Today we're going to talk about AI at uh

RAMP and uh I'm going to give an

introduc quick introduction into what

RAMP is. Um really briefly we're going

to walk through the simplest possible

expense use case that you guys can all

resonate because I see everybody's

drinking coffee. And um then we're going

to uh talk quickly about a lesson that

we learned uh this year while we were

building gazillion agents um and sort of

the pivot in the paradigm that's

happening especially after February 6.

And um then we're going to double click

onto how we built one of our most

popular agents, the policy agent. Um and

then finally we'll dig in into the

infrastructure build that this is

requiring requiring to do on our side

and in my mind most importantly the

culture shift that needs to happen on

everyone's teams in order to be able to

operate in a way that delivers products

into the hands of your customers in the

fastest and most impactful way. Uh so

without further ado uh quick intro about

RAMP. Uh we are number one finance

platform for modern businesses. We have

50,000 plus customers and we're in the

business of saving you time and money.

Uh we have uh I've seen some of the uh

some of those names on the on the name

tags here. So thank you for being

customers. Uh

really exciting. Uh really quickly. So a

cup of coffee uh takes uh usually about

15 minutes of your time um because you

got to do this three simple things which

unfortunately take minutes. Um this

compounds through the company and uh

what RAM does in the simplest possible

way we just condense time and uh return

money back. Uh so a simple story of a

transaction from tapping the card to

writing a memo to classifying the

transaction according to your GL to

sourcing the receipt attaching the

receipt um normalizing the merchant to

your um inventory of merchants uh is all

done agentically at ramp and this was

our first foray uh probably by now uh

you guys still still here? Yeah,

probably by now about 3 years ago we

started doing this oneshot things with

AI. uh normal as merchant write a memo

and it's been working really really well

as the models get better. Uh what else

is going on at the company? Well,

literally every persona

uh at the company is wasting time on a

lot of manual work. Uh so from AP clerks

to your finance team, from your

purchasing teams,

uh keep going to more finance work, your

data teams. Uh at RAMP we used to have a

channel called help data where somebody

will ask for a CSV and a poor person

will go and write a SQL query. Uh it we

replaced it about a year and a half ago.

Uh so a lot of time being spent and the

complexity has a ramp shape. It only

increases as you go through different

jobs to be done. Um so if you guys watch

Super Bowl uh you might familiar with

Brian um our agent. Uh so we've been

writing a lot of agents literally for

every job to be done to cover the

entirety in the end state the entirety

of what admins employees and finance

teams are doing that is not directly

related to making the money. We want you

all to be making money and focus on your

customers not on how to close the books.

Uh but what's been happening for the

past few weeks is uh that we're living

through the most exciting paradigm shift

in software. Um and it requires complete

rethink and with rethink simplification

of your stack. Um so what we learned is

you don't need to build a thousand

agents. We intentionally last year

allowed each individual team to go and

experiment and we ended up maybe with

four different ways of doing the same

thing both for synchronous agents as

well as for background agents. Um but

instead you want to drive your framework

towards a single agent with a thousand

skills. Uh so let's talk about what the

software traditionally used to focus on.

So every process um especially in the

modern modern AI stack boils down to

having an event. Um so a you can

receive an invoice and you want to pay

it. Um some prompt instructions of what

you want to do with it and some

guardrails like a policy uh like an

expense policy or a payables policy. Um

context what is the data that the agent

should consider and then finally tools.

These are APIs and actions that you can

do. And traditionally software would

focus on only four and five. Uh in the

new paradigm software is doing

everything. So you want to focus on

building an autonomous system of action

that can react, reason and act without a

human or with very little human

supervision.

Uh so what does it mean in terms of what

we're building?

