No matter what you choose, build stuff and be around smart people.
The best people know that they should join a rocketship.
Execution gets divided into two key questions: 1) can you figure out what to do and 2) can you get it done.
1 of the hardest parts about being a founder, is that there are a 100 important things competing for your attention each day.
Obsess about the quality of the product.
Some day everyone will find out everyone else's comp, if it's all over the place, it will be a complete meltdown disaster
In general don't start a startup you're not willing to work on for ten years.
If you don't need it yourself, and you're building something that someone else needs, realize you're at a big disadvantage.
I believe in fighting with investors to reduce the amount of equity they get and then being as generous as you possibly can with employees.
No growth hack, brilliant marketing idea, or sales team can save you long term if you don't have a sufficiently good product.
For most software startups, this translates to keep growing. For hardware startups, it translates to don't let your ship date slip.
Startups are very hard no matter what you do; you may as well go after a big opportunity.
The natural state of a start-up is to die; most start-ups require multiple miracles in their early days to escape this fate.
The startups that do well are the ones that are working all the time.
The tenth social network, and limited only to college students with no money, also terrible. Myspace had won.
A board member of mine used to say sales fix everything in a startup, and that is really true.
In YC experience, 2 or 3 co-founders seems to be about perfect.
The second part of how to hire: try not to.
... but actually it sucks to have a lot of employees, and you should be proud of how few employees you have.
... you want to be proud of how much you can get done with a small numbers of employees.
Many of the best YC companies have had phenomenally small number of employees for their first year, sometimes none besides the founders.
At the beginning, you should only hire when you have a desperate need to.
You need to figure out what the 2 or 3 most important things are, and then just do those.
... and you can only have 2 or 3 things everyday, because everything else will just come at you; you know fires in a day.
... 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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