以下是内容的中文翻译： “社交雷达”杰西卡·利文斯顿和卡罗琳·利维采访了Gusto的三位创始人：乔什·里夫斯、托默·伦敦和埃迪·金。Gusto是一家成功的Y Combinator初创公司，为小型企业提供工资单、人力资源和福利软件。他们首先深入探讨了埃迪早期的创业历程，从他在2008年YC批次中的第一个初创公司Pickwing开始。埃迪回忆说，他在保罗·格雷厄姆的文章的激励下，坚持申请YC，并最终因市场萎缩和具有挑战性的单位经济效益而调整了Pickwing的方向。 随后，对话转移到三位创始人如何相遇并决定合作。乔什和埃迪是斯坦福大学的同学，他们在半程马拉松中重逢，而乔什通过斯坦福大学校友指导计划认识了托默。三人都渴望解决比他们之前的创业项目更大、更具影响力的难题。他们最初带着“按需专家”的想法申请了YC，但在收到反馈说这个想法不够强大后，他们转而关注市场的支付环节。这最终引导他们探索工资单业务，认识到工资单的普遍性和小型企业对现有解决方案的不满。 在YC期间，Gusto团队（当时名为ZenPayroll）致力于构建一个功能齐全的工资单系统，目标是使用自己的软件支付自己的工资。他们专注于创建一个用户友好且易于使用的系统，与ADP和Paychex等现有公司的繁琐流程形成鲜明对比。他们方法的一个关键方面是收集早期用户的实时反馈，以改进产品。该软件最初提供给Y Combinator批次中的初创公司使用。 在演示日之后，他们筹集了600万美元的种子轮融资，并在公开推出后开始建立他们的客户群。最初的挑战包括应对工资单法规、合规性的复杂性以及确保准确性。为了管理这一点，他们从一个狭窄的市场细分开始，逐渐扩展他们的功能和能力。他们强调技术的重要性，例如云计算和移动访问，以便有效地为小型企业提供服务。 2015年，ZenPayroll更名为Gusto，以反映他们扩展到工资单以外的服务，包括健康福利。这一决定涉及到致电所有10,000名客户，以确保他们不会因名称更改而感到不安。 创始人还讨论了促成他们健康的联合创始人关系的关键因素。他们强调了低自尊、公开透明的沟通，以及在诸如成长型思维、谦逊和服务导向等核心价值观上保持一致的重要性。他们实施的一项实践是定期的单独散步，在散步时他们会互相提供反馈、表达感激之情并解决担忧。这些散步促进了信任，并帮助他们避免了问题恶化。 对话转向了在COVID-19疫情期间出现的挑战和机遇。Gusto将其重点转向帮助小型企业生存，协助他们申请PPP贷款并应对复杂的政府法规。他们还解决了从面对面、学徒制环境向更分散的模式的文化转变。他们甚至利用自己的信用和资金来确保他们工资单客户的员工能够收到应得的资金。 本期节目以讨论公司内部沟通的重要性、办公室的文化传统以及Gusto的未来作为结尾。创始人表达了他们致力于将Gusto扩展为一个综合平台的决心，该平台通过简化创业和经营企业的复杂性来促进创业。他们强调了公司的价值观以及他们致力于为客户提供服务，同时建立一支强大而成功的团队。创始人的母亲们也成为了朋友。

Jessica Livingston and Carolyn Levy, the "Social Radars," interview the three founders of Gusto, Josh Reeves, Tomer London, and Eddie Kim, a successful Y Combinator startup that provides payroll, HR, and benefits software for small companies. They begin by delving into Eddie's early entrepreneurial journey, starting with his first startup, Pickwing, in the 2008 YC batch. Eddie recounts his persistence in applying to YC, fueled by Paul Graham's essays, and the eventual pivot of Pickwing due to its shrinking market and challenging unit economics. The conversation then transitions to how the three founders met and decided to collaborate. Josh and Eddie, Stanford classmates, reconnected at a half-marathon, while Josh met Tomer through a Stanford alumni mentorship program. All three shared a desire to tackle a larger, more impactful problem than their previous ventures. They applied to YC with an initial idea of "experts on demand," but after receiving feedback that the idea wasn't strong enough, they pivoted to focus on the payouts aspect of marketplaces. This ultimately led them to explore payroll, recognizing its ubiquity and the frustrations faced by small businesses with existing solutions. During YC, the Gusto team, then named ZenPayroll, dedicated themselves to building a functional payroll system, setting a goal to pay themselves using their own software. They focused on creating a user-friendly and accessible system, contrasting with the cumbersome processes of incumbents like ADP and Paychex. A key aspect of their approach was gathering real-time feedback from early users to refine the product. The software was initially offered to startups in the Y Combinator batch to use. They raised a $6 million seed round after demo day and began building up their customer base after their public launch. The initial challenges involved navigating the complexities of payroll regulations, compliance, and ensuring accuracy. To manage this, they started with a narrow market segment, gradually expanding their features and capabilities over time. They emphasized the importance of technology, such as cloud computing and mobile accessibility, to serve small businesses effectively. In 2015, ZenPayroll rebranded as Gusto to reflect their expanding services beyond payroll, including health benefits. The decision involved calling all 10,000 customers to ensure they were not freaked out by the name change. The founders also discuss the key factors contributing to their healthy co-founder relationship. They emphasize the importance of low egos, open and transparent communication, and alignment on core values such as a growth mindset, humility, and a service orientation. One practice they implemented was regular one-on-one walks where they would provide each other with feedback, express gratitude, and address concerns. These walks promoted trust and helped them avoid festering issues. The conversation shifts to the challenges and opportunities that arose during the COVID-19 pandemic. Gusto pivoted its focus to helping small businesses survive, assisting them with PPP loan applications and navigating complex government regulations. They also addressed the cultural shift from an in-person, apprenticeship-based environment to a more decentralized model. They even used their credit and capital to ensure that employees of the clients of their payroll would receive the funding that was due. The episode concludes with a discussion about the importance of internal company communication, the cultural traditions in the office, and the future of Gusto. The founders express their commitment to expanding Gusto into a comprehensive platform that enables entrepreneurship by simplifying the complexities of starting and running a business. They highlight the company's values and their dedication to serving their customers while also building a strong and successful team. The founders mothers also became friends.