So first uh we decided we're going to

consolidate the interactions

um verbal interactions uh with the

agents to a single conversational UX. Uh

we literally at the end of last year we

had about five different conversational

UXs. We now have consolidated it into

what we call an omnihat. Omni meaning

for omniresent. It is now being deployed

to every surface of the product. And it

works well with the traditional UX

because you still need tables and

buttons and uh you don't always want to

be talking uh to your software. Um but

this is a good example of what omnihat

looks like. Uh please on board a new

employee. Uh Omnihat can resolve an

employee to uh an employee ID and look

up through an HS tool uh their corporate

structure. And it found a workflow, a

genic workflow that we created

previously called the new hire playbook.

and the agent is asking would you like

me to to onboard the person using this

playbook? How is this possible? We built

a in-house lightweight agent framework

uh that provides orchestration with uh

tools that engineers are very quickly

building and most recently uh we have

one product manager VIP code about 20

tools. So engineers are no longer needed

to build those tools. Um and sometimes

your workflows are involved such as

employment boarding consists of four

steps. So you can just go on ramp and

describe what do you want to happen when

a new employee joins. Give them a card.

Um make sure they get receipts for every

transaction. Congratulate them on on

Slack and check in with them in two

weeks. We now are able to compile this

into a runnable deterministic workflow

um and then give it to the agent to

execute. Uh playbooks make use of tools

and how this all comes together. Um this

is an example which uh Viral is going to

double click. Next is uh upon swiping

the card uh there's a real-time policy

review that's happening uh directly in

the software and policy agent enforces

your company requirements with regard to

spend. Um therefore it's very safe to

give RAM cards to literally every

employee in your company. And there's a

handoff happening with uh an accounting

coding agent that uh classifies this

transaction applies the rules of your

back office team of your finance team as

an employer have no idea how certain

transaction should match to our GL and

that's what typical traditional products

would do. They will expose it to you. Um

so the agent is much better at doing it

because it has the full context of your

chart of accounts. it understands your

ERP and then it can either auto approve

or in the worst case scenario it will

involve uh the human in the loop to

review materiality or notify that there

is an out of policy spend. Um with that

uh please welcome Viral who'll uh dive

deeper into the policy agent.

Thanks Nick.

Awesome. So, a lot of finance teams are

looking at receipts like this basically

every day and maybe they might have

hundreds or thousands of these. If you

told me to look at this and decide if I

should approve or reject this

transaction, I'm probably going to make

a mistake.

So, policy agent basically reasons on

this image and all the transaction data

that we have and told me that there were

eight guests in the receipt. I could

barely see that when I was looking at

it. Uh, it was below the $80 a person

cap that we have internally. uh they

were going for a team welcome dinner uh

and so because the amount was verified

as well and the merchant uh policy agent

told me to approve this transaction.

Similarly for this OpenAI transaction,

Anand was testing out um some some

chatbt features and so policy agent told

me this was a valid B uh business

expense and told me to approve it and

then this $3 bakery charge was told uh

was was uh rejected because uh it wasn't

uh part of an overtime purchase and it

didn't happen on the weekend.

So really we looked at this as an

opportunity to rethink how ramp was set

up. um controllers and finance teams are

looking at transactions like these and

and making these decisions every day.

And a Fortune 500 company that is one of

our customers was coming to us and

saying, "Hey, can you uh make sure that

you approve these types of expenses and

reject these types of expenses?" And

they basically had a list of all the

rules that uh RAMP uh should should

follow. And we kind of saw this as an

opportunity not to kind of add more

incremental deterministic rules that

kind of defined our product. and I

worked on some of the first versions of

these um but actually kind of take out a

page from Andre Karpathy saying that

English is the new programming language

and kind of turn the expense policy into

the rules themselves. So um you can you

can see ramps expense policy on the left

and and this is a screenshot from our

production environment but we are seeing

really great uh use out of our policy

agent product and it kind of needed to

start it kind of needed to start really

um organically. So we kind of operated

like a early stage startup. We're

already very incremental and and and

fast at ramp but uh we found some design

partners like that Fortune 500 company.

