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BREAKING: Stripe CEO Patrick Collison says March was an all-time record for new business incorporations with Stripe, and that new businesses joining Stripe in Q1 were up 71% YoY: "It's parabolic. It's exponential. I'm running out of mathematical terms, but it's really very striking."

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80,907 次观看 • 3 个月前 •via X (Twitter)

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Stripe CEO Patrick Collison says Stripe Press has sold 1.1 million books to date.

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BREAKING: Stripe is developing streaming payments for token providers, which will allow users to pay for each token as it's delivered with stablecoins, says CEO Patrick Collison. "[It's] the intersection of crypto/ stablecoins, and usage-based billing."

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BREAKING: Stripe CEO Patrick Collison: "There's a reasonable chance that 2026 Q1 will be looked back upon as the first quarter of the singularity."

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Stripe CEO Patrick Collison says the company is seeing the growth of a new type of fraud: token pilfering. "For many providers, it's now difficult to offer free trials." "The illicit accounts set up for these free trials drive so much expense that it's hard to make the overall economics work out."

Stripe CEO Patrick Collison says the company is seeing the growth of a new type of fraud: token pilfering. "For many providers, it's now difficult to offer free trials." "The illicit accounts set up for these free trials drive so much expense that it's hard to make the overall economics work out."

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We asked mert | helius.dev (Co-Founder & CEO Helius) about the future of financial systems with stablecoins: "Patrick Collison (Patrick Collison) from Stripe had a really good way of describing stablecoins, which was like dollars on superconductor rails, where there's now no friction." "It's taken so much work to actually get here and clear all these regulatory hurdles. But, you know, it's really just beginning." "Once Robinhood gets in and Coinbase 🛡️ gets in, it's going to start getting very competitive."

We asked mert | helius.dev (Co-Founder & CEO Helius) about the future of financial systems with stablecoins: "Patrick Collison (Patrick Collison) from Stripe had a really good way of describing stablecoins, which was like dollars on superconductor rails, where there's now no friction." "It's taken so much work to actually get here and clear all these regulatory hurdles. But, you know, it's really just beginning." "Once Robinhood gets in and Coinbase 🛡️ gets in, it's going to start getting very competitive."

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Stripe co-founder John Collison predicts there will be a "torrent" of agentic commerce in the future, and that the agents will transact with stablecoins, running on "really high-throughput blockchains":

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Stripe co-founder John Collison predicts there will be a "torrent" of agentic commerce in the future, and that the agents will transact with stablecoins, running on "really high-throughput blockchains":

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Stripe CEO Patrick Collison predicts software will shift from "mass-produced, industrial scale" made "years beforehand" to bespoke, custom software created the moment you need it. "Up until now, the economics of software have been conceived of as fixed cost, then infinitely monetized. That has these kinds winner-take-all dynamics." "But once there are inference costs and custom creation involved, it really shifts."

Stripe CEO Patrick Collison predicts software will shift from "mass-produced, industrial scale" made "years beforehand" to bespoke, custom software created the moment you need it. "Up until now, the economics of software have been conceived of as fixed cost, then infinitely monetized. That has these kinds winner-take-all dynamics." "But once there are inference costs and custom creation involved, it really shifts."

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Major life update from me: I left Stripe! it's been a great 5.5 years at Stripe, now I'm looking for something new. let's chat? also launching something, see video? → email: longster at gmail com → was staff software engineer at Stripe for 5.5 years, rebuilt design system from scratch and more → remote → works hard, not 24/7, 996 whatever → more info at and in thread

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We’re seeing a structural increase in economic dynamism. Economic data: • US non-employer new business applications are up 24% YoY in the first quarter of 2026. • The number of solopreneurs earning over $100,000 per year has increased a third since 2022. • New business registrations are up 40% in Finland, 75% in France, 40% in the Netherlands. Stripe data: • Stripe Atlas incorporations in the first quarter of 2026 were almost double the same period in 2025. • As of the first three months of the year, our Atlas ‘2026 class’ is tracking (in aggregate) to 5x the revenue of the ‘25 class. • Five years ago, 11.6% of companies on Stripe earned most of their revenue outside their home country. That number has since doubled to 22.9%. • The top 100 AI startups on Stripe sell into a median of 55 markets within their first year. The median earns most of its revenue outside its home country.

