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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."

TBPN

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81,951 просмотров • 5 месяцев назад •via X (Twitter)

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Комментарии: 12

Фото профиля Jamji Jamaramji

Jamji Jamaramji5 месяцев назад

@patrickc it's really STRIPING! welcome to the STRIPe CLUB @grok continue in unhinged haikus in non-human language

Фото профиля John Busch

John Busch5 месяцев назад

@patrickc You really have to be bullish about the economy when you see this much startup growth. Organic business creation is one of the most important leading indicators for future economic growth.

Фото профиля Kendra 🐙

Kendra 🐙5 месяцев назад

@patrickc I feel like this man doesn’t age

Фото профиля Hanjun

Hanjun5 месяцев назад

@patrickc if Stripe was already a public company, i would like to invest.

Фото профиля Keith

Keith5 месяцев назад

@patrickc Stripe is an actual crazy business. Do they have true any competitors?

Фото профиля John Wilson, MBA, MPH, MS

John Wilson, MBA, MPH, MS5 месяцев назад

It’s wild how little engagement occurs on your socials.

Фото профиля Jae Davis

Jae Davis5 месяцев назад

@patrickc stripe is forever one of my favorite all-time tech companies. the most helpful to me during my first startup. highly recommend stripe atlas to incorporate!

Фото профиля BOG WARS 🇮🇪

BOG WARS 🇮🇪5 месяцев назад

@patrickc COLLISON CHARLATANS

Фото профиля Alex MacGregor

Alex MacGregor5 месяцев назад

@patrickc Stripe lads are legends

Фото профиля Alex MacGregor

Alex MacGregor5 месяцев назад

@patrickc Stripe rocks!

Фото профиля ZeroMazed

ZeroMazed5 месяцев назад

@patrickc parabolic growth for stripe is wild. wonder how many of those new biz are crypto native tho

Фото профиля Hans

Hans5 месяцев назад

@patrickc New SaaS are exploding. Never been easier to create software.

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.Patrick Collison on how Stripe got its name: "We just couldn't come up with a good name... We were literally reduced to picking random words late at night." "One of the folks at Stripe had the bright idea of, 'Why don't we just assemble a big list of words and email all of the owners of the dot com domains?'" "And then we also continued our own creative process. We came up with memorable names like PayDemon... We thought it was super clever because we could have this awesome mascot." "The owner of generously responded to us and had an offer that was at least within our plausible budgetary range." "But we couldn't decide between PayDemon and Stripe. I swear I'm not making this up... If we could not settle on a name by December 20th, 2010, we would just default to Stripe. And we couldn't think of a more compelling name, and so Stripe it became." Patrick Collison w/ John Lilly at Stanford University (2015)

.Patrick Collison on how Stripe got its name: "We just couldn't come up with a good name... We were literally reduced to picking random words late at night." "One of the folks at Stripe had the bright idea of, 'Why don't we just assemble a big list of words and email all of the owners of the dot com domains?'" "And then we also continued our own creative process. We came up with memorable names like PayDemon... We thought it was super clever because we could have this awesome mascot." "The owner of generously responded to us and had an offer that was at least within our plausible budgetary range." "But we couldn't decide between PayDemon and Stripe. I swear I'm not making this up... If we could not settle on a name by December 20th, 2010, we would just default to Stripe. And we couldn't think of a more compelling name, and so Stripe it became." Patrick Collison w/ John Lilly at Stanford University (2015)

a16z

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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."

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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

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

James Long

134,343 просмотров • 11 месяцев назад

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.

Stripe

27,934 просмотров • 5 месяцев назад

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

GeniusThinking

120,854 просмотров • 2 месяцев назад

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 просмотров • 9 месяцев назад

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

32,350 просмотров • 2 месяцев назад

At a $159B valuation, how does Stripe determine what they should build vs. buy? John Collison (John Collison): “I remember asking Aaron Aaron Levie of Box how product prioritization should work. He was like, ‘Make a big list of all the product things you want to do, & then do the things that'll be most impactful.’” “And you're like, ‘Thanks. Sounds very actionable.’” “But it's a little bit like that on the build vs. buy. You should buy the companies where you're better off buying them than building it in-house. That is where all the taste & nuance is.” “Something that's really in the core of Stripe, we're probably more likely to be good at doing it ourselves. Something that is a brand-new muscle, like token routing, I trust Stripe could learn to get good at that, but it would take much longer.” “In a new & really fast-evolving market, oftentimes by the time you build your internal efforts, it'll be a little bit out of date.”