We iterated really quickly and we had

weekly weekly meetings with all of them

to kind of understand exactly what uh

feedback we wanted to hear and what what

we could improve.

I think one of the main important um I

guess things that we realized across uh

ramp is that we really needed to lean

into the fact that AI products cannot be

oneshotted. You need to start with

something simple. And so as long as

everyone on your team, PMs, designers,

engineers are aligned, that you're not

going to have perfection on day one. I

think that was actually one of the main

like cultural learnings. Um, and so we

dog fooded a lot of this work internally

uh and started with an even more

constrained problem of trying to decide

whether our coffee with a colleague

transaction should be approved or

rejected. These are single uh uh dollar

amount transactions that are low risk um

uh according to our finance team. And so

we started uh with these transactions

and uh one of the early learnings

especially as we kind of released this

uh into production was that a lot of the

reason that policy agent would be wrong

would be less on the models themselves

and more about the context that we were

giving uh to to LLMs themselves. So uh

we we could have sat down and thought

about all the context in the beginning

before we even kicked off any

engineering work. Uh but we realized

actually the best thing would be to

learn from some of our live internal

data. And so uh for example we learned

that the role and the title of an

employee is super important when looking

at expense policy docs certain levels

seuite for example might have higher

limits maybe they can fly on first class

for for certain flights and so we

started extracting more information from

receipts started uh pulling in

information from HRS fields that are

already on ramp and so um will is going

to kind of talk you through exactly the

iterations that we went through to

implement policy agent and and uh some

of the learnings along the

down.

>> Yeah.

>> All right. Cool. Um, awesome. Um, so

when we first started building the

policy agent internally, um, we dream,

we went big. We're like, hey, let's

automate all of finance. Let's automate

all reviews. But when it came down to

it, we actually had to start small. Um,

is that cup of coffee, you know, in your

expense policy? And the reason that we

did that was because even though the

problem sounds simple to automate, you

know, is this a simple question. Is this

in policy or not? Um, it was going to

grow to be complex. Kind of like Vir

said, we could have gone down and we

could have figured out what context do

we have, how can we add it, how can we

put it all together in a way that Ellen

can understand and you know, put it all

together from the get-go. But we knew

that even if we aimed and got everything

right the first time, it was probably

going to be wrong once you applied and

generalized it and went to another

business. Um, so

the simpler the system, I think the

easier it is to iterate on top of it.

And once you iterate, you know what's

going to work, you know what's not, and

you can kind of layer complexity on top

of that. And I think that's pretty

important to um, keep in mind when

you're building a um, LM or an agent

starter. So for us we started really

simple very very um kind of the classic

you know we have an expense come in

retrieve the context around it we pass

it through a series of LM calls that are

very well defined of like hey is this in

policy why is it in policy how can we

show the user that's in policy and then

give an output that uh makes sense in

this way to the user eventually we

learned that each expense is kind of

different we can classify an expense

based on is it travel is it a meal is it

entertainment do conditional prompting

and then retrieve context based on that

and and passages here's LM calls and

give it some tools so that it can also

autonomously decide hey um I need flight

information actually or I need this

employees level um and kind of layer

that on top and a few iterations later

we came to a full on agentic workflow um

we ended up with um complex tools to

read across all of our platform and

these tools are shared across our all of

our agents it's not just for policy

agent we have a company internal toolbox

that all of our agents are easily can

you know reach into and And we gave it

the um we gave it the um capability to

write as well. So it's now writing

decisions. It's writing uh reasoning.

It's writing autoproving expenses on

users behalf. Um and it goes in a loop.

So um you know now it's more of a black

box. And that's kind of the trade-off

you get. Um as you go from simple to

complex systems um your capability goes

up, your uh autonomy goes up, your

agents are able to do more, your AI can

do more, your AI seems smarter. But in

exchange, you're going to be able to

you're losing traceability and

explainability. Uh we look at it now, we

can kind of look at the reasoning tokens

that the LM gives us, but in the end, we

have no control over it. It's going to

do what it thinks it's right. It's going

to make the tool calls. It's going to

tell you it's right or wrong. So a

smaller black box becomes a bigger black

box as the system becomes more complex.

