Matt Plank

I think one, all of the non-US markets, like starting with Canada and for sure in Europe and, you know, in APAC. Like their HR software landscape is at least a decade behind where the US is. Like in the US, you have 10 plus like major public company payroll providers, right? Like there's just an enormous, you've got all these IT companies, like all the ramps and brexes of the world.

I think one, all of the non-US markets, like starting with Canada and for sure in Europe and, you know, in APAC. Like their HR software landscape is at least a decade behind where the US is. Like in the US, you have 10 plus like major public company payroll providers, right? Like there's just an enormous, you've got all these IT companies, like all the ramps and brexes of the world.

Like it's a deeply competitive market. And when you go internationally, pretty much in every country, whether it's, you know, the UK or France or Germany or Australia, whatever, there's literally like two people at max. that are in that space. And one of them is like a completely old, archaic, like awful system.

Like it's a deeply competitive market. And when you go internationally, pretty much in every country, whether it's, you know, the UK or France or Germany or Australia, whatever, there's literally like two people at max. that are in that space. And one of them is like a completely old, archaic, like awful system.

Like it's a deeply competitive market. And when you go internationally, pretty much in every country, whether it's, you know, the UK or France or Germany or Australia, whatever, there's literally like two people at max. that are in that space. And one of them is like a completely old, archaic, like awful system.

And one of them is like a brand new startup that's like modern and easy to use, but has like enormous issues kind of like supporting all the different various use cases, large companies, whatever. So there's just those markets are like extremely ripe for disruption. And I think we have a really strong product market fit.

And one of them is like a brand new startup that's like modern and easy to use, but has like enormous issues kind of like supporting all the different various use cases, large companies, whatever. So there's just those markets are like extremely ripe for disruption. And I think we have a really strong product market fit.

And one of them is like a brand new startup that's like modern and easy to use, but has like enormous issues kind of like supporting all the different various use cases, large companies, whatever. So there's just those markets are like extremely ripe for disruption. And I think we have a really strong product market fit.

And then there's a bunch of other things where like, you know, we do really well with multinational companies.

And then there's a bunch of other things where like, you know, we do really well with multinational companies.

And then there's a bunch of other things where like, you know, we do really well with multinational companies.

Efficiency. Well, so a couple of things. One is it is working in the sense that the win rates are really good. The ACVs are really good, all that kind of stuff. What is scaling slower than you would like is pipeline generation and top And that's because no matter how much money we have, we could be sitting on a billion dollars of cash.

Efficiency. Well, so a couple of things. One is it is working in the sense that the win rates are really good. The ACVs are really good, all that kind of stuff. What is scaling slower than you would like is pipeline generation and top And that's because no matter how much money we have, we could be sitting on a billion dollars of cash.

Efficiency. Well, so a couple of things. One is it is working in the sense that the win rates are really good. The ACVs are really good, all that kind of stuff. What is scaling slower than you would like is pipeline generation and top And that's because no matter how much money we have, we could be sitting on a billion dollars of cash.

Like we are not going to go invest in top of funnel that is inefficient just to grow faster. Like that's just like our guardrails.

Like we are not going to go invest in top of funnel that is inefficient just to grow faster. Like that's just like our guardrails.

Like we are not going to go invest in top of funnel that is inefficient just to grow faster. Like that's just like our guardrails.

That's certainly a way to do it. I would say that we are pretty disciplined in the kind of finance function at Rippling to not get the cheap thrill and go sink a bunch of money into these markets. Because the reality, it's not just that it's inefficient, it's that we don't know exactly what works. It's not the same playbook. The growth playbook is not the same.

That's certainly a way to do it. I would say that we are pretty disciplined in the kind of finance function at Rippling to not get the cheap thrill and go sink a bunch of money into these markets. Because the reality, it's not just that it's inefficient, it's that we don't know exactly what works. It's not the same playbook. The growth playbook is not the same.

That's certainly a way to do it. I would say that we are pretty disciplined in the kind of finance function at Rippling to not get the cheap thrill and go sink a bunch of money into these markets. Because the reality, it's not just that it's inefficient, it's that we don't know exactly what works. It's not the same playbook. The growth playbook is not the same.