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You certainly don't need to have everything figured out in the path from here to world domination.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Path
Everything
Need
Needs
World
Domination
Figured
Certainly

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When lack of structure fails, it fails all at once. What works totally fine from 0-20 employees, is disastrous at 30.
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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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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 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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You think you have this great idea that everyone's going to come join, but that's not how it works.
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Move fast. Speed is one of your main advantages over large companies.
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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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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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If you want something in a deal, just ask for it.
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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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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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Most of the best hires that I've made in my entire life have never done that thing before.
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You don't get to make their decisions but you do get to choose the decision makers.
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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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These all sounded really bad, but they turned out to be good. If they had sounded really good, there would have been too many people working on them.
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Be suspicious of any work that is not building product or getting customers. It's easy to get sucked into an infrastructure rewrite death spiral.
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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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If it works out, you're going to be working on this for 10 years.
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You want to sound crazy, but you want to actually be right.
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The way to have a company that executes well is you have to execute well yourself.
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