29. Rippling
Workforce management company Rippling aims to combine the numerous systems that manage employees — everything from payroll and benefits to devices and compliance — into a single, integrated platform.
With Rippling, onboarding a new employee can take less than two minutes. That includes setting up email accounts, enrolling in insurance, and issuing work devices. The company targets customers from startups to mid-sized enterprises across North America, Europe, and Asia-Pacific, with up to 10,000 employees.
Rippling has been extending the platform's employee management features over the past year. Among the most notable: Talent Signal, an AI-powered tool that analyzes new hires' work and gives managers a second opinion on how they're performing. Rippling also introduced an employee scheduling tool that can customize complicated hourly work schedules based on demand, certifications, and hundreds of other data points. That tool, launched in October, became the company's fastest product to reach $1 million in sales.
But the year wasn't without controversy. In March, Rippling filed a high-profile lawsuit against Deel, a rival in the global workforce space and former Disruptor, accusing the company of corporate espionage. According to Rippling's filings, a former employee acted as a mole for Deel, accessing confidential data about customers, quotes, sales calls, demos and support requests in internal Slack repositories. The company claims he also found and downloaded Rippling's guidance on how to go up against Deel for prospective business, according to the legal filing.
In response, Deel recently unleashed its own allegations of bad behavior by Rippling.
Despite the legal drama, Rippling has continued to grow, with annual revenue increasing at a rate of more than 30%. The company raised $450 million in a recent fundraising round, and committed to buying an additional $200 million worth of shares from current and previous employees — a morale-boosting move amid continued layoffs in tech and many sector valuations that haven't recovered since the startup downturn of 2022-2023. Rippling has not had recent layoffs and the latest round of funding saw its valuation rise by more than $3 billion.
The company also opened new offices: a new European headquarters in Dublin; its first Asia Pacific office in Sydney; and moved into a new office in San Francisco.
In a market fragmented by numerous niche solutions, Rippling is betting that its all-in-one approach will allow it to outmaneuver Deel and other startups, as well as incumbents ADP and Paychex.
CEO Parker Conrad told CNBC in a May interview that he thinks the legal drama with Deel may be helping it win more business.
"I think it's too early to say, looking at the data, how all of this is going to evolve from a market perspective, but certainly we see some companies that have said, 'Hey, we're talking to Rippling because of this,'" Conrad said.
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It'll add that destination to its books, usually chartering a weekly flight to get clients there initially. And so the first few seasons will be a halcyon period of relatively few visitors. They enjoy the peace and quiet; the residents enjoy the money they inject into the local economy. But then word will spread. A budget airline — because it's low-cost carriers, not legacy ones, who invest in lesser-known places — will start operating to the destination. The following year, its rivals follow suit, eager not to miss out. What if Jet2 knows something we don't? Suddenly, there's a surfeit of planes going to the destination, and to fill them airlines slash fares, meaning that the budget market becomes the 'volume market,' as Josephides puts it. Accommodation strains to keep pace with the growing number of visitors, prompting locals to invest in short-term rentals. 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'The volume market won't go to destinations that aren't known, so you get this bottleneck of cheap flights fueling the likes of Airbnb. The local population are quite right — it's out of control.' An Airbnb spokesperson said in a statement: 'Airbnb offers a different way to travel that better spreads guests and benefits to more communities. The fact is that overtourism is getting worse in cities where Airbnb is heavily restricted: in Amsterdam or Barcelona, the introduction of stringent restrictions on short term rentals have coincided with a steep increase in guest nights driven by hotels, and a surge in accommodation prices for travelers. Cities that want to have a significant impact on overtourism should embrace tourism that supports families and communities.' They added that 59% of 'guest nights' sold in the EU on Airbnb in 2024 are in destinations outside cities, while their research published in June shows that the majority of tourists still choose hotels. VRBO, another major short-term rental provider, did not respond to a request for comment. Pedro Homar knows this pressure well. As tourism director for Visit Palma, he's caught between visitors behaving badly in the Spanish city, and residents demanding action. 'We need to ensure that tourism is a sustainable industry, not just from an environmental point of view but also from a social and economic point of view,' he says. 