Name: Why Staying Is the Bigger Risk
Uploaded: 2026-04-02T18:18:05.109Z
Duration: 45 min 21 s
Description: Why Staying Is the Bigger Risk

Transcript for "Why Staying Is the Bigger Risk": Hello. Hello. Welcome. Happy Thursday, everyone. My name is Phil Coria, and we got My name is Lexie Myrick. We'll give everybody a couple minutes to jump in just in case there's any type of technical issues. While we're waiting, why don't you let us know where you're calling in from in the chat? Colorado. Alright. Boston. Uber, Texas, New York, coast to coast. Alright. Love. it. Irvine. Irvine down by me. I'm in SoCal. Lexi is in Alabama. Yep. I don't know why I always have to say it like that, Lexi, but it seems like appropriate. It does. I like. it. It's Maria, Virginia. Alright. We have some great great coverage. Awesome. we go. Well, welcome. Well, thank you for joining us. We are excited to cover kind of the content today in terms of just what we're doing. Just a little bit on my background, and we'll dive in. My name's Phil Coria. I've been at Brooklyn for four years. Been in the space for eighteen. Come from kind of the space of, like, you know, the pays and and also Workday. I'd like to do a quick intro on herself, but we'll be your your emcees and kinda covering, all of the content in the session today. We're really excited for for the session. Yeah. So I'll kick us off. Lexie Myrick as well. As I said earlier, I, similar to Phil, I've been in the space for going on fourteen years. I've been at Rippling for a little over three and super excited to walk through this today. Before we dive in, quick question. What percentage of your toolset would you replace for something better? You all have been very active in the chat so far, so I'd love for you guys to answer in there. A 100%. K. Totally. I like it. Yeah. K. 85%. Whatever leadership will approve. I love that too. Yeah. We can help you with that, Jessica. We at least we try. Yeah. You know, most people that we're talking to today say about 50% of their tools are bad. And because they were built for a different version of their company, and every time you outgrow them, you just add another layer on top. So today, we're gonna challenge in the assumption most HR teams hold that switching is a risky move. The data we see from hundreds of conversations tells us a different story. Staying on legacy systems compounds risk, quietly. And, I mean, as the chat is blowing up right now, I mean, it sounds like it's far more than 50%. And a lot of times, like, people don't make a change until something breaks. So by the end of the day, you'll have a framework for not only evaluating your current setup, but honestly, a clear picture of what a controlled transition would actually look like. Awesome. Yeah. Yeah. And and a few, just housekeeping notes before we dive in. Use the chat, obviously, to engage, so we appreciate that. We love seeing what's resonating. We wanna make sure this content is relevant to you in terms of just, like, how we could help you, drop questions throughout. We have, you know, myself and Lexie can be, combing through those. So we'll try to obviously answer those. Probably some of those will be answered just through kind of the content and the slides, but we'll hold at the end to make sure we get, to yours. We, you know, transcribe all of those, and we'll get those sent out via email. But recording will be sent out tomorrow. Don't stress about capturing everything. We will get those out to you. Please reach out to webinars@rippling.com if if anything after, but we will try to get you everything you guys need. Absolutely. Thanks for that, Bill. As far as the agenda for today, we wanna get there we go. We're gonna move through this pretty quickly. This is designed to be practical. We'll start with why legacy systems are harder to leave than they should be and why that's costing you. Then we'll walk through what a real structured transition looks like so it doesn't have to feel like the last one, if you've done one of those before. And then from there, we'll show you what changes immediately on the other side, and then we'll give you the language to make the case internally. I think somebody said earlier what leadership approves, especially to your CFO. Awesome. We already did intros. These are our faces up on the screen. I think Phil and I both agree. We we want those off as quickly as possible, so we'll keep going. Yes. Yes. Awesome. So yeah. So go ahead, Lexie. This think this is get. us kicked off on this. Yeah. Yeah. I wanna kick it off with a real quick story. So this one might resonate with some of you all, but a 500 person multi retailer running on ADP Workforce Now, whichever version that is, they had hourly workers, complex scheduling, California meal break rules, Phil can speak to that, and no guardrails in ADP to proactively enforce any of it. They found out the hard way, wage and hour lawsuit, meal break, and overtime violations, manual time card audits, and missed things. And the CEO take was pretty simple. One lawsuit can wipe out years of payroll savings. Risk reduction became the top priority, not a feature conversation. So what won it? Built in compliance enforcement, time tracking tied directly to scheduling policy, and one system across HR, payroll, and time. And the outcome wasn't just better software, it was confidence that this wouldn't happen again. This is the pattern we see across many, not just ADP customers, but several customers out there reporting in fragment compliance systems and when it's completely manual. Yeah. And I think we see that a lot. So myself and Lexie actually support the the the sales teams that, like, support organizations that across the size. So it's worth noting, like, the decision was also, like, financially, easily financially kind of, like, you know, rationalize in terms of, like, aggressive pricing that we did to work with the team. So it wasn't, like, a hard ROI conversation. When we talk about consolidation of tools, there's a compression that happens along with kind of, like, the overhead of just, like, the cost of those tools and, like, you know, kinda migrating them in to a platform such as Rippling that could consolidate a lot of those tools. So the finance team, again, there was, like, an element of, obviously, like, risk