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Or a way to stay on strangers couches, that just sounds terrible all around.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Stranger
Sounds
Stay
Terrible
Sound
Around
Way
Couches
Strangers

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We talk to a team they've gotten new things done, that's the best predictor we have that a company will be successful.
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Be suspicious of any work that is not building product or getting customers.
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The thing that kills startups at some level, is the founders giving up.
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Great execution towards a terrible idea will get you nowhere.
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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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The other piece besides focus for execution is intensity. Startups only work at a fairly intense level.
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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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Because so few people make an actual long term commitment to what they're building, the ones that do have a huge advantage.
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You can basically change everything in a startup but the market.
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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 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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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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If you don't need it yourself, and you're building something that someone else needs, realize you're at a big disadvantage.
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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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No matter what you choose, build stuff and be around smart people.
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Most things are not as risky as they seem.
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In the early stage of a startup, hiring senior people is usually a mistake. You just want people that get stuff done.
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The way to have a company that executes well is you have to execute well yourself.
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Employees will only add more value over time.
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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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