So one thing that is really important uh

when doing something like this is from

the beginning you need really good

auditability. Um, assume even if you

know how it works, assume that your

inputs and outputs are all you know and

make sure that it's correct. Um, so if

it was a blackbox system and you only

saw the input output, can you verify

that it did the right thing? And even if

that blackbox changes, you should be

able to reason about whether the output

is correct. Um, as with many products

that we built at RAMP and across, you

know, other companies, we thought that

the users would be correct. Uh, you

know, if the user says approve, the

agent should approve. If the user says

reject, the agent should reject. But

turns out the users are actually

incorrect. They're wrong. They are

sometimes, you know, they don't know the

expense policy. You know, they trust

their employees. They're lazy. It's a

Sunday. Who knows? Um, so turns out we

can't always do what the users are doing

because sometimes that's where uh

finance teams come back to you and are

like, "Hey, this is wrong. This

shouldn't be on the uh company card."

So, we had to define our own definition

of correctness. Um and to do that uh we

had a weekly labeling session with

across functions that are working on

this product. Um and that had two um

kind of really good outcomes. One was

that we had a ground truth data set that

we could always test against and we knew

that this was correct. And two was that

everyone was on the same page. If our

agent got something wrong, everyone knew

that it got it wrong. Or you know our

agent is missing context, everyone knew

that it's missing that context. So there

was less communication. everyone's on

the same page and um they could focus on

what's really priority and kind of have

alignment on that.

Initially um getting all those people

together in a room every week giving

them homework to label a 100 data points

it's expensive you know that everyone

everyone has things to do and it's

sometimes they don't come back with

their homework done it's just kind of

like come almost becomes tedious even

though it's so important so we wanted to

make it as simple as possible and the

way we did that was that we looked for

third party vendors that could provide

us the tools to label data and collect

the data but turns out some tools are

too specific to a use case some tools

are too general and we could have spent

weeks trying out different tools, but we

decided let's just build our own. Um, so

we used clock code using streamllet. We

basically oneshotted all of this. And

the greatest part of it all is that it's

low maintenance, um, low risk. It's in a

part of the codebase that if it breaks,

we can fix it right away. Deploys happen

in like instant seconds. And

non-engineers can go and personalize it.

They can they can vive code it. They can

clock code. And this was in Opus 4. So

now with Opus 4.6, I expect it's even

better. And uh, with something like

that, it's definitely easier and cheaper

sometimes to do something one-off like

this.

And

with that, with the ground truth data

set, we were able to make quick

iterations. We were able to find out,

hey, we need employee levels, add that.

How does that work? Run it against this

data set. Does it actually catch it? And

now say accept or approve. Um, and we

were able to make really quick

iterations and that was kind of the key

um that was actually kind of a key point

in developing this. uh we had really

early confidence that this could

actually work and we were able to

actually buy get a lot of buy in um get

a lot of customers on boarded and kind

of try it out as a design partner. Um

and as part of like doing that iteration

with the data set you had evals and I

feel like evals are being you know

obviously everyone I think in this room

now knows about evals and what they mean

but um it's pretty important to have

them early on. I wouldn't say that you

know don't let perfectionism you know

get in the way. You don't need a full

data set of a thousand data points. So

you're testing against every iteration.

We started with five, you know, and we

knew that those five we were not going

to fail. We kept adding and adding and

adding and you know make sure it's easy

to run. Anyone could go and just run

that command and then make sure that the

results are really easy to understand.