We’re seeing a structural increase in economic dynamism. Economic data: • US non-employer new business applications are up 24% YoY in the first quarter of 2026. • The number of solopreneurs earning over $100,000 per year has increased a third since 2022. • New business registrations are up 40% in Finland, 75% in France, 40% in the Netherlands. Stripe data: • Stripe Atlas incorporations in the first quarter of 2026 were almost double the same period in 2025. • As of the first three months of the year, our Atlas ‘2026 class’ is tracking (in aggregate) to 5x the revenue of the ‘25 class. • Five years ago, 11.6% of companies on Stripe earned most of their revenue outside their home country. That number has since doubled to 22.9%. • The top 100 AI startups on Stripe sell into a median of 55 markets within their first year. The median earns most of its revenue outside its home country.

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20 years ago, every founder feared one tech company: Google. Even when Patrick Collison (CEO of Stripe) was building a startup back then, he got the same question in every meeting: "What if Google does this ?" But the truth is, Google still didn't build most of what people expected. Because no company can chase 100 priorities at once. Cause the teams get in each other's way, and everything slows down. Today the same question is aimed at the AI labs. Patrick is honest that better models will wipe out some products. That part is real. But the fear is far bigger than the record deserves. — Patrick Collison (.Patrick Collison), founder of Stripe, at Y Combinator's startup school

20 years ago, every founder feared one tech company: Google. Even when Patrick Collison (CEO of Stripe) was building a startup back then, he got the same question in every meeting: "What if Google does this ?" But the truth is, Google still didn't build most of what people expected. Because no company can chase 100 priorities at once. Cause the teams get in each other's way, and everything slows down. Today the same question is aimed at the AI labs. Patrick is honest that better models will wipe out some products. That part is real. But the fear is far bigger than the record deserves. — Patrick Collison (.Patrick Collison), founder of Stripe, at Y Combinator's startup school

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We spoke with Jeff Weinstein (Product Lead Stripe) on the future of AI in commerce. "I'm surprised we got self-driving cars before ubiquitous online commerce mediated by agents." "You can really start to feel that AI is now coming very close to commerce. It will be part of buying decisions, discovery, execution of transactions and new ways that businesses can find their audiences online."

We spoke with Jeff Weinstein (Product Lead Stripe) on the future of AI in commerce. "I'm surprised we got self-driving cars before ubiquitous online commerce mediated by agents." "You can really start to feel that AI is now coming very close to commerce. It will be part of buying decisions, discovery, execution of transactions and new ways that businesses can find their audiences online."

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Stripe CEO Patrick Collison shares the tactics he used for finding product/market fit “We tried very hard to understand in granular detail what exactly it was that people were doing, where they were tripping up and so on.” Patrick gives some examples of specific tactics: - A public chat room to provide support to people integrating Stripe - For the first 10 users of Stripe, every API request sent an email to the founders so they could better understand how users were using their product and see if users were doing anything weird - All errors generated a high-priority email to the founders. This created a pleasant user experience where 15 minutes after hitting an error, Patrick could reach out to them and let them know the issue was fixed “These are all kind of examples of a general pattern of trying to be hyper-attentive to all the micro details of what people were doing in the product and iterating rapidly in response to it. Generally speaking, I think pre-product/market fit metrics are actually relatively unhelpful because probably not that many people are using your product. If it’s 20 users, you can in some sense afford to just look at everything they’re doing to understand what’s working and what isn’t.” Another example of this Patrick gives is embedding a text input on each of their web pages with placeholder text prompting users to give them useful feedback(e.g. “The worst thing about Stripe is…”, “The worst thing about this page is…”, or “I really hate the way Stripe does…”). As Patrick explains: “At that stage, you have to be kind of masochistic. We’d always be waking up to all these emails telling us all the terrible things about Stripe. But that was a helpful to-do list for the day ahead." Source: Y Combinator (Oct 2018)