mitigation and compliance, but also to, like, what it meant, you know, kind of, like, financially with, like, consolidating those tools. So once we show them them that, compliance exposure was extremely big to them, and that was actually worth kind of the switch. You know, Rippling is built on top of a platform, which we'll get into, and it drives a lot of the compliance elements here. A lot of other tools are built around a payroll tax engine. So, like, there's limitations with adjust kind of the the functions of those elements and, like, why those, you know, kinda provide or, you know, just bring blind spots to the table. So getting a quick read of the room, like, we're gonna launch a poll on the right side of the panel, of your screen. Which of these areas creates the most operational drag for you, in terms of just, like, what, what we're kinda pulling up there? Let's go to the polls tab. Yeah. I'm clicking it. not enough headcount, you know, fragmented systems, too much, manual work and budget. Alright. Wait for a couple more to come in. Just tracking what we see. Yep. Not enough headcount. Yep. Fragmented systems. Yeah. I mean, it it's tracking with what we see. In in over 60% of our conversations with HR leaders, you know, none of headcount and manual work are, like, one of the number one drags of just, like, what we what we have. Right? And and it really it's of just, like, kind of the binary work that happens downstream when, like, the day to day changes actually occur when you're thinking about just your daily job. Someone, you know, moves, moves into roles, gets promotion, gets a comp bump. You're onboarding, onboarding people all the time. So those are those are big elements that we see all the time as well. Alright. And as Phil Coria was alluding to, that's this is exactly what we see. We we hear that HR is being asked to do too much with too little. Reporting is manual and slow. Workflows break. Integrations break, and people define integrations very differently across the board. Time and attendance doesn't connect cleanly to payroll. CSV, manual uploads, and separate approvals can, be time sensitive. And then sensitive data gets shared incorrectly because permissions aren't configured at the data level that they're built on. Custom customization requires a vendor ticket, so you're requiring a third party to fix those as well. And I'll let you add in a little bit. there too over. here. You know, like, the better gatekeeping one is worth pausing on. Like, you know, with Workday specifically, I I come from that world. It was what we hear repeatedly as well. Like, it's just a product that is complex, extremely, you know, cumbersome to kinda configure and then also maintain. It's really that teams become dependent on an implementation partner to stay current. Like, you know, Workday is an example, has two releases a year. I hear all the time of, like, the upgrade or kind of release anxiety, and sometimes clients don't even upgrade because sometimes it's just one not worth the cost, but two worth, like, the actual administrative kind of, like, burden that it could actually impact when you kinda go through those pieces. So the system technically functions, but, like, how your team operates, you know, you just can't operate it independently from that standpoint. So it's a different type of risk. Also, if you need, like, a certified admin or you need a certified admin or some type of consultant to make changes of your own system, so it's not necessarily a feature gap. It's an architecture problem and an ownership model problem. So we talk a lot about the ownership model with rippling and, like, circumventing, not necessarily, like, the tools that you compress into the platform, but also, like, how you actually get your hands on those admin screens and being able to be, like, self sufficient and, like, self sustainable when it comes to, like, life in production and being able to, like, build on top of that initial kind of, like, rollout. We talk a lot about that. So if, like, you you know, we we actually are able to kind of, like, have deeper dive discussions with you and your team, there's a lot of what we'll talk about. So in our conversations, as well with about three quarters of folks that we talk to, they really cite that fragmented systems manual processes, you know, kinda component as being like that that main primary operational drag. But I think all of this kind of funnels into, like, that operational drag of how you kinda maintain kind of just the system itself. So that's not a niche problem. It's really everyone in this room. And, like, a lot of people when we talk to your peers, like, we have this, like we say, okay. You implemented a system. Now you're live. Everybody's really excited, but we talked to a lot of companies that are on tools that have just plateaued. Like, they've been on the same system for three to five years. They haven't made any changes. They may have implemented a couple modules here and there. They're reimplementing tools. So we hear a lot of different kind of components just based off of just the the ownership model and just how you maintain these systems. Yeah. Alright. So on this, particular piece of it too, there's really three structural reasons with, like, you know, why legacy HRS platforms, like, you know, hold you back. At first, I think most legacy systems were built as payroll engines. I I I alluded to that a bit earlier. Like, ADP Paychex, UKG, they started as payroll processors and expanded. And think about the tax engines that they have. Like, ADP has autopay. You know, UKG was using MasterTax. They tried to build their own. They merged with Cronos. So there's a different there's that's different from being, like, designed as a unified data model from the start. Second, most grew via acquisitions. So, like, what looks like an all in one platform is multiple companies stitched together, separate databases, separate user interfaces, separate logic. So, like, the integration between the modules is often no better than a third party integration, and we hear a lot of, you know, kind of, like, admins like yourselves and have reporting issues. I I don't have, like, true workflows. I can't get access to the data that I need when I think about all these modules that I