- Ramp is valued at $32 billion after raising $2.3 billion in total equity, with over $1 billion in annualized revenue and 50,000+ customers.
- Eric Glyman grew up in Las Vegas, studied economics at Harvard, and spent two years in China before entering fintech.
- Glyman co-founded Paribus, a price-tracking app acquired by Capital One in 2016 with 700,000 users.
- He launched Ramp in 2019 with co-founder Karim Atiyeh, building a corporate card that actually helps companies spend less.
$32 Billion, 50,000 Customers, and a Bet That Finance Runs Itself
Ramp processes over $100 billion in card and payments volume annually. The company crossed $1 billion in annualized revenue in September 2025, doubling its run rate in under a year. More than 50,000 businesses use the platform — from startups running their first corporate card to enterprises generating six-figure annual spend. It has 2,200 enterprise accounts alone.
The man behind the numbers is Eric Glyman, a 35-year-old CEO who counts the age of his company in days. At a Fortune conference in 2025, he told the crowd: “We’re religious about speed. We count the days: we’re 2,367 days old.” That obsession with time — saving it, measuring it, refusing to waste it — runs through everything Ramp does, and through every decision Glyman has made to get here.
A Kid in Las Vegas Who Fell in Love With Scale
Glyman grew up in Las Vegas, the middle of three brothers. In the first 18 years of his life, he watched the city grow from a relatively quiet desert town into a global metropolis of two million people. Hotels went up. Casinos expanded. Entire neighborhoods materialized in months. The speed of it fascinated him.
He loved math early. But the real education came from watching businesses scale — and from a teenage job at Express, a clothing store, where he noticed something strange. A dress shirt marked 20% off on a Tuesday could be 50% off the next day. The pricing made no sense to him. That gap between what things cost and what people paid would become the foundation of his career.
”List something online, set a price, and someone pays — that moment hooked me. But the real question was always: why does the price change?” — Eric Glyman
He graduated valedictorian from Green Valley High School in 2008 and headed to Harvard, where he studied economics and East Asian studies. He spent two years in China, including time at Peking University, and earned a citation in Mandarin. The detour to Beijing gave him perspective on how differently economies and payment systems could work — a lesson he would carry into fintech.
Paribus: 700,000 Users and a Y Combinator Breakthrough
In 2014, Glyman and his Harvard friend Karim Atiyeh built Paribus, an app that scanned users’ email for shopping receipts and automatically filed price-adjustment claims when items dropped in cost. The insight was simple: most online retailers promise to refund the difference if prices fall after purchase, but almost nobody bothers to claim it.
Paribus launched in beta in September 2014, debuted at TechCrunch Disrupt New York in May 2015, and went through Y Combinator. The team raised $2.1 million in seed funding. Within a year, the app had 700,000 users and worked with 18 major retailers including Amazon, Best Buy, and Target. A team of 12 people was saving strangers money while they slept.
Inside Capital One, Glyman Saw the Credit Card Industry’s Dirty Secret
In October 2016, Capital One acquired Paribus. Glyman and Atiyeh joined as Senior Directors in the U.S. Card division. For the first time, they had a front-row seat to the economics of credit cards — and what they saw unsettled them.
Credit card companies earned money when customers spent more. Rewards programs were designed to encourage spending, not reduce it. Points lost value over time. The entire incentive structure ran against the customer’s interest.
”They’d pay lip service to saving money, but companies were almost trying to outsmart their customers with point systems.” — Eric Glyman
Glyman spent nearly three years inside Capital One. He learned the industry’s mechanics — interchange fees, underwriting, risk models — and concluded that corporate cards were even worse. Finance teams drowned in receipts, expense reports, and manual approvals. The tools were built for banks, not for the people using them.
March 2019: Ramp Launches With a Radical Promise
Glyman and Atiyeh left Capital One in early 2019. Together with Gene Lee, they founded Ramp with a proposition that baffled the credit card industry: a corporate card designed to help companies spend less money.
No points games. No annual fees. Instead, Ramp would give companies 1.5% cash back on every transaction and build software that actively flagged duplicate subscriptions, negotiated vendor contracts, and automated expense reports. The pitch to investors was counterintuitive: the company would grow by making its customers’ bills smaller.
It worked. Ramp went from a blank sheet of paper to 13,000 customers in under four years. The company raised $300 million in its Series D in August 2023, then $150 million more in early 2024 from Khosla Ventures and Founders Fund. By mid-2025, the valuation hit $16 billion. Forty-five days later, it doubled to $22.5 billion. By November 2025, Ramp closed a $312 million Series E led by Lightspeed Venture Partners at a $32 billion valuation — four fundraises in a single year.
From Corporate Card to Self-Driving Finance
Ramp is no longer just a card company. In 2025, Glyman began calling the vision “self-driving money” — AI agents that handle expense approvals, flag out-of-policy spending with 99% accuracy, and rebook travel automatically. The company’s AI catches 15 times more policy violations than non-AI alternatives and escalates only the 10-15% of cases that require human judgment.
The team has grown to nearly 2,000 employees. Revenue growth in 2025 outpaced 2024, even with over $1 billion in annual revenue — a rare acceleration at scale. Underlying profitability is growing 153% year over year, ten times faster than the median publicly traded SaaS company.
”In 2025, our revenue growth rate was higher than in 2024, even with over $1 billion in annual revenue. The bigger we’ve gotten, the faster we’ve grown.” — Eric Glyman, McKinsey interview
What Comes After the Card
Glyman still counts the days. He ran a Super Bowl ad in February 2026 — a signal that Ramp is no longer pitching to early adopters but to every finance team in America. The company’s AI Index, published monthly, tracks how businesses adopt agentic tools. Half of the trending vendors on Ramp’s platform are now compute and hosting providers for AI agents, a sign that autonomous spending is moving from experiment to infrastructure.
The kid from Las Vegas who noticed price tags changing at a clothing store is now running a company that wants to make price tags irrelevant — replaced by software that negotiates, approves, and pays on its own. Whether Ramp reaches that future first is an open question. That Glyman will get there fast is not.
