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One thing that often disrupts momentum and really shouldn't is competitors.
Sam Altman
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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Disrupts
Momentum
Competitors
Shouldn
Often
Thing
Really
More quotes by Sam Altman
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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Most good founders that I know at any given time have a set of small overarching goals for the company that everybody in the company knows.
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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 need conviction in your own beliefs, and the willingness to ignore others naysaying.
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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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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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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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In YC's case, the number one cause of early death for startups is cofounder blowups.
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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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Don't let the company get distracted or excited about other things. A common mistake is that companies get excited by their own PR.
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... but actually it sucks to have a lot of employees, and you should be proud of how few employees you have.
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For most software startups, this translates to keep growing. For hardware startups, it translates to don't let your ship date slip.
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You need unstoppable people. You want people that are just going to get it done.
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... fire fast when it's not working. It's better for the company, it's also better for the employee.
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So you should always stay on top of people's vesting schedules.
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You should be able to describe any employee as an animal at what they do.
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I think as a rough estimate, you should aim to give about 10% of the company to the first 10 employees.
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The thing that kills startups at some level, is the founders giving up.
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Most things are not as risky as they seem.
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You're saying no ninety-seven times out of a hundred, and most founders find they have to make a very conscious effort to do this.
Sam Altman