Stripe CEO Patrick Collison shares the tactics he used for finding product/market fit “We tried very hard to understand in granular detail what exactly it was that people were doing, where they were tripping up and so on.” Patrick gives some examples of specific tactics: - A public chat room to provide support to people integrating Stripe - For the first 10 users of Stripe, every API request sent an email to the founders so they could better understand how users were using their product and see if users were doing anything weird - All errors generated a high-priority email to the founders. This created a pleasant user experience where 15 minutes after hitting an error, Patrick could reach out to them and let them know the issue was fixed “These are all kind of examples of a general pattern of trying to be hyper-attentive to all the micro details of what people were doing in the product and iterating rapidly in response to it. Generally speaking, I think pre-product/market fit metrics are actually relatively unhelpful because probably not that many people are using your product. If it’s 20 users, you can in some sense afford to just look at everything they’re doing to understand what’s working and what isn’t.” Another example of this Patrick gives is embedding a text input on each of their web pages with placeholder text prompting users to give them useful feedback(e.g. “The worst thing about Stripe is…”, “The worst thing about this page is…”, or “I really hate the way Stripe does…”). As Patrick explains: “At that stage, you have to be kind of masochistic. We’d always be waking up to all these emails telling us all the terrible things about Stripe. But that was a helpful to-do list for the day ahead." Source: Y Combinator (Oct 2018)

Startup Archive

30,796 次观看 • 6 天前

Stripe CEO Patrick Collison shares the tactics he used for finding product/market fit “We tried very hard to understand in granular detail what exactly it was that people were doing, where they were tripping up and so on.” Patrick gives some examples of specific tactics: • A public chat room to provide support to people integrating Stripe • For the first 10 users of Stripe, every API request sent an email to the founders so they could better understand how users were using their product and see if users were doing anything weird • All errors generated a high-priority email to the founders. This created a pleasant user experience where 15 minutes after hitting an error, Patrick could reach out to them and let them know the issue was fixed “These are all kind of examples of a general pattern of trying to be hyper-attentive to all the micro details of what people were doing in the product and iterating rapidly in response to it. Generally speaking, I think pre-product/market fit metrics are actually relatively unhelpful because probably not that many people are using your product. If it’s 20 users, you can in some sense afford to just look at everything they’re doing to understand what’s working and what isn’t.” Another example of this Patrick gives is embedding a text input on each of their web pages with placeholder text prompting users to give them useful feedback(e.g. “The worst thing about Stripe is…”, “The worst thing about this page is…”, or “I really hate the way Stripe does…”). As Patrick explains: “At that stage, you have to be kind of masochistic. We’d always be waking up to all these emails telling us all the terrible things about Stripe. But that was a helpful to-do list for the day ahead. Video source: Y Combinator (2018)

Stripe CEO Patrick Collison shares the tactics he used for finding product/market fit “We tried very hard to understand in granular detail what exactly it was that people were doing, where they were tripping up and so on.” Patrick gives some examples of specific tactics: • A public chat room to provide support to people integrating Stripe • For the first 10 users of Stripe, every API request sent an email to the founders so they could better understand how users were using their product and see if users were doing anything weird • All errors generated a high-priority email to the founders. This created a pleasant user experience where 15 minutes after hitting an error, Patrick could reach out to them and let them know the issue was fixed “These are all kind of examples of a general pattern of trying to be hyper-attentive to all the micro details of what people were doing in the product and iterating rapidly in response to it. Generally speaking, I think pre-product/market fit metrics are actually relatively unhelpful because probably not that many people are using your product. If it’s 20 users, you can in some sense afford to just look at everything they’re doing to understand what’s working and what isn’t.” Another example of this Patrick gives is embedding a text input on each of their web pages with placeholder text prompting users to give them useful feedback(e.g. “The worst thing about Stripe is…”, “The worst thing about this page is…”, or “I really hate the way Stripe does…”). As Patrick explains: “At that stage, you have to be kind of masochistic. We’d always be waking up to all these emails telling us all the terrible things about Stripe. But that was a helpful to-do list for the day ahead. Video source: Y Combinator (2018)

Startup Archive

45,833 次观看 • 6 个月前

Stripe co-founder John Collison says the companies that are successful in changing an industry are often not started by insiders because insiders know too much and don’t think outside of the box: "To spot opportunities requires you to jump out of that mode briefly and question how things work, and be unreasonable in suggesting that it's not valid for them to work this way." Source: John Collison at Stanford eCorner

