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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.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Team
Actually
Sucks
Employees
Employee
Proud

More quotes by Sam Altman

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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 have to be decisive. Indecisiveness is a startup killer.
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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.
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The role of the board is advice and consent. If the CEO does not lay out a clear strategy and tries to get the board to set one, it will usually end in disaster.
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Developing a personal connection with anyone you're trying to do a big deal with is really important.
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You need conviction in your own beliefs, and the willingness to ignore others naysaying.
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In addition to relentlessly resourceful, you want a tough and a calm cofounder.
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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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Move fast. Speed is one of your main advantages over large companies.
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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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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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Most startups are not nearly focussed enough. They work hard...maybe, but they don't work hard on the right things.
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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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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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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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Great execution towards a terrible idea will get you nowhere.
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You have to save the vision speeches for when the company is winning. When you're not winning, you just have to get momentum back.
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You should think about for the next 10 years, you're going to be giving out 3-5% of the company every year.
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A single mediocre hire in the first five will often in fact kill a startup.
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