Karim Atiyeh
speaker
955 appearances
1 recordings
1 series
first heard Oct 2025
last heard 21 Oct
Karim Atiyeh’s voice in public audio — every appearance, attributed to the second.
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So we started understanding that fascinating business model and it felt very powerful to, at Capital One, combine that card with the Paribus offering.
So it just felt like a great natural fit.
Two years into our journey, so after spending about two years at Capital One and growing the Paribus product, which is now called Capital One Shopping and includes some other features that I think are very valuable.
We started thinking, what's next for us?
Both Eric and I were clearly not done with our entrepreneurial journey.
We wanted a bigger challenge.
And a lot of the idea for Ramp early on was, what if we built something like Parabriss for businesses?
Specifically, what if we built technology to help businesses save as much money as possible?
And that later turned into how can we build technology that helps businesses save as much time and money as possible because businesses, as we both know, tend to waste a lot more time than they do money.
And those are generally interchangeable.
So we set out to build Ramp.
And just like it was the case for Paribus, really the card early on was Paribus.
a way to know what businesses we're spending time and money on.
If you know what tools they use and how much money they're spending on them, you get a sense of how the business functions, what kind of business they are, and you eventually get a sense of
where they are wasting both time and money and how you can help them save as much of it as possible.
And this is still true to this day about RAMP.
I'd say the biggest difference is the scope of our ambition has gotten a lot bigger.
We're not only helping businesses with the money and the time they spend on, let's say like card purchases, but it's really all the spend that is happening across their business and all the workflow associated with it.
starting with procurement, right, which you could describe as the workflows that dictate how a business makes decisions on what to buy and how to buy it, how to negotiate for it, et cetera, all the way to accounting for those transactions and reporting on it.
So the scope of our ambition has gone from the mode of transaction, the card, to all the workflows happening before, all the workflows happening after, and all the time wasted as that is happening.
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