Stripe co-founder John Collison says the companies that are successful in changing an industry are often not started by insiders because insiders know too much and don’t think outside of the box: "To spot opportunities requires you to jump out of that mode briefly and question how things work, and be unreasonable in suggesting that it's not valid for them to work this way." Source: John Collison at Stanford eCorner

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Jack Zhang on why he said no to Stripe’s $1.2 billion offer to buy Airwallex “In October 2018, Stripe reached out to buy us,” Airwallex co-founder Jack Zhang (Jack Zhang) begins. Patrick Collison flew out to Shanghai to meet Jack and his co-founder, and they spent the day together. After the meeting, Patrick sent over a Google Doc that was 10-20 pages long and asked Jack to make comments. “I was like, ‘Wow, the vision of the companies over the next decade is very much the same.’ We both wanted to build the AWS of financial services, and obviously Stripe was much further ahead of us. But this was before COVID. Stripe was like a $9 billion company — very similar to the scale of Airwallex today. I also really liked Patrick. It was like this guy is so smart.” Asked what makes Patrick Collison so smart, Jack replies: “He’s intellectually honest about everything, and he’s able to go deep in multiple dimensions.” Eventually Stripe offered $1.2 billion for Airwallex, and according to Jack, he and his co-founders would’ve walked away with $350 million. “I met with the whole team, and I was really impressed,” Jack recalls. “I basically said I think we’re going to do it.” But when he flew back to Melbourne, Jack decided against it. And it was actually Patrick Collison who inspired him to reject the offer. Jack explains: “So one of the things that really inspired me from talking and spending time with Patrick was I asked, ‘What’s the long-term thing for Stripe and yourself? Are you going to be here forever?’ And Patrick said to me that he’s going to build Stripe for the next 20-40 years. And I just never heard a founder tell me they will dedicate their entire life to building a business. And so that was inspiring to me, and I’m like that’s what I want to do.” Today, Airwallex (Airwallex) is an $8B company, with more than $1B in ARR. Video source: The Twenty Minute VC Harry Stebbings (2025)

Jack Zhang on why he said no to Stripe’s $1.2 billion offer to buy Airwallex “In October 2018, Stripe reached out to buy us,” Airwallex co-founder Jack Zhang (Jack Zhang) begins. Patrick Collison flew out to Shanghai to meet Jack and his co-founder, and they spent the day together. After the meeting, Patrick sent over a Google Doc that was 10-20 pages long and asked Jack to make comments. “I was like, ‘Wow, the vision of the companies over the next decade is very much the same.’ We both wanted to build the AWS of financial services, and obviously Stripe was much further ahead of us. But this was before COVID. Stripe was like a $9 billion company — very similar to the scale of Airwallex today. I also really liked Patrick. It was like this guy is so smart.” Asked what makes Patrick Collison so smart, Jack replies: “He’s intellectually honest about everything, and he’s able to go deep in multiple dimensions.” Eventually Stripe offered $1.2 billion for Airwallex, and according to Jack, he and his co-founders would’ve walked away with $350 million. “I met with the whole team, and I was really impressed,” Jack recalls. “I basically said I think we’re going to do it.” But when he flew back to Melbourne, Jack decided against it. And it was actually Patrick Collison who inspired him to reject the offer. Jack explains: “So one of the things that really inspired me from talking and spending time with Patrick was I asked, ‘What’s the long-term thing for Stripe and yourself? Are you going to be here forever?’ And Patrick said to me that he’s going to build Stripe for the next 20-40 years. And I just never heard a founder tell me they will dedicate their entire life to building a business. And so that was inspiring to me, and I’m like that’s what I want to do.” Today, Airwallex (Airwallex) is an $8B company, with more than $1B in ARR. Video source: The Twenty Minute VC Harry Stebbings (2025)

Startup Archive

696,891 次观看 • 6 个月前

We're adding some pretty fundamental new capabilities to Stripe accounts. • Hold and convert balances in major currencies. (Including stablecoins.) • Send and receive over local bank rails. (Operate locally, globally.) For sending, you only need an email address. • Instantly issue a card backed by a balance. Over the past few years, we've built a lot of sophisticated treasury infrastructure to power Stripe. We decided to expose this directly to Stripe users, so that you can use our stack to run other parts of your business. Support for all US and UK businesses rolling out this year.