Um they are able to look at it get

instant you know output like and

understand like hey this is what the

model's doing. This is like good this is

bad and like if you run it as part of

your CI everyone now can safely merge in

code. Um because whenever um whenever

you think you're doing something right

for the LMS or agent, giving more

context, giving a tools, more likely

than not, it's probably gonna have some

kind of bad, you know, consequence that

you didn't see happening. Context rot.

Um whether it be the tool instructions

are wrong or maybe the dock string was

like a little confusing and conflicting.

Um so it might have consequences. You

just want to you just want to make sure

you're catching against those. Um and

then I'll touch on it briefly, but

online evals are also great. So these

are offline. You have a data set. It's

historical. You're testing it. But if

you can online evos can be a little more

confusing and uh harder to kind of

measure but if you can measure anything

that as your users are interacting with

the system definitely as a leading

metric I'll set them up and for us part

of that was hey how many our rates of

like decisions we had an unsure decision

which is which just meant that the agent

didn't have enough information so we

could measure that online know it's much

simple eval but that also gave us a

pretty good health check um as our

system was running

>> cool and another great part about eval

is Uh with evals you can make confident

model changes. Uh whenever a new model

comes out open 46 GPT53 you want to make

sure that you can leverage those new

models because sometimes that could mean

the difference between you know your

system getting one part of the problem

right to wrong. But it could also mean

the opposite. It could have it could

actually be not good without any problem

changes or changing how your system

works. So um having evos really set up

and being able to benchmark really helps

um make confident model changes.

Cool. Um so now that policy agent we've

been developing this for a while it's

available for everyone on the RAM

platform. Some of the things that we

learned along the way is that um clot

code as engineers is very exciting. We

have full control. We get to modify our

cloud MD. We get to make sure you know

tell it to not leave comments. It won't

leave comments hopefully. Um turns out

it's not just us. Um finance people also

really like to have you know modify

their cloud MD which is their expense

policy. So if something went wrong with

the decision then we just like tell them

hey go update your policy doc which to

them it's a little scary concept to

begin like this is a document like you

know you don't mess with that um you

have to go through a lot of hoops if you

want to mess with that but it turns out

if you get them really excited about the

feedback loop hey change that you'll see

it right away turns out they'll be like

really excited to do this um and then

trust builds over time so some of the

earlier customers that we had were some

of the fortune 500s we actually started

with the really big you know um

enterprise customers that we had because

we that they would have the most value.

They have the most expenses coming in.

They have the most time spent on

reviewing coffee expenses. Um, so you

know, roll out to them, let them have

the trust. Don't we didn't do any

autonomous action. We're just like, hey,

we're going to give you a suggestion.

That's that's how that's kind of how we

phrased it, suggestions. And eventually

they came to us and we're like, okay,

you know what? I want to go from

suggestions to auto approvals. Like

anything under $20, you guys are mostly

right. I don't care about this. Let me

just go auto approve it. So we gave them

the autonomy slider, we gave them a way

to like turn it on and then they

actually could do it themselves. And

then last but not least, um similar to

LMS, users thrive, you know, in product

feedback loops. Um so you know, when

you're building an AI product and you

have a full way of like LMS can test if

it's code was right and it's able to

iterate, users are the same way. um gave

them in product ways to improve the

expense policy doc, improve the agent

and how it operates and um they're more

than excited to kind of take it over

themselves and um kind of improve it and

personalize it for them. So um from here

I'll pass it on to Ian who's going to

kind of talk about the infrastructure

and the culture that we have at RAMP

that kind of it led us to building the

policy agent.

>> Hey everybody.

So you've heard a little a little bit

about like how we're kind of getting

leverage to all of the different finance

teams as we operate on top of their

financial infrastructure and really try

to get leverage for our customers. Um

but I think a big thing that we also

spend a lot of time thinking about is

how can we get leverage for ramp itself,

the engineers, our XFN orgs, all the

people that we work with um every single

day. And this slide is this section is

pretty intentionally named AI

infrastructure and culture because we

think that this is both like a really

challenging infrastructure problem but

it's also really challenging culture

problem and changing how you work as

well is a big part of the story.

