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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.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
First
Employees
Giving
Employee
Think
Rough
Thinking
Aim
Team
Company
Give
Firsts
Estimate

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A board member of mine used to say sales fix everything in a startup, and that is really true.
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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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The company just needs to see you as like this maniacal execution machine.
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The second part of how to hire: try not to.
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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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Obsess about the quality of the product.
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One thing I tell startups all the time is that the best way to grow is to make their product better.
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Whatever the founder cares about, whatever the founders think are the key goals, that's going to be what the whole company focusses on.
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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 basically change everything in a startup but the market.
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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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You certainly don't need to have everything figured out in the path from here to world domination.
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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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Everyone starting a startup for the first time is scared, and everyone feels like a bit of an imposter.
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You don't need to make the structure complicated, in fact you shouldn't. All you need is for every employee to know who their manager is.
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Founders need to figure out what the message of the company is going to be.
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... for the top twenty most valuable YC companies, all of them have at least two founders.
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At the beginning, you should only hire when you have a desperate need to.
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So it's worth some real up front time to think through the long term value and the defensibility of the business.
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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.
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