99% of Ramp uses ai daily. but we noticed most people were stuck — not because the models weren't good enough, but because the setup was too painful and unintuitive for most. terminal configs, mcp servers, everyone figuring it out alone. so we built Glass. every employee gets a fully configured ai workspace on day one — integrations connected via sso, a marketplace of 350 reusable skills built by colleagues, persistent memory, scheduled automations. when one person on a team figures out a better workflow, everyone on that team gets it and gets more productive. the companies that make every employee effective with ai will compound advantages their competitors can't match. most are waiting for vendors to solve this. we decided to own it.

William on how an early stage employee takes way more risk than a founder: "If I'm making $400-500K at Google or Meta and go to an early stage company to get 1% of this company and make $90,000. I've now changed the trajectory of my life, that's a lot of risk. But as a founder, you're not. It's a much higher likelihood that of the next round, regardless of your company, you'll be able to sell some secondary. If it shuts down, you can get employed at a great company, and you have a CEO on your resume. That first employee, they have first employee at a failed company. That's actually not a great resume line item. So we've de-risked the founder, but we haven't de-risked the early stage employee."

turns out the genetically engineered probiotic that negates hangovers actually works this is great

Ten years ago, we made a bet: that seed-stage founders deserved more than capital. They deserved partners. People who would help them build from day one. Today, I’m proud to share that we’ve raised Primary Fund V, a $625 million fund to back the next generation of founders who see what the world is missing and have the conviction to build it. This video captures what we’ve learned from being in the trenches with iconic founders, and where we’re headed next. Being a partner to early-stage founders has been the privilege of my career. If you're building something that matters, I’d love to hear from you.

The best run revenue orgs do not use a “sales methodology.” They use these two ingredients instead: 1. Repeatable stages and exit criteria. They know exactly what to do, when to do it, and who to do it with. They have their “order of operations” down pat. They have buyer-aligned sales stages. And they have customer behavior-based exit criteria. But they don’t stop there. Because if that’s all you have? Your selelrs know what to do, but can’t actually do it. You have a rocket ship with no fuel. That leads to the next… 2. Skills excellence. They look at their sales process, and ask: “What skills do our sellers need to execute this process?” Usually, that’s 6-8 core skills. Then they train their sellers like hell on those skills. If sales process is a rocket ship, skills are the fuel that makes it fly. This is what the best of the best do. Process (what to do). Skills (how to do it). "Sales methodologies" are neither of these.

I’ll vote for whoever runs on abolishing daylight savings time. What are we even doing bro, this is so dumb.

It’s the end of Daylight Saving Time, aka hibernation o’clock. We gathered advice from a whole host of experts on how to ease into the dark. Read the full survival kit: nyti.ms/47iYQbN

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