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So you should always stay on top of people's vesting schedules.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Schedules
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Always
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More quotes by Sam Altman

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Momentum and growth are the lifeblood of startups. This is probably in the top three secrets of executing well.
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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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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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Later, you should learn to hire fast and scale up the company, but in the early days the goal should be not to hire. Not to hire.
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Be suspicious of any work that is not building product or getting customers.
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The best ideas often look terrible at the beginning the truly good ideas, don't seem like they're worth stealing.
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... the thing we see wrong with YC apps most frequently, is that people have not thought about the market first and what people want first.
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Cofounder relationships are among the most important in the entire company.
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The second part of how to hire: try not to.
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The cost of getting an early hire wrong is really high.
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Or a way to stay on strangers couches, that just sounds terrible all around.
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The most important thing is that there is clear reporting structure and everyone knows what it is.
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You want to sound crazy, but you want to actually be right.
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You also want to fire people who a) create office politics, and b) who are persistently negative.
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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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It really is true that you become an average of the people you spend the most time with.
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Move fast. Speed is one of your main advantages over large companies.
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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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Great execution towards a terrible idea will get you nowhere.
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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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