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    Home»Tech»Sources: Gusto Paid $600M to Acquire Guideline, Plans to Divest Customers Linked to Rivals
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    Sources: Gusto Paid $600M to Acquire Guideline, Plans to Divest Customers Linked to Rivals

    Updated:December 25, 20253 Mins Read
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    Sources: Gusto Paid $600M to Acquire Guideline, Plans to Divest Customers Linked to Rivals
    Sources: Gusto Paid $600M to Acquire Guideline, Plans to Divest Customers Linked to Rivals
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    Gusto has reportedly agreed to acquire Guideline, the 401(k)-focused startup, for approximately $600 million, though Guideline disputes the figure; per sources, Gusto intends to divest—or sell off—Guideline accounts that are served via rival payroll platforms (e.g. ADP, Intuit), with proceeds potentially shared among Gusto and Guideline shareholders. Gusto already integrated Guideline’s services into its payroll/HR stack, and this deal (if confirmed) would consolidate more retirement plan control under the Gusto umbrella, while reducing channel overlap and friction with competing payroll players.

    Sources: Yahoo Finance, Guideline

    Key Takeaways

    – The acquisition would bring Guideline’s retirement plan infrastructure fully under Gusto’s control, strengthening its payroll + benefits bundle.

    – The plan to divest Guideline’s rival-platform customers aims to reduce channel conflict and simplify partner relationships.

    – Disagreement remains over the deal terms: Guideline disputes the $600 million figure and denies any plans to jettison existing customers.

    In-Depth

    At first glance, the news that Gusto is acquiring Guideline seems like a logical next move in the HR/fintech consolidation wave — bundling payroll, HR, benefits, and retirement all in one stack is a compelling pitch for small and midsize businesses trying to simplify operations. Guideline, founded in 2015, has carved a niche in offering 401(k) administration with a flat per-employee fee model, which appeals to smaller firms wary of percentage-based fees. According to Guideline, it serves about 65,000 customers and over a million savers, managing roughly $20 billion in assets. In its acquisition announcement, Guideline emphasized the alignment in mission: tighter integration, streamlined services, and better access to retirement options for smaller employers.

    But beneath the surface, this isn’t just about product synergy. The more controversial aspect is Gusto’s reported intention to divest—or essentially spin off or sell—Guideline accounts that are tied to competitor payroll platforms (like ADP, Intuit, Paylocity, TriNet, and Rippling). The rationale: if Guideline customers are serviced via rival payroll systems, that could create conflicts, friction, or dilute Gusto’s control over distribution channels. By shedding those accounts, Gusto would remove liability or confusion, and focus its efforts on customers fully embedded in its own ecosystem.

    From a financial perspective, the sources quoted by TechCrunch suggest that the deal’s structure may allow Gusto and prior Guideline shareholders to share in upside via the sale of those divested accounts. That means even if the headline $600 million is lower than prior valuations (Guideline had been pegged at $1.15 billion in 2021), the total return could be higher when factoring in carve-out proceeds.

    However, caution signs abound. Guideline publicly challenged the reported price, calling it inaccurate, and stated it has “no plans to part ways with any of its customers” as part of a sale. So there’s tension between what insiders are saying and what Guideline or Gusto are acknowledging. If Gusto does move forward with carving out rival-platform customers, communications, regulatory clearance, and smooth transitions will be essential — especially when dealing with employees’ retirement assets and fiduciary responsibilities under ERISA.

    Competition is already fierce: Guideline’s biggest rival, Human Interest, claims strong growth (70 percent in the prior year) and is reported to be raising fresh capital. For Gusto, this acquisition reinforces its capability to own more of the stack, differentiate vs. payroll incumbents, and offer a tighter “all-in-one” HR and retirement proposition. But much depends on how (or whether) they execute the divestitures, deal with regulatory scrutiny, and maintain service continuity and trust with plan sponsors and participants.

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