need to pull data from. So those multiple databases mean that your reporting becomes very cumbersome, and it it's a nightmare for you as a team to maintain that. Like, where is your source of truth? So when your HR data lives in one place your payroll data lives in another, like, getting that clean answer, it it requires someone to reconcile that before they could respond. Or, like, you're opening up a ticket to maybe have, like, ADP build a custom report for you. So there's, like, a hidden tax that the team is paying every week from that, and then just, that that feedback loop becomes very cumbersome and just rigid. Yeah. And just to, like, double down that that a little bit, you know, we say this a lot in sales cycles, but many platforms out there in the market grew through acquisition just because the need of organizations have changed through the years. And Paylocity's version of this, the product works fine in isolation. The problem is everything touching it. So when you have to move data over to a different area of their system, it's manual. And sometimes fields. over just because of the way that they've grown and built their their platform. And let me be clear. This is not vendor bashing. Phil and I both sent spent a stint there as well. It's just the architecture reality of the landscape of payroll and HR right now. Yep. So I wanna get you guys active again in the chat. So drop in the chat what feels most high stakes about switching right now. Give everybody a couple minutes to respond. Yeah. Call? Cost. Yeah. Give a couple people some ideas. Some are, like, bandwidth. Some is, like, time of the year. You know, Yeah. just not the right time. We hear that a lot from a timing perspective. Implementation fears, like past experience. I've heard that too. Mhmm. Yeah. Trusting the next system is the right fit. That's a really good one, Phil. Yeah. Or one thing versus the other yeah. Time integration. Yeah. There you go. Time to implement. That comes up a lot. Cost and downtime. Complexity. Man, you guys are hitting on a lot of the stuff I was gonna even hit on. So you're it's perfect. in the thunder. I know. I'll let you guys run it next time. Yeah. You guys are hitting on all the ones that are that we're gonna hit on as well. But, I mean, we hear it a lot, like, whether it's cost, you know, previous experience. There's a lot of PTSD out there from the last implementation, complexity, so multistate, data migration, getting clean data. I think this is a really important one of, like, when you're going to make changes to the data that you have today, like, good data in, good data out. Misalignment, so, like, HR, IT, finance often have different priorities and getting everybody on the same page to ensure that, you know, collectively, you all are purchasing the right platform and fit for your organization. Yeah. Yeah. And I think, you know, it's all really good stuff. Was reading through some of the chats, all really good. I mean, it's what we talk about quite often. So the perceived risk of switching really does feel bigger than the very real cost of staying. So we hear that a lot. So, you know, I think as you're having discussions, like, internally, like, you know, I I know the group could probably, like, align, but staying on, like, stitched together systems, like, definitely compounds risk. And we talk a lot about kinda how we can mitigate that. But compliance exposure, manual errors, just data you can't trust, like, workflows at break, really, like, on payday. Right? So, like, I think in our analysis, like, in terms of where we have seen, like, people migrate and move to Rippling, forty two percent of customers cited implementation anxiety as as that barrier. So we really get into kind of the alignment of what that looks like from, like, your sales engagement and all of the kind of, like, components validating that demos, what that looks like transitioning to implementation. It is really there's continuity there. But, like, those of that move forward, the most common kind of, like, post go live reaction was that that was easier than we thought it would be. We have a lot of efficiencies in, like, tools and, like, how we implement is is you know, we'd love to kinda share that with you in detail. But the issue wasn't really switching systems. It's like switching architectures. We call that the ripple effect, which you'll see here in a couple of the the videos that we're gonna post for you. But when that foundation is unified, the transition is fundamentally different from that perspective. So that really helps on implementation and then just like the day to day. Yep. So walking through the the the left side first. Like, we're gonna get kinda get into, like, current to future state of, like, what life has looked like, on legacy stacks and then, like, those disconnected systems. Right? Like, data that has to be exported, reimported, support that's reactive, not proactive, like, workflows. And, really, it's, like, task kind of like engines. We see a lot of the tools that don't necessarily have workflows. They call them workflows, but they're more like task driven kinda downstream kind of checklist and then integrations that, are vulnerable. Reporting is after the fact. So by the time you have the data, the decision has already been made. Like, you know, reporting tables in those systems are, like, actually the source of truth that it could be, like, payroll or just, a payroll run. So anyhow, any every change requires a ticket. We hear that a lot. You're dependent on, like, the vendor to make those changes for your own system. You don't have access to those back end systems. So that kinda goes hand with the ownership model. On the on the right side, Lexie gonna get into what the future state looks like and kind of some of those pieces. But, like, this is, like, what we see people transition to and what they really lean into when they're looking at, you know, another solution comparative to what they have in place today. Yeah. And this is what they describe after they go live as, you know, single source of truth means, you know, one employee record, and it drives everything from payroll permissions, benefits, compliance, and reporting. Change trigger automation, so a promotion doesn't require a checklist. It it triggers the