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I believe in fighting with investors to reduce the amount of equity they get and then being as generous as you possibly can with employees.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Investors
Employee
Possibly
Generous
Amount
Team
Equity
Fighting
Employees
Believe
Reduce

More quotes by Sam Altman

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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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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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In YC's case, the number one cause of early death for startups is cofounder blowups.
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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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Unpopular but right is what you're going for.
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The single word that matters most I think to keep the company productive as it grows is alignment.
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For most of the early hires you make in a startup, experience doesn't matter very much, and you should go for aptitude.
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The company just needs to see you as like this maniacal execution machine.
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You should be able to describe any employee as an animal at what they do.
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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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Every company has a rocky beginning.
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In addition to relentlessly resourceful, you want a tough and a calm cofounder.
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Obsess about the quality of the product.
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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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In general though, if you look at the track record of pivots, they don't become big companies.
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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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You need to figure out what the 2 or 3 most important things are, and then just do those.
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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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Why now, why is this the perfect time for this particular idea, and to start this particular company?
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The hard part is that this is a very fine line. There's right on one side of it, and crazy on the other.
Sam Altman