And so to kind of start on the

infrastructure side the core of how most

of applied AI happens at RAMP is our

applied AI surface uh service. And at

like a 10,000 foot view, this looks

something kind of like an LM proxy or

something like light LLM. But there's

really three kind of main extensions

that we've invested in to make this a

lot more powerful for a lot of our use

cases. The first is like structured

output and consistent API and SDKs

across different model providers. This

can be pretty tricky to do, especially

with how quickly the APIs are changing,

but it's a problem that we don't want

downstream product teams to have to

think about. So if you have an idea of I

want to switch from uh GPT 5.3 to Opus

or I want to try Gemini 3 Pro, you

should be able to do that with a config

change and really quickly be able to

iterate on semantic similarity and

trying to do a bunch of different um you

know code sandboxing and structured

output calls that way. The other thing

that we've spent a ton of time thinking

about is kind of batch processing and

workflow handling. This is really useful

for eval if you're doing like bulk for

us bulk document or data analysis. Um,

and that's something that we also don't

want teams to have to spend a bunch of

time on of how do you want to batch this

and handle it with rate limits and do we

want to do this on an offline or online

job with something like Enthropic. We

just want to handle that for downstream

consumers so they can just focus on

providing value for downstream

customers. And then the last which is a

pretty big deal is the ability to trace

different costs across teams and against

products as well. And this allows us to

kind of identify the parado you know

curve of like what is the best kind of

model performance for cost? How are

these evolving over time? what teams are

actually not you know building something

that's going to be sustainable long term

for different product services and this

can be really really important to just

remove all this work from internal teams

h having to think about this and the

last thing that's kind of I think funny

to think about we often joke about that

you know our customers are actually

using the front more of a frontier model

than they may even know even is out yet

is it allows us to stay at the frontier

when a new model comes out it's a

oneline config change that impacts every

single SDK downstream and so rather than

teams having to learn the SDK or go into

12 or dozens of different call sites,

they can just change it in one place for

their specific team and they now get the

benefit of being on the latest and

greatest models um that we've kind of

vetted and built into the rest of the

system.

Our product as you've kind of heard

earlier earlier works on a lot of like

very sensitive data and very sensitive

workflows. And I think often times uh

you know something that I hear from

engineers in the space is this kind of

concept of hallucination and safety and

how are you actually going to be able to

produce a lot of these things to have

benefits to downstream finance teams.

And we're pretty big believers that it

all comes down to the catalog of tools

that teams are building and integrating

with in a daily basis. And so what

you're seeing here is our internal tool

catalog. So an example would be like get

a policy snippet or PDM rate or recent

transactions. And these are built

alongside of product teams to really

understand a lot of the nuances in the

data and the use case. And what's really

cool about this is not only can you see

where there's gaps in our offering that

oh we actually don't have a tool for

this specific use case. These can be

used both in internal repos and our core

product. And so if you have an idea of I

want to do a cool reimbursement agent

idea here are the different ways to

integrate the tools, the different APIs

and systems that they integrate with.

And now you can prototype that on a

totally new product in vibe coded

surface area without having to worry

about like learning all of these things

from scratch or building the tools on

your own. We're up to like many hundreds

of these tools today and we as Nick

mentioned earlier thinks that this could

be like multiple thousands over time.

On the topic of context, another big

thing we think about is context for our

customers of how do we actually

integrate the financial stack and allow

them to be a lot more productive. But we

noticed like a very similar problem

internally um on our engineering team.

And I think something that's like not as

always obvious is that you know even if

you're using something like cloud code

or codeex there's all this fragmentation

of actually what you do on a daily basis

to get work done in your company that

that's not integrated too. There's logs

in data dog. There's a production you

know database that has a bunch of things

going on. There's different alerting

systems. There's incident IO. There's a

Slack message you have to pull in.