system to make those changes in real time and immediately. Compliance three sixty is worth calling out specifically, like, multistate, multi country, labor laws, mandatory vacation requirement changes. These things get caught, automatically instead of slipping through the cracks and, having somebody else have to check behind you as well. Yep. Great stuff. So this is the part of of you know, where people are most afraid of as well. So let's be specific. We talk about, like, these, like, control transitions and what these phases look like. Really, when I was talking about kind of the transition from, like, sales and implementation even to our support model, like, phase one is alignment. We define the scopes earlier. We get into the weeds on what those look like when we're validating that during the the sales process and what change management looks like. So don't try to boil the ocean on day one. Like, identify the stakeholders on your side, HR finance, IT, depending on the scope, like, map all of those pieces that map to, like, payroll benefits, GL, and reporting before you touch anything. We find, like, there's a best practice there and, like, our individual PMs and and groups, like, work with your group in terms of, like, those those direct responsible individuals. Phase two is, the data migration pieces of it. And then that's where, like, Rippling you know, I've been a part of a lot of implementations. At the Rippling, this is a differentiator for us. Like, the unified employee graph means minimal upload. So we have, you know, this employee graph kind of data layer. Clean data goes in once, and then everything inherits from it. So, like, you're not migrating to five different modules. That initial kind of employee census import is what propagates to the entire platform and applications depending on your scope. Phase three is your parallel payroll. So, like, one to two payroll runs where you're running both systems side by side. You're validating taxes, deductions, GL outputs before you cut over. So we'll make sure everything from a reciprocity standpoint, we're picking the ball up where you left leaving off. We transition clients mid quarter, at quarters. On one one starts, we we transition clients throughout the year. Part of that is that payroll import. This is how you take payroll disruption risk off the table, and we're doing those multiple payroll runs to make sure that all of that is clean. Phase four is go live. So, like, our version of the go live, you're actually live in the platform, like, moment you sign a contract. Like, we we spin up your instance, but, like, our version of the go live is when you start processing checks and and start, like, you know, kind of processing payroll. So controlled, like, rollout, the clear cutover plan when you think about, like, open enrollment, where the review cycles fit in that, and all those different components. Like, we align on that. So, like, there's a post launch support window as well with a dedicated specialist per product area as we kind of, like, think about all the the different moving parts there. And then one thing to set expectations on is, like, Rippling's implementation runs on a schedule. It's a delivered fixed kind of model that works towards your go live. So your team will need, like, obviously, the budget time to match because we could really run fast. So a lot of times, it's like, you know, we align on that bandwidth and that timing so we don't stress your teams out too much. But the customer the customers who get the most out of it are the ones who treat it as a priority for, like, one quarter, and then they're done. It's like, let's, like, swarm this and implement Rippling in, like, the two to three month window, and then we can start processing and kinda, like, you know, then that's where the efficiency gains really start taking shape. Yeah. And worth noting here too, what what makes Rippling unique as well, like, we can go through a phased approach. So, if you don't wanna roll everything out at once or you wanna start you need, like, your performance reviews live or open enrollment live first, we can definitely support that as well just because of the way that we're built. The other piece that I would add here as well, we have a specialist for every phase and even every product. So you're not getting a generalist who hands you over documentation and says, good luck. We're here to hold your hand the entire time and specialist in every single one of in one of those areas of the platform. After the session, our team will email over resources that walk that walk you through this this phased in-depth approach. But, obviously, we'd love to have a further conversation if there's interest there too. Alright. Now we're gonna walk through three things that change on day one. The common thread here is that things your team is doing manually today that stop being manual the moment you go live on Rippling. So to set this up, we want you we want to know from you. Please add your answers in the chat. You guys have been very active so far, so please feel free to jump in there again. How long does it take you today to pull one clean head count and labor law cost report? I apologize. Too long. Lisa, you've been super active. I appreciate that. Longer. than it should. Okay. I agree there. Yeah. Definitely longer than it should. Yeah. I mean, reporting frustration, we hear that a lot on on kind of some of these legacy stacks is is, you know, a good sign, you know, just into our first kind of immediate change. Like, immediately after launching and, like, going live on Rippling, like, custom reporting is enabled. Like, you have all the access to the data points on that employee graph. So, like, hundreds of multiple prebuilt templates that we have. Like, custom reports aren't necessarily like, you don't have to open up tickets for that. You have the ability to build any report you want, but we also, like, have very guided kind of prescriptive templates. We call them recipes, but they're all centered around that employee graph. So this is, like, you know, essentially, every attribute of an employee, you have act accessible in every kind of portion of the platform itself. I'm gonna there's actually a demo that's gonna play here, but that is really what drives the the ripple