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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.
Sam Altman
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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
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More quotes by Sam Altman
Press releases are easier to write than code, and that is still easier than making a great product.
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You're saying no ninety-seven times out of a hundred, and most founders find they have to make a very conscious effort to do this.
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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 certainly don't need to have everything figured out in the path from here to world domination.
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Move fast. Speed is one of your main advantages over large companies.
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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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You have to be decisive. Indecisiveness is a startup killer.
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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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The biggest PR hack you can do, is not hire a PR firm.
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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. It's easy to get sucked into an infrastructure rewrite death spiral.
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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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One thing that founders always underestimate is how hard it is to recruit.
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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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A small communication breakdown is enough for everyone to be working on slightly different things. And then you loose focus.
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1 of the hardest parts about being a founder, is that there are a 100 important things competing for your attention each day.
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I really believe that the single hardest thing in business is building a company that does repeatable innovation... and just has this ongoing culture of excellence as it grows.
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You need to have a culture where people have very high quality standards in everything the company does, but still move quickly.
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You only get points when you make something the market wants. So if you work really hard on the wrong things, no one will care.
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The track record for founders that don't already know each other is really bad.
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