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Mediocre founders spend a lot of time talking about grand plans, but they never quite make a decision.
Sam Altman
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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Talking
Make
Founders
Never
Mediocre
Time
Grand
Spend
Plans
Quite
Decision
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You need unstoppable people. You want people that are just going to get it done.
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Why now, why is this the perfect time for this particular idea, and to start this particular company?
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Companies that I've been very involved with, that have had a very bad first hire in the first 3 or so employees never recover from it.
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Most investors are obsessed with the market size today and they don't think about how the market is going to evolve.
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Because it's one of these sort of connections between nodes- every pair of people adds communication overhead.
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As the company grows and about this 25 or so employee size, your main job shifts from building a great product to building a great company.
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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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When it comes to starting startups, in many ways, it's easier to start a hard startup than an easy startup.
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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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Losing focus is another way that founders get off track.
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The natural state of a start-up is to die most start-ups require multiple miracles in their early days to escape this fate.
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Every company has a rocky beginning.
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In YC's case, the number one cause of early death for startups is cofounder blowups.
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We talk to a team they've gotten new things done, that's the best predictor we have that a company will be successful.
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In general, it's best if you're building something that you yourself need.
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You also want to fire people who a) create office politics, and b) who are persistently negative.
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No matter what you choose, build stuff and be around smart people.
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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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Later, you should learn to hire fast and scale up the company, but in the early days the goal should be not to hire. Not to hire.
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Growth solves (nearly) all problems
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