effect. So Rippling, our claim to fame is the ripple effect, but really what drives that are the attributes. Like, am a remote employee based out of California. That's the director of sales for enterprise. Lexie is the director of sales for enterprise based out of Alabama. Those, just like our states, drive taxation. They could drive the permissions. They could drive the policies. They could drive the learning courses we take. The compliance elements because we're in different states, like, doesn't go and you don't map, like, kinda roles and permissions security to, like, one to one individuals that you're doing like you're doing today. They're they're actually the they're kinda mapped to the attributes and reporting as a part of that. So, like, we'll play the demo here, and you could take a look at kind of that coming to life, and then we'll jump back in. Alrighty. So this, let's keep building on what we were talking about with the employee graph. Since we have that data layer that sits at the foundation of our platform, we're able to do some amazing things like report off everything and any data point that's in the platform. I could build these dynamic dashboards that are living, breathing elements of the actual report. So you can see here when I jump into the reporting tool, I could build the report with the raw data and then throw some charts on top of it and then share that out with the appropriate people. So whether I'm on the finance team or the people team, I'm able to share these really dynamic reports that I could click into. I can see things like recruiting tools, people tools, and have all of that be visible to me, whether I'm a manager, whether I'm an actual part of the team itself on the admin team or the people team. So depending on where my role sits within the organization, I'm able to have access to that data. Now if I come in here and I actually report, we also give you the ability to analyze those reports. We have AI through routes, you could ask questions about the reports. They have the tool build your reports. I could see, reports that are created by me and shared by me, but I'm also able to come in here and see those templates and actually a starting point of reports that I could see. We have hundreds of reports of a template standpoint that you could build on top of. We have it by function, so I can pull up anything that's related to payroll, recruiting, sales data, product data, and so forth, and be able to build anything from scratch as well. So just to prove out the point that everything is reportable, if I come in here under the category of the employee, I'm able to see all the objects of the employee that I could actually bring over. So I could see things like certifications, things in courses that they've completed. And I'm able to build out these raw reports from scratch that allow you to have any type of data field that is reportable, and then be able to merge those and and have it sorted however you like. If you needed to build something for your finance team, say your finance team was looking at payroll data by q one, spend data by q one, and maybe our active employee accounts, I could build those out as well. So you can see here all of the selected fields. I'm able to build out our total payroll liability that we had for the quarter. I'm also able to break down the spend by category and department and country. So I'm able to see here like HR spending, you know, you know, $32,000 on pro services. You know, IT spending money on rideshare and lodging because they're traveling on-site, and account managers are spending money on travel and airfare. So being able to break that down by, you know, by category as well is really important and by country if you're a global organization. And then also being able to see that employee count by department and country. So I can see here in engineering, all the engineering groups we have by country, by location, and so forth. So having all of this data that can now be shared, and I can share this with anybody within the organization. So that employee graph itself allows me to say this and share this by department, by state, a combination of attributes. Maybe you have a specific business team that you wanna send this to. Maybe the finance team, to your point, wants out this before the board meeting. You're able to do those things easily and quickly, share those out. So all they have to do is log in and have access to this data. So a ton a ton of great, you know, just elements in terms of what we're able to do. Really excited to dive in to this with you and, and share more. Thank you. Alright. Phil's gonna be shy over here, but Phil did a great job of doing that demo. So Yeah. I I I must have allergies that day. I think I sound a little. It's alright. Allergy season. I yeah. It's very much pollens everywhere here. The next immediate change is time to payroll flow. So anybody that has hourly employees here knows that, this can be a super manual process. And so here, we're gonna be able to show how it automatically flows directly into payroll. No more uploading CSVs. No more reformatting, broken integrations. The the approvals just happen, and payroll knows. Yep. Yeah. So, so let's highlight that change. As you know, the video we're gonna go through, you'll see kind of the ripple effect how everything is essentially kind of, like, connected. And, you know, what what really is driving all of this as we kinda dive into the next video is really that platform layer. Since we we don't have kind of, you know, kind of this modular effect, everything is pulling from that platform, and that's where you're seeing kind of all of these capabilities come to life. So let's, spot through some examples of what that looks like on Rippling from that standpoint with the time and payroll flow. Alright. So I wanted to dive into our claim to fame, the ripple effect. Rippling's foundation is built on top of that data layer, which is the employee graph. What that does is that allows you as a team to be able to have the ability to have and really enable employee, manager, and just the entire company self-service strategy that allows you to make sure the permissions are dialed in and allows the appropriate people to make changes. Say I'm a manager, I make a change to one of my