There's a notion doc. And then there's a

lot of like knowledge that those actual

specific product teams have of how they

actually need to get work done as well.

And so at the end of last year, we

decided to start out and try to solve

this problem of how can we actually

integrate all this context and build our

own internal background coding agent

which we've called ramp inspect. You may

have seen this on LinkedIn or X. We

actually have open sourced the blueprint

of how we built this and at the end I

can definitely show you guys a link of

where to find that. And the the progress

has been pretty phenomenal of actually

integrating this into a background agent

that can run autonomously as people are

in meetings if as bug fixes come up and

things like that. And currently this

month ramp inspect is responsible for

over 50% of PRs that we merge to

production. I have some interesting

we're like really big nerds with uh

stats and numbers and things like that.

So we have this dashboard to kind of

create this like interesting one like

subtle healthy competition but also

inspire people that they can actually

use this as well. And so you can see

engineering uh has a huge lead of the

amount of sessions but you also have

product you also have design there's

risk legal corporate finance and even

marketing and CX teams using ramp

inspect and they're doing things like

simple copy changes they're doing logic

fixes they're trying to respond to

incidents or bugs and what's been really

cool to see as this has evolved over

time

is how we've actually designed a couple

of these things um with some core

principles to really powerful. So what

you're seeing here is a ramp inspec

session. I think this is an example of

like a query that we were trying to fix.

This spins up in the background really

fast modal code sandbox. This allows us

to like resume spin up and spin down

these containers in an isolated

environment which has the same

environment that you would have if

you're developing a ramp. There's a

series of tasks to keep it on track and

it creates a GitHub branch and

integrates with all of the context

documents, our data dog, our read

replica so it can actually write queries

and different context documents that

product teams have um have put together.

And what's really uh I think subtle

about how we've designed this is we've

designed it to be multiplayer first. And

that means that as you integrate or you

try to pair with like a designer or

somebody on the PM team, they you can

actually help them like level up their

own prompting skills. they can give us

feedback of, hey, click on this link.

This actually failed in a way that I

wasn't expecting. And so that can be a

really great source of like

crossunctional collaboration. That was a

very subtle design choice that we made

that ended up being a really big impact

for the company. And then these can be

kicked off either via the canban UI, we

have an API, and then also a slack

thread. And we can take the full context

of the Slack thread when it is actually

kicked off. So you don't have to

reprompt it with a bunch of conversation

that happened earlier.

What you see here is um we also have a

full VS code environment. We run VNC

inside of a modal sandbox as well. So

this allows us to have Chrome dev tools

and MCP. So it can actually do full

stack work which is pretty cool. And it

has access to the 150 plus thousand

tests that we have. So it also knows if

things are broken, can respond to the CI

inside of GitHub and actually patch

fixes before it actually pings you that

the PR is done.

Um the link for this is

builders.ramp.com.

I think it's like one of the first uh

blog posts that we have or the most

recent blog posts that we have and we

open source like the whole blueprint of

how to build this and put this together

as well. I think there's also a GitHub

repo called open inspect which is an

open source implementation of this as

well.

So it's been pretty interesting to see

the impact that ramp inspect has had

where over 50% of PRs that we merge on a

weekly basis goes through the system.

And so with all this time not spent on

thinking about these really low-level

firefighting tasks or really low-level

small fixes or tweaks that can be kind

of democratized across the company,

we're really rethinking like how our

engineering teams operate and think

about their job and how they can

actually be really impactful and this

new kind of AI native future.