'Our economy depends on tourism, so we either make sure we're physically sustainable or we will not have a future.' Since the pandemic, Palma has stopped promoting itself outright. Instead, it runs 'image campaigns' to shape perceptions — even running ads to call out antisocial behavior in certain resorts. In 2022, the city capped cruise ship arrivals at three a day, even though the port can handle six (Barcelona has followed suit, announcing in July that it will close two of its seven cruise terminals from 2026). It banned short-term rental apartments and Airbnbs in city-center residential buildings and has set a cap of 12,000 hotel beds: for a new hotel to open, another must close. Palma has also built up a 50-million-euro ($58 million) fund to buy and remove outdated hotels from circulation — typically cheaper properties that tend to attract budget tourists. 'It's a way of taking out of the market all these obsolete and old hotels that are no longer competitive and not the kind of product that we want for the destination,' Homar says. Palma's approach raises a question: Who has the 'right' to travel? Some destinations have long used high costs to deter mass tourism. Bhutan charges a $100-a-day 'sustainable development fund' fee. A gorilla-trekking permit in Rwanda costs $1,500 per person. Even Venice's 10-euro day-tripper fee has drawn criticism from locals for selling the city to the wealthy. Homar argues that destinations should have the right to choose their visitors, likening it to deciding whom to invite to dinner. 'I really do believe that as mature destinations, we have the right to choose the tourists that we want, and don't want,' he says. 'We want tourists that respect our personality, our way of living, our traditions. 'If you are thinking of coming over without a respectful point of view, we say, respectfully, we don't need you.' Josephides is blunter. 'They don't want the rabble anymore,' he says. 'It sounds awful to say so, and everyone's entitled to a holiday, but the numbers just keep growing. The whole thing is out of control. I can understand the democratization but it's up to the destination if they want clients without any money,' he adds. 'I'd like to drive a Ferrari, but I can't afford it.' For now, he says, most European destinations seem focused on capping numbers rather than pricing out budget travelers entirely. Restoring the goodwill of residents is just as important as tackling the crowds. 'A city where residents are not satisfied is a city that doesn't work,' says Ruben Santopietro, CEO of Visit Italy, a marketing company for various destinations across the country. 'It loses its identity completely. Residents feel excluded and neighborhoods become touristic.' Born in Naples, which saw protests over lack of housing and growing short-term rental numbers in March, Santopietro has watched his hometown surge in popularity — and housing prices — over the past decade. He warns that if growth continues unchecked, 'in five years, 50% of the città d'arte (Italian cities of culture) will become inaccessible.' Rome, Florence and Naples, he says, are already 'suffocated by tourism' almost to the point of no return. Visitors, he adds, actually want locals around. 'Venice belongs to the Venetians. If locals aren't there, they won't go. Putting residents at the center of tourism models is the only way to preserve our cities from becoming open-air museums.' Homar agrees, echoing the same phrase — 'putting residents at the center of the tourist strategy' — when talking about Palma's new five-year plan, adopted in 2023. Some hotels the city buys will be replaced with green spaces or converted to housing. In November, Palma will launch free cultural activities for locals — organ recitals, children's days in the old atelier of artist Joan Miró, theater concerts organized by Spanish national radio stations, guided architectural walks around the city — to 'uplift the sense of belonging and the pride of being a citizen.' 'All these initiatives will be in spaces that residents for some reason believe are just for tourists,' he says. 'We're seeing that the sense of belonging that residents used to have about being in Palma, they were slowly losing that and we need to change that dynamic.' Redistributing visitors can also help. The problem in Italy, Santopietro says, isn't that the country can't handle the numbers — it's that everyone goes to the same places. This summer, his agency launched a campaign, 'The 99% of Italy,' encouraging travelers to visit lesser-known destinations from Genoa to Tropea (some of which were their clients, but not all). 'We used social media platforms as they have created these imbalances,' he says, adding that they expect tangible results in the long term, as regional marketing campaigns take longer to take effect. Santopietro says that even in the busiest destinations, steps can be taken to disperse visitors. He suggests incentives — for example, discounted tickets to Rome's Colosseum for those who've already visited the ancient coastal town of Ostia Antica. In the short term, protests are likely to spread, says Estrella Diaz Sanchez, associate professor of marketing at Spain's University of Castilla-La Mancha. 'Some locals are frustrated about the number of tourists they receive, but I think the main factor is skyrocketing rents, driven by short-term holiday lets, pushing locals out of the housing markets,' she says. 'The solution isn't to reject tourism; it's to make it more inclusive and respectful.' Even Josephides, the tourism industry doomsayer, thinks recovery is possible. He points to Estoril, on the Lisbon coast, which in the 1970s was a mass-market destination. Authorities decided to push it upmarket, and succeeded. 'You can recover, but it takes time,' he says. 'It's much easier for a destination to control its growth rather than repair it afterwards.' See Full Web Article
