Because Ramp will see so many trips across its more than 25,000 corporate customers, it will be able to suggest expense controls based on what other travelers are paying, not a generic “average cost for this route.” It might also suggest restaurants, hotels, and other local trips that other Ramp companies enjoyed.

It wasn’t about a corporate card, or even just building better software for finance teams to use, but about improving every part of the business that involves a transaction.

Ramp keeps finding itself in the right place at the right time because the company is built to be in the right place at the right time, executing against a mission that will never go out of style with a structure and team that allows it to take advantage of new ways to fulfill it.

I think the more likely outcome in B2B will be that point solutions – software products that do one thing – are more at risk from integrated platforms that can more easily bundle point solutions into their platform, making their whole offering more valuable as they do.

“ Owning the workflow” means embedding the product so deeply into the customer's operations that it's not just a tool, it’s the nervous system of a department.

It’s an interesting question to think about. Profit is the ultimate arbiter of a business’ financial success. It’s not just about saving money – spending too little can be as damaging as spending too much – but about investing money intelligently in the things that produce outcomes.

Finance is the nervous system of the company. Everything that a business does flows through finance in some way, and no department has a better bird’s-eye view into how the company operates.

“What is it worth to be the company that quite literally makes every company more profitable?”