Hello!  To celebrate the arrival of a new fall season (or, for our new friends down under, a sunny spring!) I wanted to introduce you to our newest creation: “Concierge”, the product of many months of effort, and possibly your new best friend.

In short, Concierge is our artificially intelligent virtual assistant, built right into Expensify.  That means Concierge knows everything Expensify knows — which, given the billions of dollars in expenses we process, is a lot — and is eager to use that knowledge to make your life easy.  Continue Reading…


If you know anything about the Expensify team, you know that we’re travelers. Not only do we dedicate our lives to an app that simplifies business travel, but we can be found typing away from a warm beach on our yearly offshore or flying around the world for conferences. In the last six months, we’ve taken our global presence one step further by opening two shiny new offices in London and Melbourne.

What does this mean for you?
With offices on three continents, we can truly offer 24/7 support to our customers. Although we’ve always had customers from around the globe, boots on the ground in the UK and Australia means more insight into exactly what our international customers need, including country-specific features, integrations, and partnerships with other global companies that share our goal of a paperless future.

What does this mean for people who want to join our team?
We’re hiring! In addition to our US offices in San Francisco and Ironwood, Michigan, we’re looking for superstars in London and Melbourne. Check out http://we.are.expensify.com/jobs/ to join our team and help bring expense reports that don’t suck to a theatre near you.

P.S. We’re also opening an office in Portland, Oregon, so bicycle-riding coffee drinkers are also welcome to apply!


2016 has been a big year for Expensify’s relationship with Xero. At Xerocon London in February, we announced the launch of our UK office and our ability to sync tax rates from Xero. In May, we unveiled our global strategic partnership at our inaugural ExpensiCon conference in Hawaii, where we crowned Xero as our Add-On Partner of the Year.  Continue Reading…

Updated RB Image

Here at Expensify, we’re always dreaming of ways to make expense reports more lovable, and that also means making receipts less hateable. Introducing ReceiptBurner: Expensify’s new integration platform that aims to eliminate receipts forever. We’ve partnered with Uber, HotelTonight, Revel Systems, Fujitsu ScanSnap, SaneBox, and more to import receipts directly from them, so we can automatically create an expense report without you even having to open our app. Continue Reading…


Nobody likes to talk about firing.  It’s not something to celebrate: if you need to fire someone it means you screwed up.  Either you hired the wrong person, or — more common — you hired the right person, but failed to enable their success.  Either way, the blame falls on the company (not the individual), so it’s no surprise that companies tend to avoid talking about their failures.

But despite that discomfort, firing is an important topic because in the long run, careful application of firing is actually more important than hiring.  To understand why, consider this simple chart:

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There’s an old adage in Silicon Valley:

A people hire other A people, while B people hire C people.

Said another way, great people want to work with other great people, but not-so-great people prefer to work with people worse than themselves.  This is because great people love to be challenged by their peers, while not-so-great people prefer not to be challenged at all.

The Vicious Cycle of Mediocrity

It’s easy to agree with the above in theory.  But building a company that adheres to this in practice is very, very hard.  So hard that extremely few companies actually do it, despite the best of intentions along the way.  You can tell if your company is doing it by seeing if it’s followed this path:  Continue Reading…


Compensation is really, really hard to get right.  Very little directly-comparable data exists to make a truly objective decision, and what data is available, is easily sliced in such a fashion to support whatever conclusion you want to draw.  This intersection of “high importance” and “high ambiguity” makes the whole topic stressful, where even if you feel great about your personal compensation, you can’t help but be suspicious that others are being paid more for doing less.  This stress and suspicion erodes the trust necessary to maintain an open and collaborative environment: you can’t pull your oar the hardest if you’re looking back over your shoulder.

How It’s Typically Done

There are a variety of ways to solve (or at least manage) this problem.  The most common of those is to create a series of formal titles, and then create “compensation bands” around each, where every role has a range of possible salaries and equity grants.  Then when you are hired, whoever is hiring you assigns you to one of those — and then picks a place in that band for you. Continue Reading…