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Surprise– the world’s most innovative companies are investing more on Twitter than ever! @tryramp customers–which includes a cross-section of the US’s fastest growing startups–increased spend at @twitter by 18% in the 7 days post-acquisition (10/27)! Google grew 3.4%, FB fell 8%

Today, @tryramp reached a new valuation: $13 billion. We’re not Steve Jobs or Wilbur Wright. We won’t invent the next iPhone or flying machine. Our job is more modest: save you time and money, so perhaps you can. (1/6)

Today, @tryramp raised $500M at a $22.5B valuation. Finance is at an inflection point. How does an industry change? Gradually, then suddenly. Decades where nothing happens; months where decades happen. Now, we’re teaching software to think like people. Exciting times ahead.

People often ask how we balance speed and quality at @tryramp. We don’t. Because speed is how you get to quality. Even the best hitters in baseball miss 70% of the time. A .300 batting average means the world’s best still fail twice as often as they succeed. Building products is no different. Even if you deeply understand your customer, you’ll still be wrong most of the time — it just takes iteration to discover what actually works. Take two teams: Team A ships every 2 weeks. Weeks 2, 4, 6, 8 — all wrong. Week 10 — nailed it. Team B waits for “perfect.” Week 8 — wrong. Week 16 — wrong. Week 24 — finally right. Team A made more mistakes, but found truth faster. Team B “protected” quality and ended up slower, later, and with less conviction. In the real world, there’s no limit to your at-bats per inning. You can swing 100 times if you design your org and culture for it. Speed isn’t a trade-off with quality. Speed is the way to get to quality.

On the time YC cofounder @jesslivingston tore me a new one and changed the future org structure of Ramp: At YC, we attended weekly office hours where every startup shared 1/ their weekly growth %, 2/ their biggest problem, and 3/ what they were doing to solve it. That week in summer 2015 our startup Paribus had grown 20% w/w, our biggest problem was that we were getting too many customer support tickets, and our proposed solution was to hire a customer support person (as the third hire at a then two-person startup). Jessica pointed out that if our solution was to hire someone to deal with customer issues, then next week when we grew more we’d have to hire another person, then another, and so on. Her point was that the real solution isn’t solving tickets, it’s listening to customers and building a better product so customers never need to write in the first place. She told us how @bchesky of Airbnb, an icon even then, would still walk around wearing a Jawbone earpiece so he could personally take support calls, hear customer feedback and deal with problems immediately. She (kindly and graciously) schooled us in front of the group, and it was one of the best learning moments I’ve had as a founder. In a sense, every customer support ticket is a privilege – someone took the time out of their day to write about how to improve your product. But it’s also a failure – you could’ve saved them that time by making the product better and more intuitive in the first place. You can’t out-hire a bad product, or compensate for poor taste with a big support team. Support is not a cost to minimize, it’s a key function every company should take seriously. When you listen to customers and make your product intuitive, you get output graphs like the below – where the rate of active user growth far exceeds the rate of support tickets. To this day, almost a decade later, support reports into product at @tryramp

Congrats to @pedroh96 and the Brex team on the acquisition. Major testament to what you and the team have built, and we have a lot of love for the leadership team at Capital One If you need any restaurant recommendations in McLean, I have many fond memories here

Would you pull Saquon Barkley off the field to file expense reports? You better not say yes. Welcome @tryramp’s newest, fastest partner and investor, and the star of our very first big game ad — @saquon! Let’s go birds 🦅

Today, @tryramp reached a new valuation: $16 billion Let the robots chase your receipts and close your books, so you can use your brain and build things. That's the way AI was meant to be.

Surprise– the world’s most innovative companies are investing more on Twitter than ever! @tryramp customers–which includes a cross-section of the US’s fastest growing startups–increased spend at @twitter by 18% in the 7 days post-acquisition (10/27)! Google grew 3.4%, FB fell 8%

Today, @tryramp raised $500M at a $22.5B valuation. Finance is at an inflection point. How does an industry change? Gradually, then suddenly. Decades where nothing happens; months where decades happen. Now, we’re teaching software to think like people. Exciting times ahead.

Today, @tryramp reached a new valuation: $13 billion. We’re not Steve Jobs or Wilbur Wright. We won’t invent the next iPhone or flying machine. Our job is more modest: save you time and money, so perhaps you can. (1/6)

Today, @tryramp reached a new valuation: $16 billion Let the robots chase your receipts and close your books, so you can use your brain and build things. That's the way AI was meant to be.

Eight. That's how many businesses tried @tryramp's corporate card in 2024, and decided it was not for them. Now, eight looks like an awfully small number when you compare it to twelve thousand fifty-nine. That's how many businesses tried our (beloved) corporate card in 2024 and decided it was the perfect fit. A 99.9334% hit rate.

If your kid’s lemonade stand processes 0.5–1% of US GDP, then yes, that’s a fair analogy for @tryramp. Ramp’s data is useful for the same reason it gets cited at all: it is quite consistent with the revenue figures OpenAI and Anthropic release. If it weren’t, no one would care.

On the time YC cofounder @jesslivingston tore me a new one and changed the future org structure of Ramp: At YC, we attended weekly office hours where every startup shared 1/ their weekly growth %, 2/ their biggest problem, and 3/ what they were doing to solve it. That week in summer 2015 our startup Paribus had grown 20% w/w, our biggest problem was that we were getting too many customer support tickets, and our proposed solution was to hire a customer support person (as the third hire at a then two-person startup). Jessica pointed out that if our solution was to hire someone to deal with customer issues, then next week when we grew more we’d have to hire another person, then another, and so on. Her point was that the real solution isn’t solving tickets, it’s listening to customers and building a better product so customers never need to write in the first place. She told us how @bchesky of Airbnb, an icon even then, would still walk around wearing a Jawbone earpiece so he could personally take support calls, hear customer feedback and deal with problems immediately. She (kindly and graciously) schooled us in front of the group, and it was one of the best learning moments I’ve had as a founder. In a sense, every customer support ticket is a privilege – someone took the time out of their day to write about how to improve your product. But it’s also a failure – you could’ve saved them that time by making the product better and more intuitive in the first place. You can’t out-hire a bad product, or compensate for poor taste with a big support team. Support is not a cost to minimize, it’s a key function every company should take seriously. When you listen to customers and make your product intuitive, you get output graphs like the below – where the rate of active user growth far exceeds the rate of support tickets. To this day, almost a decade later, support reports into product at @tryramp

Congrats to @pedroh96 and the Brex team on the acquisition. Major testament to what you and the team have built, and we have a lot of love for the leadership team at Capital One If you need any restaurant recommendations in McLean, I have many fond memories here

The WSJ usually makes you buy an ad to print a logo. The wonderful @tryramp marketing team had a better idea — hide it in plain sight. Spot the easter egg — save time and money.