And so as a thought experiment, um we

let's pretend we have two different

teams. I'm sure everyone in this room

has worked with like their handful of

extraordinary teams, maybe teams that

are finding their footing. And you'll

notice that there's like a couple of

different qualities that may sound that

may resonate. So we have team A on the

left here. And let's say that they

really care about impact. They handle

ambiguous problems. They understand the

product, business, and data. They adopt

new tools. They can find creative

solutions and they obsess over like the

user experience. And then team B may

also resonate with some people. You

know, they debate libraries. They add

process when things start to feel

chaotic. They constantly complain about

headcount. They bike shed the details

instead of actually focusing on the user

experience like hey should we use you

know functional programming paradigm

here or what version of you know

different typescript libraries do we

want to use and then they build before

understanding the problem right they

just say hey we're going to just vibe

code this bro don't worry or they focus

on you know performative code quality or

nitpicks that may not actually that may

be very much like a subjective kind of

matter of fact as well I've worked on

both of these teams and I think the

argument that I'm going to make today is

that there's going to be divergence I

think depending on what side of the

aisle you land there. This is a study

from Harvard that was out uh I think the

end of last year and it was very much

geared towards juniors and in seniors in

terms of what's actually happening with

hiring trends in uh in engineering since

AI tools have accelerated. And I think

what this glosses over is I don't think

it's just a years of experience problem.

I actually think it's very much um all

of the different qualities that I said

in team A versus team B that really make

it apparent that like coding was never

really the hardest part of a lot of jobs

for a lot for a long time. There's all

these other engineering principles that

become really important than just raw

coding speed. So when you think about

like a staff or a staff plus engineer,

you're really compensating those people

more for a lot of the judgment that they

bring to the table, the context, the

ability to see around corners, all the

learning that they have, the actual like

scar tissue. And so if you know you ask

Opus 46 to do something, they'll have

the knowledge to actually know if that

is not going to work or that's actually

a bad idea. And I think one thing that a

lot of the narratives that we see in the

media gets get wrong about coding agents

is they don't really identify the fact

that you could still build the wrong

thing just a lot faster and you can

build like bigger messes. And I think

that having a lot of these skills of a

team A and really focusing on like what

is the context and reason behind this

will only become more important um in

AI.

And so what does that actually look

like? We hit on some of these things.

figuring out what to build and

understanding users well enough. Selling

an idea to skeptical stakeholders. This

is still something when we decided to

build a a background coding agent. This

was not something that was obvious that

we should be spending time on this.

Having good design design decisions with

incomplete information and maintaining

momentum through the long middle of this

project, which can be really gnarly. And

I think this last bit, you know,

everyone in this room, I'm sure, is

painfully aware of, you know, the

conversation around SAS and and the

stock market and things like that. And I

think this is like a big element that

they gloss over, which is that yes, it's

easy to vibe code something, but

actually going through that middle

process is like why you need really good

engineers to actually get something

deployed that has product market fit

that people are really excited about.

Um, and I think not enough people

recognize that.

And so where does that leave us?

Personally, I think there's a lot of

kind of dumerism and scariness around a

lot of the AI narratives, but I think

it's also a really exciting time to be

building. Unlike maybe factory work or

farming, software is never done. We have

this uh really kind of like meme

internally where we say, you know, jobs

not finished. You've probably seen in

the marketing as well. And I think

software is perpetually not finished.

And so with all this extra capacity,

with people focusing less on this kind

of low-level work and more on high

leverage engineering tasks, I think four

things are going to really happen. I

think companies are just going to chase

opportunities they couldn't afford to

pursue. I don't know if we would be

chasing these like agentic workflows and

really thinking about bigger scale

problems in the financial stack if this

technology didn't exist. People are

going to enter adjacent markets. They're

going to try to stitch together more

value for customers. It's not going to

be like because everyone's 2x more

productive, you need two less or half

the people. You're going to rebuild

systems that are too expensive to touch.

I think building an internal background

coding agent uh for a company that does

financial operations um software felt

like probably a pretty crazy idea, but

now that makes a ton of sense and raise

the bar for what good enough means. I

think, you know, being able to kind of

build more mind-blowing experiences for

users, provide a lot more value is going

to be the narrative of the next decade.

And I'm super excited to be able to

build some of these things and see what

everyone in this room is going to build,

too. So, thank you.