employees, my employees are getting promoted. That now ripples across the entire platform and allows this dynamic, you know, kind of element of workflows to to just be delivered to you that allows you to put thresholds and guardrails in place. So as I log in, I can see my to dos. So if I'm on the team that's actually needing to approve an actual ripple effect, that allows you to see all of this and take you to this element of approvals. But let's go ahead and let's go into a profile. I'm gonna go into a profile here with John Davis. I'm able to see that we are able to catalog and store everything as it relates to that employee. So I could see personal information. I could see all my review cycle info. I could see documents that they've signed. Everything is flowing back to the employer profile and I'm able to see the sensitive data if I have the ability to do so, or it'll be retracted and redacted if I do not have the ability to do so. Same thing with making changes. Say, you know, John's been doing a great job for us. He's gonna still be the CHRO. We went through a review cycle piece, and we're gonna give him a bump in pay that's associated to his comp bands, which everything is tied to that, and it'll give you thresholds of where he sits in the comp bands from that standpoint. So let's just give him a bump in pay. Let's hit next. I can make this effective dated as of today, as of the end of the month. I can retro this back to the beginning of the month, and allow us to actually make sure we have all of that set up. So say just promotion cycle for Jean, everything is audited. So what's great about this is it automatically is reviewing all those changes and Rippling across the entire platform. So maybe to see like, hey, I need to actually make a change for my agreements and documents. There's actually something that I need to sign as part of this comp bump change. I could go ahead and push that out. Are there any integrations that are impacted by this? Maybe if he changed states, departments, locations, or roles that would be impacted. You can see that there's approvals that are set here as well in terms of who needs to approve this. So you see there's an actual approval chain for those individuals that need to make that change, and then I can see all of this being sent to actually payroll that allows me to review this and actually impact the ability to actually change and push out documents. So I will go ahead and do that as well. I'll say don't send anything or actually I'll send them something with that offer letter. Let's go ahead and preview that. Allows me to actually see what I'm pushing out to him, and then I'm able to actually do that when the transition is in effect or when it's actually approved. So let's go ahead and hit continue. And that is the actual ripple effect. Anything that you change, anything that's impacted will allow you to put these things in place that allow you to actually document and actually have that scalability of what we're pushing out, contingent on those changes. And it shows you everything that we're gonna be doing, everything that's being impacted, and everything that's actually gonna take place once I actually approve this, that allows me to actually, you know, handle these changes at scale. Thank you. Alright. Like Phil mentioned, Rippling's data model is built on the employee graph, which allows for every decision to be made in one place with the ripple downstream. Here are some before and after examples of how this differs from being on a legacy platform. First, the first case is open enrollment. In the before scenario on legacy providers, there are manual audits, broken benefit feeds, weeks chasing down, who hasn't enrolled. And in rippling, centralized enrollment with full visibility in one place to see status across the entire organization. Yep. And the second one is is just multi tenant expansion. So, obviously, the first one you probably see all the time. Obviously, benefits is a core part of, like, the of what we do on a day to day basis. You know, in this situation, like, there's a lot of tax kind of, like, you know, elements that are involved. Tax reciprocity, reference it as tax chaos, like constant support calls. Like, finance is doing a lot of stuff that's reconciling kind of errors, by hand. So, like, in the after, compliance is baked in as you noticed that. So, like, we tie everything back to kind of those attributes and, like, the tax reciprocity as you think about the multistate expansion and how we handle that. That's all tied to the employee graph. So, like, that's what makes that extremely intuitive. So an employee that moves, like, states or you hire somebody new, those rules are applied automatically. Like, you don't have to have kind of that burden of control in that and making sure you're onboarding them with those with that logic. And then the last to highlight here is really gonna be around performance and comp planning. So, you know, before, in your situations probably today, like, this may sound familiar. It's, like, performance decisions, again, are in one system. Comp changes are entered manually into one another. Someone copies, like, numbers into payroll by hand. So, like, all those downstream pre processes. So you have, like, obviously, the calibration elements. You have comp cycle planning, performance merit increases. Like, how does all that kind of function enroll into one? Like, we talked about the employer profile, but also payroll. So a lot of that stuff is kinda happening after the fact. And after kind of scenario, compensation is is approved in the performance cycle, and it all flows to payroll automatically. It flows to the employee cycle, in the employee record. It it flows to update permissions if maybe they're getting promoted, and it flows over to maybe Compan. So, like, all of these elements are just tightly wound together. So there's no reentry. There's no reconciliation. Like, that ripple effect is applied to kind of each one of these scenarios. We're gonna actually play another video for you, and this will be, I think, the the last one that we have, but talking about, like, what that looks like in performance to kind of highlight that that third, example there. Alright. So I also wanna show you the ability of actually jumping into