage you to get a demo of the product from us or,
failing that, visit our marketing website at www.rippling.com, which gives a good high-level overview.
RIPPLING IS A HYBRID OF THREE
DIFFERENT SOFTWARE CATEGORIES:
• An all-in-one payroll, benefits, and HRIS system.
• An “Identity” / SSO / Password manager sys-
tem, akin to Okta, OneLogin and OnePassword.
• An endpoint device management system, akin
to JAMF and similar systems for Windows PCs.
On the surface, this is a weird combination. It makes
sense only because these three systems are each
hubs for employee data within a company.
HR systems’ connection to employee data is obvious.
But it’s not immediately clear how IT systems are tied
to the employee record.
IT’s connection to the employee record is that IT
security is ultimately about controlling systems ac-
cess — who should have access to what systems and
software within your company? How should those
users be configured within those systems? What level
of permissions should they have?
Those questions are, in turn, really about ‘who are
your employees?’ and ‘what is their role or level or
function in your organization, and therefore what type
of access do they need to do their job?’
Those questions — questions which underlie a great
deal of the daily administrative work performed by IT
professionals as they set up and configure accounts
and computers and systems — are fundamentally
questions about the employee record.
Stated differently, Okta sometimes describes their
category as “Employee Identity.” But, we believe this
name is, for Okta, aspirational at best. Okta’s actual
product is Single-Sign-On and password manage-
ment. Any true system of employee identity — going
5 Rippling Memo
6. back to the original meaning of the word “identity” —
would be inseparable from information about each
employee’s role, department, and function within a
company. In other words, a company’s HR data.
One small example of this:
In many companies, IT is responsible for maintaining
company email lists. A hypothetical company, Acme
Co, might have 56 people on the email list ‘engineer-
ing@acme.com.’ Current IT systems will all treat the
56 people on the list as “users,” without understand-
ing anything about their underlying role within the
business. But these aren’t 56 random individuals!
They’re engineers, in the engineering department.
If you could speak to your IT systems in terms of HR
concepts like someone’s department, or role, or work
location, you could just add that department to the
email list. And this, in turn, would dramatically simplify
the administration of those systems.
One of my favorite parts of a Rippling demo is when I
show prospects how you can add not only individuals,
but also HR concepts like the “Engineering Depart-
ment,” or a particular work location, or all managers in
the company, to an email list in Rippling:
The neat thing about this is that Rippling isn’t just
going back and adding all of the individuals in those
buckets to that email list in GSuite or Office365. Rip-
pling will also maintain the fidelity of that data going
forward — so that the next time you hire an engineer,
or the next time someone gets promoted to be a man-
ager, they’re going to be added to that email list.
And, taking that one step further: When you hire
someone in Rippling and you tell us this person is in
the engineering department, that changes everything
about how Rippling sets them up in your systems:
It changes what systems they’ll have access to — AWS
and GitHub perhaps, but not Salesforce. It changes
what email lists they are subscribed to. It changes
what software is installed on their computer.
And when someone’s role within an organization
changes, Rippling isn’t just changing payroll and HR
systems — we’re reconfiguring the systems they have
access to, the email lists they are subscribed to, and
the software and level of access they have on their
work computer.
6 Rippling Memo
7. Competition
OVERVIEW
As mentioned previously, Rippling is a hybrid of three
different software categories:
• An all-in-one payroll, benefits, and HRIS system
• An “identity” / access management system
• An endpoint device management system
This also means that Rippling competes with three
very different types of companies. Not every deal in-
volves all three components — some deals are IT only,
some deals are HR-only and of course many deals are
both.
COMPETITOR BREAKDOWN
• On the payroll and HR side, we compete against
Gusto, Zenefits, Namely, ADP, Paychex, and
other similar companies. If a client chooses to
use Rippling on the payroll and HR side, we are
almost always replacing one of these systems.
• On the identity side, we compete against Okta,
OneLogin, LastPass, OnePassword, and similar
companies. We’re much less likely to be replac-
ing one of these systems — most companies we
sell to haven’t purchased them yet.
