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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
Common
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More quotes by Sam Altman
... you can think about that for everyone you hire: will I bet the future of this company on this single hire? And that's a tough bar.
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You have to save the vision speeches for when the company is winning. When you're not winning, you just have to get momentum back.
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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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Most of the best hires that I've made in my entire life have never done that thing before.
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... for the top twenty most valuable YC companies, all of them have at least two founders.
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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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Every company has a rocky beginning.
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You want to sound crazy, but you want to actually be right.
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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 cost of getting an early hire wrong is really high.
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You have to be decisive. Indecisiveness is a startup killer.
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The biggest PR hack you can do, is not hire a PR firm.
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If you pivot, do it fully and with conviction. The worst thing is to try to do a bit of the old and the new-it's hard to kill your babies.
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Startups are very hard no matter what you do you may as well go after a big opportunity.
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Remember that the idea will expand, and become more ambitious as you go.
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As the company grows and about this 25 or so employee size, your main job shifts from building a great product to building a great company.
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