managing compensation cycles inside the platform. Extremely important critical element of just the day to day and how you actually keep track of this within the organization. A lot of really, really amazing tools from recruiting to comp bands, to headcount planning, to performance cycles, it all goes hand in hand. You saw us just do a bump in pay and what the ripple effect does to impact the system. I'm actually able to come in here and have those elements be surfaced around kind of elements around comp bands, headcount planning, and I'll show you a little bit of review cycles. First off, comp bands are, you know, allowing you to kinda capture all of those different elements. Whether it's comp band by a job family, by level, by country, I'm able to see the mid, min, and max points there, and actually build all these comp plans out. So for example, if we do give somebody a promotion, is it within that threshold? If it's above that, we need to send it for approvals. Am I building headcount plans into these comp bands? So this lives throughout, especially when you're thinking about onboarding and offboarding individuals, and be able to do things like that as well, and be able to see things broken up by geographical pay differentials based off zip codes as well. I'm also able to use those comp bands in headcount planning. So think about the elements of like position IDs and those being attached to actual requisitions. So I'm able to see my current team. I'm able to see analytics and be able to see what's active. I'm able to see my headcount versus total cash. I'm also able to plan for these as well. So I could break this down by any element of department, location, and actually accessibility or purview that I have in. So I'm able to see the plan by position and and actual types. So I could see active, future start employees, what's actually open head count right now that we're currently recruiting for, and able to see total cash on hand. You're keeping everything within budget as it relates to all of those moving parts of like, you know, attrition, you know, expanding departments and expanding head count, cash allocated to those and all remaining within budget. So you're actually able to assign budget by group as well and see where I'm trending as it relates to each quarter. Finance teams just love this ability to have this and actually see kind of where we're trending versus cash and actuals when we think about the active plan and the budget. And I'm actually able to build scenarios out as well. So being able to build out scenarios if I'm gonna be expanding into a a new country, building out, you know, an extension of a department and so forth. So really, really critical tools. And then also too, if you think about how all those come into play, that is also headcount planning is tied to recruiting. So think about like off boarding individuals and we need to backfill those positions, or actually like growing the team and being able to track all those elements. Really critical part of like your overall employee life cycle. And then the other element here is just actually how this all flows into compensation. So when we think about end to end review cycles, we're able to do all of that in terms of like this being on any cadence you want. But when we think about an annual cycle and compensation, able to come in here and actually build all of those elements into the compensation cycles of comp bands, of being able to do budget planning. When we think about like increases in pay, as it relates to these annual kind of performance packets, How we're actually, you know, going through calibration. How we're actually going through the ability of giving everybody an incremental kind of bump and pay if they did perform and given performance grants, and being able to see all those elements that allow you to have all of this really tightly wound when it comes to all of those pieces coming together. So a lot more to show here, but wanted to give you a little bit of how all this like interconnects from that standpoint and gives you a ton a ton of efficiency gains of having this all be part of the employee graph concept. Thank you. Alright. Awesome. So we are gonna actually, like, move into how we can make the case internally now. Like, you know, in terms of just, like, a lot of these best practices. Before we do that, quick poll, What do you think your CFO will push back on? Curious to hear kind of the group. Is it cost, risk, timing? Would be interested to hear on that. And then, like, so we can maybe dive into, like, making the case with the CFO. We we help a lot of groups like yourself, but, like, she's gonna share a couple best practices around that too. Yeah. And I'll be really quick with this so we can get to some of these questions that I keep seeing come up in the chat as much as we can. But it's really important that when you're making the case to your CFO that you're not just asking for a new HR software. The framing loses its touch with most CFOs when you start that way. It's important to frame it around what the CFO cares about, which is risk mitigation, infrastructure modernization, and then, obviously, ROI. Everybody knows a CFO cares about the numbers, so it's super important to dive into those and have that have the data ready. Mhmm. Definitely. Yeah. I mean, like, you know, it's the internal case framing we use is, like, in in three months, like, we could have this done. You know? So, like, obviously, a quarter focus on implementation, then then you're on a system built for the company. Right? Like, that we could start to drive all of these pieces. You know, if you're getting pushed back on timing, the question we ask is, like, what what does it cost us to stay for another year? Like, what is the cost status quo? Or if it's not in budget, like, what about compliance exposure, manual hours that our teams are doing? Earlier on, we talked a lot about, like, just, like, bandwidth and headcount and, like, things like that. So, you know, getting ahead of some of those pieces and aligning with the team internally on budget and making sure that HR is not a cost center. It's a profit center. Right? We we talked a lot about, like, what HR is switching to a system could do to drive, you know, just revenue and align to the company