• On the device management side, we compete
against JAMF (for mac), Microsoft (for PC man-
agement), and a few newer, but smaller, com-
petitors. As with Identity systems, we’re much
less likely to be replacing one of these systems
— most companies we sell to haven’t purchased
them yet.
There are ways in which Rippling wins or loses going
head to head against any individual one of these
competitors (for what it’s worth, on the HR side, we
believe our product is superior to every other system
on the market).
But the larger dynamic is that each of these competi-
tors thinks of themselves far more narrowly than
Rippling does: they make HR software, or Identity
software, or device management software. It’s em-
bedded in their culture and mission statements and
taglines. These companies are going to stay in their
swim lanes.
They might partner — but these partnership will
always be thin tethers connecting otherwise unrelated
systems.
7 Rippling Memo
8. Performance to Date
OVERVIEW
We launched our benefits administration product
around May 2018, and most of our sales metrics
improved dramatically at that time. Internally, May
2018 was the point where we shifted our focus from
product expansion to revenue growth.
Rippling has grown unusually quickly since that time,
and we closed January 2019 with $XXmm in ARR.
We’ve averaged 20% Month over Month growth since
January 2018, but that growth rate appears to be ac-
celerating — in the last 4 months, our average growth
rate was 25%, and in January it was 29%. The time it
takes for our revenue to double recently dropped from
four months to three.
While many startups have revenue graphs that go up
and to the right, it is much less common for a graph of
month over month growth rates to do the same:
8 Rippling Memo
9. NPS SCORE
Equally important is that this growth has not come at
the cost of client satisfaction. Our Net Promoter Score
in January was 70, and has averaged 66 over the last
several months:
R&D INVESTMENT
Building something like Rippling isn’t cheap. As you’ll
see if you take a demo, the product surface area is
large. To hit our MVP, we’ve had to (re)build a payroll,
benefits, and HRIS system that took companies like
Zenefits, Gusto, and Namely years and tens of millions
of dollars to build. And, we’ve had to build versions of
Okta, OnePassword, and JAMF alongside it.
To do this, we’ve invested in a great deal of up-front
R&D. For most of the last two years, Rippling was a
company of almost entirely engineers (there are just
over 40 today, or roughly 2/3 of our headcount). It’s
only recently that we’ve been growing the sales team.
The downside of this is that building something like
Rippling wasn’t cheap, and the company’s total OpEx
burn to date — roughly $XXmm — is more substantial
than most startups as a result.
However, we believe that our growth rates demon-
strate that our bet was essentially correct — we’ve
built the right product, one that customers want, and
we’re now winning deals against much larger and
more mature companies that have spent a lot more to
get to where we are.
Our gross margins show that the product is software
end to end, and our sales and marketing ratios (magic
number, etc) show that this growth is based on sound
fundamentals.
9 Rippling Memo
10. Why Now?
I know this is a popular question for some firms so I’m including answers below, but the simple truth is that I
think Rippling could have been, and should have been, built seven years ago. But it wasn’t. So, we’re building it
now. With that caveat, here are some reasons it’s a bit easier today:
THE PAIN IS INCREASING
Five years ago, the sales organization at Zenefits
mostly used just one system: Salesforce. Today, most
SaaS sales organizations are probably closing in on
10. Internally at Rippling, we use Salesforce, but also
Zoom, Calendly, Outreach, Gong, Intercom, and Mar-
keto. Add in the marketing team, and there’s probably
another dozen or so.
As a result, there’s now a systems administration
headache in the sales department that didn’t exist
previously. Someone in the sales department — the
VP of sales, or sales ops — needs to add new hires
to each of these systems. If someone gets promoted
from SDR to Account Executive, their access needs
to be reconfigured across these systems. And if you
don’t shut off access immediately when someone
leaves, you risk leaking sensitive customer informa-
tion.
In some ways, the deadweight loss from the SaaS
revolution is this increasing systems complexity.
The more new services there are, the more you need
something like Rippling to sit underneath them and tie
them together.
