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Obsess about the quality of the product.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Quality
Obsess
Product
Products

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Employees will only add more value over time.
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... for the top twenty most valuable YC companies, all of them have at least two founders.
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No growth hack, brilliant marketing idea, or sales team can save you long term if you don't have a sufficiently good product.
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You can create value with breakthrough innovation, incremental refinement, or complex coordination. Great companies often do two of these. The very best companies do all three.
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If it takes more than a sentence to explain what you are doing, it's almost always a sign that what you are doing is too complicated.
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In YC's case, the number one cause of early death for startups is cofounder blowups.
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The best ideas often look terrible at the beginning the truly good ideas, don't seem like they're worth stealing.
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The most common post YC failure case for the companies we fund, is they're incredibly focussed during YC on their company... and after they start doing a lot of other things. They advise companies, they go to conferences, whatever.
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Or a way to stay on strangers couches, that just sounds terrible all around.
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The most important thing is that there is clear reporting structure and everyone knows what it is.
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To get the very best people- they have a lot of great options, and so it can easily take a year to recruit someone.
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Everyone starting a startup for the first time is scared, and everyone feels like a bit of an imposter.
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Great execution towards a terrible idea will get you nowhere.
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You only get points when you make something the market wants. So if you work really hard on the wrong things, no one will care.
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The single word that matters most I think to keep the company productive as it grows is alignment.
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You want to sound crazy, but you want to actually be right.
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As you grow, it feels hopelessly corporate but it really is worth putting in place these compensation bands.
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You should always know how you're doing against your metrics. You should always have a weekly review meeting every week.
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One of the biggest advantages that start ups have is execution speed and you have to have this relentless operating rhythm.
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At the beginning, you should only hire when you have a desperate need to.
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