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Eric Glyman
Professional based in New York
Eric Glyman is the Co-Founder and CEO of Ramp, a financial technology company that provides an all-in-one banking solution for businesses. He co-founded Ramp in March 2019 alongside Gene Lee and Karim Atiyeh. Under his leadership, Ramp has rapidly grown to become the fastest-growing corporate card in the United States, raising approximately $1.4 billion in funding from notable investors such as Founders Fund, Coatue, and Stripe.12
Prior to Ramp, Glyman co-founded Paribus in 2014, a company designed to help consumers secure refunds on purchases by monitoring price changes. Paribus was acquired by Capital One in 2016, which further solidified Glyman's reputation as a successful entrepreneur in the fintech space.124
Glyman is also known for his emphasis on hiring high-quality talent and fostering a culture of rapid iteration and robust engineering within his teams. He has a background in data-driven decision-making, a skill he developed during his time at Capital One, which is highly sought after in the fintech industry.23
Highlights
Was asked to vibe-code an app at an offsite. It read my tweets and 11 minutes later is confidently suggesting bangers like: • “Question for your teams: how do you handle team?” • “New: enhanced money. Been wanting to build this for 6 months”
AI status: vibes ✅ sentences ❌ https://t.co/q3fIwJQdiL

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.