THIS IS THE LOGICAL NEXT LEAP
IN HR TECHNOLOGY
Zenefits was the first company to market “All-in-one
HR.” By combining previously-disconnected systems
for payroll, benefits, and HR, Zenefits gave you a but-
ton to hire someone, and they were automagically
set up in all your different HR systems. Regardless
of Zenefits’ ultimate outcome, we were right about
the market. This market positioning (and to a lesser
extent the product) was largely copied by others —
Gusto, Namely, ADP, and Paychex all now describe
themselves as “All in one HR.”
But the pain point that Zenefits solved (the single
onboarding flow for all your HR systems) isn’t unique
to the HR department. Now that everyone is All-in-
one-HR, the logical next step is to extend this con-
cept across the entire company, pushing outside the
boundaries of the HR department.
SOME MARKET EVOLUTION MADE
RIPPLING’S PRODUCT EASIER TO BUILD
• Okta’s success in the enterprise market has led
to many companies building SAML and user
API endpoints we were able to plug in to, to get
hundreds of integrations live without the need
for slow-moving partnerships.
• It’s easier to build a payroll system than it was
5 years ago because you can use off-the-shelf
tax engines sold by XX and outsource tax-filing
and payment to vendors such as XX. It’s also
easier to build benefits administration software
because of vendors like XX and XX. (At Zenefits,
we had to essentially build XX and XX in order to
manage insurance — now those pieces can be
vendor relationships).
• Very high bar for MVP—you need to build a lot
of product for Rippling V1. You need to hire a
lot of engineers, and raise a lot of seed money
up-front for the build stage. I would not have
been able to finance this company the first time
around. Additionally, given this product-surface-
area problem, React and API-first development
make it easier to build a large-surface-area prod-
uct and scale the engineering team horizontally
with less overhead.
10 Rippling Memo
11. Network Effects &
the ‘Supermarket for SaaS’
RIPPLING IS NOT AN HR SYSTEM
Rippling is not an HR system — we call it an Employee
Management System to distinguish it from HRIS
systems, precisely because we think the problem we
solve is much broader than HR, and the right system
to solve this problem is a level down in the stack from
an HR system, or even the HR department itself.
We think every company that currently has a pay-
roll system would be better served by an Employee
Management System, instead — one that integrates
broadly to manage employee data across the com-
pany. Over time, if we’re right, perhaps markets will
shift in this direction.
It’s worth asking: “How will the market for employee
management systems be different than the one for
payroll and HR software?”
One key difference is network effects.
Today, ADP is the largest payroll company in the
United States. But the market is fragmented. ADP
only has about 15% - 20% market share, and there
are tens of thousands of payroll service bureaus.
That’s because there’s no self-reinforcing advantage
to being the market leader — nothing about ADP’s
position as the market leader makes my experience
as their client any better.
That is, in part, because ADP views their world nar-
rowly. In ADP’s world, there are only 7 or 8 systems
that abutt payroll and HRIS — things like time track-
ing, performance management, benefits administra-
tion, and retirement.
But an employee management system has many
more adjacencies than a payroll system — probably
70 or 80 thousand of them.
This introduces a different dynamic — one where any
market leader has swiftly compounding advantages
over the other competitors in the space. The company
with the most integrations will get the most custom-
ers, because clients will naturally choose the product
that can connect with the most of their current and
future business systems, and the company with the
most clients will get the most integrations — because
3rd-party engineers can only build and support apps
in a limited number of systems and will naturally let
market share guide their decisions on where to build.
The effect of this shift is similar to how the introduc-
tion of smartphone app stores led to rapid concen-
tration of market share in the handset industry. This
new market for Employee Management Systems will
be much more concentrated than the one for payroll
software: perhaps the market leader has 60% market
share, and the number two player has 30% market
share, and everyone else is fighting of the remaining
10%.
As a result, the market leaders for employee manage-
ment systems could be successful on a much larger
scale than even the most successful of today’s payroll
and HRIS companies.
The bull case for Rippling is that we could be one of
them.
11 Rippling Memo