Rippling's product chief says this is why he deliberately understaffs every project

In a bold approach to team management, Rippling's Chief Product Officer, Matt MacInnis, shared insights on the strategy behind intentionally understaffing projects. During a recent episode of "Lenny's" podcast, MacInnis explained that he believes in challenging teams to operate with fewer resources than they ideally need. "Everyone is constantly asking for more resources," he noted. While the company does add new resources when feasible, MacInnis emphasized that maintaining a deliberately lean structure is crucial. He joined Rippling in 2019 as Chief Operating Officer before transitioning to his current role as CPO. Previously, he co-founded and led Inkling, a learning platform acquired in 2018. MacInnis argued that pushing teams to their limits—working late and weekends when necessary—distinguishes exceptional teams from the merely good ones. "You have to run the engine at the red line constantly," he said. He believes that allowing teams too much downtime can lead to distractions and diminished morale, creating openings for competitors to seize market opportunities. While MacInnis acknowledges the importance of work-life balance, he insists that the organization must maintain a high level of readiness. "Individuals can take vacations and enjoy their lives," he stated, "but as a collective, the team must stay engaged and proactive." Founded in 2017, Rippling has attracted significant investment from major firms such as Kleiner Perkins, Sequoia Capital, Greenoaks, and Y Combinator, securing $450 million in its latest funding round, which elevated its valuation to $16.8 billion. MacInnis's philosophy reflects a broader trend within the tech industry, where companies are emphasizing rapid growth and efficiency. Over the past two years, many firms have streamlined operations by reducing middle management and focusing on smaller, more agile teams. This shift aligns with a growing emphasis on 'efficiency' and 'scrappiness' in corporate culture. Leaders across the sector are increasingly prioritizing getting more done with fewer resources. For instance, Intel's CEO, Lip-Bu Tan, recently articulated a vision for a leaner corporate structure that minimizes administrative tasks and fosters a more dynamic team environment. Similarly, Amazon's Andy Jassy expressed a desire to operate with the agility of a startup, focusing on innovation and quick decision-making. This evolving mindset is resonating throughout Silicon Valley, where the pursuit of growth continues amidst the backdrop of significant layoffs, such as Amazon's recent reduction of 14,000 corporate positions, amid advancements in AI.