overall kind of, like, goals from that perspective. And then, you know, there's another element too, like, on the next slide in terms of what you ask your vendor. So we work a lot of companies that move off of a variety of tools. So, you know, questions, these are some questions that as you have the deck that are gonna be designed to somewhat, like, kinda dig into the architecture problems before, like, you know, you obviously wanna make a switch but understand that a little bit better. So these are some questions to ask as you're kinda, like, evaluating systems and then also to just, looking at potentially, like, what you're doing to build your business case internally on making a a a, you know, a business case to why switch. So these are really helpful from that standpoint, that all kind of are elements that you saw today, right, in terms of, like, the ripple effect, the business, the the, employee graph, and all of those elements there. Implementation, timing strategy. Yeah. Yeah. Yeah. Sorry. I I don't know if we there's anything on implementation that you wanna share, Lexie, because I know there's those are kind of some pieces too that you, you talked about, but we could dive into timing too. Yeah. Let's have. in the timing. I think that we've jumped in the list implementation. I think it's important. to talk. mean, like, we work with a lot of groups. So, like, as we kinda dive into that, like, you know, we'll we'll work with your teams. But, like, we always kinda recommend, recommend, like, avoid switching during peak, you know, elements. Like, enrollment, you know, that's a heavy lift. Q and two and three are, like, ideal eval, you know, kind of windows. You have time to align stakeholders, and we could kind of, like, think about what those phased approaches look like and then the parallel runs as we think about that. So we don't wanna, like, disrupt the business, but those are really important aspects in terms of, like, when is the appropriate cut over time. Yeah. Alright. Most most of our customers that come on board spend the time in q one, q two, and then early part of q three to evaluate. Obviously, we transition customers all year round, but just like to point that out as well. Stuff. Let's let's dive into a couple of questions. Yeah. Let's see. If we have a couple of questions, let's go ahead and I don't know. Do you wanna just, like, pick a couple off, Lexie, or do you wanna read one off that we could just answer together? The one. that came up around, like, specifics around EEO filing, like, forty two twelve and, like, affirmative action, we have all of that built in. So we have an EEO report that auto generates when you hit the 100 employee threshold, helps you collect all of this info. For vets forty two twelve and, like, you know, the the affirmative action reporting, that's why have that too. So I think, like, we could build all that for you. That's kind of, like, native kind of functionality within the tools. So really helpful there. I'll take Jessica's question on how long does it take for the transition process. It just depends on size of organization. So we can do smaller organizations in in just a few weeks. For our our enterprise, call it larger organizations, I recommend anywhere between twelve to sixteen weeks at least just to ensure that I always tell people, if you wanna run, we'll run with you. Don't worry. We can go faster, but I like to give people most people like to walk at a at a pretty fast pace. Yeah. I'll take, I'll take another. We have a couple minutes. The other is, like, when you share reports out this is a good question. Is it static? Is it dynamic data? Sounds like it's dynamic. That's correct. So, like, you're sharing, like, view versus download a report. You can download it. But since since our data is live, like, we don't require, like, on any type of, like, join keys or, like, down kind of, like, stream tables without getting too technical to update those. It's all live data. So, like, if you literally hired somebody today, like, that would show up in the report kind of instantly. But when you're sharing a report, you're sharing a live view, not a static snapshot. So, like, the data is real time. It's all permission aware as well, which is really important. So, like, we like, myself and Lexie were directors, but we get reports shared to us from the finance team and kind of our VPs. We cannot see the sensitive data that they could see. We can only see kind of our purview in our team. So permissions follow suit, which is a really, I think, important aspect of, like, how we actually, like, share reports and build those out. So a lot of functionality there, but that's a really good question. There was one around onboarding. I'll answer real quick. E Verify is directly integrated into Rippling onboarding. So, like, you know, employees are prompted to upload their I nine, and that's all done inside Rippling. We do we do not have to go out to the E Verify site from that standpoint. Yes. I know there's a couple more questions, and I'm sorry that we didn't get the time to jump to them. But can I ask one more request? We're gonna launch a poll on the right panel of your screen. If you're open to a conversation with our team to map out next steps or even just to talk a little bit more about rippling and answer those questions, please answer the poll, and we can have our team reach out to you and schedule that. Yeah. Well, we'll answer the rest of your questions for those that we didn't get to when in the summary. You'll get the deck. We'll get the answers questions for your questions answered for you. But yeah, thank you for your time. Hopefully, was helpful. Hopefully, if you obviously, you know, request a demo with us, you know, suggest that you could speak to myself or Lexie, especially if you're working with our teams. We'd love to work with you at a deeper capacity and, explore if Brooklyn is the right fit or the right move as a as a potential tool for your next system. And then the last thing, you'll receive your SHRM code via email if you're looking out for that as well. Yeah. That's right. Yeah. We will, be there in HR tech, so definitely stop by the booth to say hello. Yes. Thanks. everybody for you for being here. Appreciate you. Have a good rest of your day, team. bye team.