Data Panda brings your Ramp data together with the data from the rest of your business. From one place, we turn it into dashboards, automations, AI workflows and custom apps your team uses every day.
Ramp was founded in 2019 in New York City by Eric Glyman and Karim Atiyeh, who had previously sold the price-tracking start-up Paribus to Capital One. The product launched as a corporate card with a built-in promise: instead of optimising for rewards, it would optimise for spend the company should never have made. That positioning grew into a full finance platform with bill pay, travel, procurement and treasury, and a 2024 funding round valued the company at roughly 22.5 billion dollars. Ramp's customer base leans tech-forward US scale-ups and mid-market finance teams that already run NetSuite, Sage Intacct or QuickBooks underneath.
The reason to pull Ramp into a warehouse is that it captures the full spend graph in one source. Card transactions, expense reports, vendor bills, approved POs, booked trips and the savings recommendations Ramp surfaces on top all live in the same system. Joined to your accounting ledger, your CRM and your HRIS, that gives finance a single timeline for cash leaving the business, and a way to test whether the recommendations Ramp flagged ever translated into spend that stopped.
Cards, bills, travel and procurement on the same view, scored against the savings tips that already fired.
Let the rest of the stack act on a Ramp event the same hour the platform sees it.
Use Ramp history to forecast burn and surface the spend Ramp's own scoring missed.
Internal tools around the spend data that is otherwise locked in the Ramp console.
A list of concrete reports, automations and AI features we have built on Ramp data. Pick the one that matches your situation.
Did the savings Ramp recommended ever land?
Recommendation events from Ramp joined to the spend that followed, per vendor and per category. You see the SaaS seat that was flagged as unused and then cancelled, the contract Ramp said was overpriced and that finance renegotiated, and the recommendations that were dismissed but kept generating spend. The savings number on the dashboard becomes the realised one, not the projected one.
Where is the AP cycle stuck this month?
Median days from bill received in Ramp to payment sent, broken down by approver, by entity and by vendor. Slow approvers and bottleneck stages surface against your own SLA, so the conversation with finance leadership is about a specific approver queue rather than about AP being slow in general.
Did a vendor card end up on the wrong employee?
Vendor-locked cards joined to the cardholder, the department they belong to and the actual spend pattern. Cards issued for a single vendor that suddenly run charges in a different category, or that sit on someone outside the team that owns the relationship, surface in a single audit view rather than during the next quarterly review.
Department burn, AP cycle time and recommended-versus-realised savings tied to the budget the board signed off on. Month-end stops being the moment finance discovers a team blew through its quarterly cap, and the savings number stops being a projection that nobody verified.
Travel and entertainment spend tied to the customer accounts and opportunities it was meant to support. The deal that consumed three flights and a steak dinner shows up next to its closed-won number, so account economics are not folded into a generic T&E line.
Vendor concentration, duplicate SaaS subscriptions and price drift across the last twelve months. The procurement decisions about which vendors to consolidate and which contracts to renegotiate run on data instead of on a quarterly audit.
Card transactions, approved bills and reimbursements from Ramp post to Sage Intacct as journal entries with department, location and project dimensions already filled in. The general ledger reflects what Ramp captured within hours, so accruals at month-end stop being a guessing game.
Travel, entertainment and customer-event charges in Ramp are matched to the Salesforce account or opportunity they were booked against. Account-level cost-to-serve and per-deal T&E sit next to closed-won, so account economics get the same scrutiny as pipeline.
Out-of-policy charges, budget-cap breaches and Ramp savings recommendations push to the relevant manager in Slack the same hour Ramp surfaces them, with the vendor, the amount and the rule or recommendation attached. Quiet violations and ignored savings tips stop accumulating into a quarterly clean-up exercise.
Bills paid through Ramp and bills paid through BILL land in the same AP table with vendor, due date, approver and payment status normalised. Finance teams running both platforms (often by entity or by region) get one cycle-time view, one vendor-aging report and one duplicate-bill check across the two systems.
You keep the reporting tool you already have. We connect it to the warehouse where your Ramp data lives.
OAuth authentication. Read-only by default. We sign a DPA and your admin keeps the keys.
Data flows into your warehouse on your schedule. Near real time or nightly, your call. You own the data.
We build the first dashboard, workflow or AI feature with you, then hand over the keys. Or we stay on for ongoing delivery.
We set up the foundation. Your team builds on top.
Best fit Teams that already have a BI analyst or data engineer and want to own the build.
We build the whole thing, end to end.
Best fit Teams without in-house BI or dev capacity. You tell us what you need and we deliver it.
You do. It lands in your warehouse, on your cloud account. We don't resell or aggregate it. If you stop working with us, the warehouse stays yours and keeps running.
Near real time for most operational systems. For heavier sources we schedule hourly or nightly. You pick based on what the reports need.
No. If you don't have one, we help you pick one and set it up as part of the first delivery. Common starting points are Snowflake, Microsoft Fabric, or a small Postgres start.
Yes. Each Ramp entity lands in its own schema with a shared chart of accounts and cost-centre dimension on top, and original-currency amounts are kept alongside the converted figure. Group reporting and per-entity reporting both stay possible without losing the FX detail.
Yes. Card swipes, expense reports, vendor bills and reimbursements all land in normalised tables that share vendor, department and approver keys, so a vendor's full cost (cards plus bills plus T&E reimbursed against it) can be queried in one place rather than reconstructed from three exports.
We review your Ramp setup and the systems around it. Together we pick the first thing worth building.