We're adding some pretty fundamental new capabilities to Stripe accounts. • Hold and convert balances in major currencies. (Including stablecoins.) • Send and receive over local bank rails. (Operate locally, globally.) For sending, you only need an email address. • Instantly issue a card backed by a balance. Over the past few years, we've built a lot of sophisticated treasury infrastructure to power Stripe. We decided to expose this directly to Stripe users, so that you can use our stack to run other parts of your business. Support for all US and UK businesses rolling out this year.

Patrick Collison

185,064 次观看 • 10 个月前

In 2009, Patrick Collison and John Collison went to Startup School in Berkeley, got sushi in Potrero Hill afterward, and decided on the walk home to start Stripe. The reasoning, as Patrick remembers it, was that “we might as well because it probably won’t be that hard.” It took them two years to launch. Seventeen years later, at Startup School 2026, he talks with YC's Harj Taggar about dropping out of MIT twice, why founders should ask what happens if they succeed, and what Stripe’s own data says about the best time to start a company. 00:07 — What Should You Still Learn in the Age of AI? 02:01 — Knowledge Still Matters 05:12 — Should You Drop Out of College? 09:58 — Why Stripe Worked 12:10 — Building Stripe Before Launching 17:20 — Is the Lean Startup Still the Right Playbook? 19:07 — The Hidden Reward of Building Stripe 22:36 — Will AI Kill Your Startup? 25:17 — Why It's Never Been a Better Time to Start a Company 29:23 — What Stripe's Data Says About the AI Economy 30:45 — Build Something People Truly Need

In 2009, Patrick Collison and John Collison went to Startup School in Berkeley, got sushi in Potrero Hill afterward, and decided on the walk home to start Stripe. The reasoning, as Patrick remembers it, was that “we might as well because it probably won’t be that hard.” It took them two years to launch. Seventeen years later, at Startup School 2026, he talks with YC's Harj Taggar about dropping out of MIT twice, why founders should ask what happens if they succeed, and what Stripe’s own data says about the best time to start a company. 00:07 — What Should You Still Learn in the Age of AI? 02:01 — Knowledge Still Matters 05:12 — Should You Drop Out of College? 09:58 — Why Stripe Worked 12:10 — Building Stripe Before Launching 17:20 — Is the Lean Startup Still the Right Playbook? 19:07 — The Hidden Reward of Building Stripe 22:36 — Will AI Kill Your Startup? 25:17 — Why It's Never Been a Better Time to Start a Company 29:23 — What Stripe's Data Says About the AI Economy 30:45 — Build Something People Truly Need

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Just shipped a new Next.js template! • Uses Postgres and Drizzle for the database • UI components with Tailwind and shadcn/ui • Email/password authentication with JWTs stored to cookies • Dashboard pages with CRUD operations on users/teams • Basic RBAC with Owner and Member roles • Pricing page (/) which connects to Stripe Checkout • Subscription management with Stripe Customer Portal • Global middleware to protect logged-in routes • Local middleware to protect Server Actions / validate schemas • Activity logging system for any user events It's not finished, and there's probably bugs, but it's time to ship 🫡 • Demo: • Code:

Just shipped a new Next.js template! • Uses Postgres and Drizzle for the database • UI components with Tailwind and shadcn/ui • Email/password authentication with JWTs stored to cookies • Dashboard pages with CRUD operations on users/teams • Basic RBAC with Owner and Member roles • Pricing page (/) which connects to Stripe Checkout • Subscription management with Stripe Customer Portal • Global middleware to protect logged-in routes • Local middleware to protect Server Actions / validate schemas • Activity logging system for any user events It's not finished, and there's probably bugs, but it's time to ship 🫡 • Demo: • Code:

Lee Robinson

362,870 次观看 • 1 年前

BREAKING: Marc Benioff: "We've all been reading about the SaaSpocalypse. But our SaaSquatch is eating our SaaSpocalypse!" "Agentforce is now an $800M business, up 170% YoY. Agentforce and our data business together, that is now a $2.9B business, up 200% YoY."

BREAKING: Marc Benioff: "We've all been reading about the SaaSpocalypse. But our SaaSquatch is eating our SaaSpocalypse!" "Agentforce is now an $800M business, up 170% YoY. Agentforce and our data business together, that is now a $2.9B business, up 200% YoY."

TBPN

57,287 次观看 • 5 个月前