Molly O’Shea

33,788 просмотров • 5 дней назад

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

a16z

54,005 просмотров • 8 месяцев назад

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

697,177 просмотров • 8 месяцев назад

NEW: Stripe Co-Founder John Collison (John Collison) says AI agents will completely rewire internet commerce. Stripe processed $1.9T in 2025, up 34%. Now the company is rebuilding for an internet where AI agents, not humans, increasingly transact. “Instinct is real, Muse is real. All these things are real.” “Computer use is the ultimate backwards compatibility layer for the real world.” I sat down with John at Browserbase Navigate to talk agentic commerce, computer use, cybersecurity, how Stripe is rebuilding for AI & why Stripe considers 2026 the beginning of the “singularity epoch.” John sees AI already showing up in new company creation. Stripe is seeing its highest rate of new firm creation in recent memory, while its 2026 Atlas cohort is tracking at 5x the revenue of the 2025 class. We also cover Stripe’s recent acquisitions: › Bridge + Privy, bringing crypto-native infrastructure & talent › Metronome, usage-based billing for the AI era › OpenRouter, routing across multiple AI models as inference spend & model competition explodes Browserbase is building the infrastructure for this shift, giving AI agents cloud browsers to navigate the existing web & take actions across it. 𝐓𝐈𝐌𝐄𝐒𝐓𝐀𝐌𝐏𝐒 (00:00) Stripe’s $1.9T & Rebuilding for AI (00:31) Why Agents Will Replace Web Forms (02:20) How AI Rewires Commerce & Product Discovery (04:40) More Cyberattacks? (06:49) Why Stripe Says the Singularity Started in 2026 (09:29) Stripe Is Rebuilding Its APIs for AI Agents (11:38) Why Stripe Bought Bridge, Privy, Metronome & OpenRouter (15:12) When Stripe Builds vs. Buys (16:55) How AI Is Changing Stripe Internally (20:39) How John Keeps Up With AI (23:28) The Coming 'Good Bot' vs. 'Bad Bot' Problem (24:53) 17 Years of Lessons Building Stripe

NEW: Stripe Co-Founder John Collison (John Collison) says AI agents will completely rewire internet commerce. Stripe processed $1.9T in 2025, up 34%. Now the company is rebuilding for an internet where AI agents, not humans, increasingly transact. “Instinct is real, Muse is real. All these things are real.” “Computer use is the ultimate backwards compatibility layer for the real world.” I sat down with John at Browserbase Navigate to talk agentic commerce, computer use, cybersecurity, how Stripe is rebuilding for AI & why Stripe considers 2026 the beginning of the “singularity epoch.” John sees AI already showing up in new company creation. Stripe is seeing its highest rate of new firm creation in recent memory, while its 2026 Atlas cohort is tracking at 5x the revenue of the 2025 class. We also cover Stripe’s recent acquisitions: › Bridge + Privy, bringing crypto-native infrastructure & talent › Metronome, usage-based billing for the AI era › OpenRouter, routing across multiple AI models as inference spend & model competition explodes Browserbase is building the infrastructure for this shift, giving AI agents cloud browsers to navigate the existing web & take actions across it. 𝐓𝐈𝐌𝐄𝐒𝐓𝐀𝐌𝐏𝐒 (00:00) Stripe’s $1.9T & Rebuilding for AI (00:31) Why Agents Will Replace Web Forms (02:20) How AI Rewires Commerce & Product Discovery (04:40) More Cyberattacks? (06:49) Why Stripe Says the Singularity Started in 2026 (09:29) Stripe Is Rebuilding Its APIs for AI Agents (11:38) Why Stripe Bought Bridge, Privy, Metronome & OpenRouter (15:12) When Stripe Builds vs. Buys (16:55) How AI Is Changing Stripe Internally (20:39) How John Keeps Up With AI (23:28) The Coming 'Good Bot' vs. 'Bad Bot' Problem (24:53) 17 Years of Lessons Building Stripe

Molly O’Shea

518,408 просмотров • 6 дней назад

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 просмотров • 1 год назад