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It's easy to move fast or be obsessed with quality, but the trick is you have to do both at a startup.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Tricks
Obsessed
Fast
Move
Quality
Moving
Easy
Trick

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The company just needs to see you as like this maniacal execution machine.
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Firing people is one of the worst parts of running a company. Actually in my own experience, I think it is the worst.
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Starting a business is like riding a wave between life and death. If you can hang on long enough, you're bound to succeed
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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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Growth solves (nearly) all problems
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What being a founder means, is signing up for this years long grind on execution - and you can't outsource this.
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Press releases are easier to write than code, and that is still easier than making a great product.
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If it works out, you're going to be working on this for 10 years.
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The second part of how to hire: try not to.
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One of the great and terrible things about starting a start up is that you get no credit for trying.
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... how much time you should be spending on hiring? The answer is 0 or 25 percent.
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... but the pendulum has swung way out of whack here. A bad idea is still bad, and the pivot happy world we're in today feels suboptimal.
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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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If you pivot, do it fully and with conviction. The worst thing is to try to do a bit of the old and the new-it's hard to kill your babies.
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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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Some day everyone will find out everyone else's comp, if it's all over the place, it will be a complete meltdown disaster
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In general, it's best if you're building something that you yourself need.
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The track record for founders that don't already know each other is really bad.
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If you don't need it yourself, and you're building something that someone else needs, realize you're at a big disadvantage.
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Great execution towards a terrible idea will get you nowhere.
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