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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 Needshow more

Y Combinator

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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

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The founders of Stripe and Pinterest on how to convince people to join your startup Stripe CEO Patrick Collison argues that part of the reason startups resonate so much is because the outcome is not guaranteed: "If it were guaranteed, it would be boring... Whether or not you're the best person in the world at what you do, you're probably not going to alter Google's trajectory. But if you really want to benchmark yourself and see how much of a contribution and impact you can make--which is a really compelling prospect for a lot of the best people--a startup is a much better place to test that." Pinterest founder Ben Silbermann emphasized this as well: "No smart person that you're hiring is under the illusion that you have a crystal ball into the future and that joining is a guaranteed thing. In fact, if you're telling them that and they select in, you shouldn't hire them because they didn't pass a basic intelligence test. I think it's important to tell them what's exciting and where you think the company can go. But also tell them where it will be hard and chart your best plan. And then tell them why their role can be instrumental--because it will be... What I would discourage doing is whitewashing all of that. If people are joining your company because they want all of the certainty and safety of working at Google but also the perks of working at a small startup with lots of responsibility and transparency, that's a really negative sign." Apparently in the early days of PayPal, Peter Thiel and Max Levchin would tell people after they interviewed all the reasons that the company would fail: "Visa and MasterCard want to kill us. We also might be doing something that's illegal. But if we succeed, we'll redefine payments." Don't whitewash the risks. Instead tell them how your startup will change the world if you succeed and how their role will be instrumental in affecting that change. Video source: Y Combinator (2014)

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Collison Brothers Explain Why Stripe is Better Off Staying Private John's (John Collison) take: " People generally make the argument that public companies run in a more disciplined fashion. I think that's hogwash." "If you need a 25-year old Fidelity analyst asking you to double click on your CapEx, blah, blah, blah, to run the company with discipline, something is horribly wrong at the company and you need new management." "It used to be the case that to do any return of capital to shareholders, or if you needed any kind of large sums of money, you needed the public markets." "That's obviously not true today, where stable private markets exist." " This is our life's work. We're not going anywhere. We'll be very happily running Stripe in 10 years time, in 20 years time." Patrick's (Patrick Collison) take: "We're a company at the intersection of financial services and technology. Being private for a long time is the norm." "What matters is less kind of the returns in a given year, and more duration. And so the question is, what enables the best compounding on a 10 year time horizon?" "And what's best for shareholders as you really take the longer-term perspective? And then what's best for customers?" " At this juncture, with the business growing at this rate, we want to spend the marginal hour with some customer."

Collison Brothers Explain Why Stripe is Better Off Staying Private John's (John Collison) take: " People generally make the argument that public companies run in a more disciplined fashion. I think that's hogwash." "If you need a 25-year old Fidelity analyst asking you to double click on your CapEx, blah, blah, blah, to run the company with discipline, something is horribly wrong at the company and you need new management." "It used to be the case that to do any return of capital to shareholders, or if you needed any kind of large sums of money, you needed the public markets." "That's obviously not true today, where stable private markets exist." " This is our life's work. We're not going anywhere. We'll be very happily running Stripe in 10 years time, in 20 years time." Patrick's (Patrick Collison) take: "We're a company at the intersection of financial services and technology. Being private for a long time is the norm." "What matters is less kind of the returns in a given year, and more duration. And so the question is, what enables the best compounding on a 10 year time horizon?" "And what's best for shareholders as you really take the longer-term perspective? And then what's best for customers?" " At this juncture, with the business growing at this rate, we want to spend the marginal hour with some customer."

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Y Combinator

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Patrick Collison on the importance of waiting a really long time to hire people Everybody tells you “work really hard to hire the best people.” But as Patrick explains, that’s not helpful because everyone knows they should do that. As he puts it: “The question is to what length should you go and what does that actually mean in practice? And in practice, it means being okay waiting a really long time to hire people.” It took Stripe six months to hire their first two people, and six more months to hire another 3-4 people. He can think of five people at Stripe who took 3+ years to hire. “If you think about the smartest people you know, if you want to get them to work on your thing, chances are they already have pretty good paths ahead of them… You have to be way more persistent and be okay with it taking way longer than any sane or reasonable person would think it should take.” There’s an important compounding effect here — hiring just one great person will make it marginally easier to get the next great person. Patrick argues you should also view every person you hire as bringing along another 50 people just like them if your company is successful: “Even if they don’t literally hire 50 people, they will be so influential in determining the selection of those 50 people.” Source: Greylock Partners (Nov 2015)

Patrick Collison on the importance of waiting a really long time to hire people Everybody tells you “work really hard to hire the best people.” But as Patrick explains, that’s not helpful because everyone knows they should do that. As he puts it: “The question is to what length should you go and what does that actually mean in practice? And in practice, it means being okay waiting a really long time to hire people.” It took Stripe six months to hire their first two people, and six more months to hire another 3-4 people. He can think of five people at Stripe who took 3+ years to hire. “If you think about the smartest people you know, if you want to get them to work on your thing, chances are they already have pretty good paths ahead of them… You have to be way more persistent and be okay with it taking way longer than any sane or reasonable person would think it should take.” There’s an important compounding effect here — hiring just one great person will make it marginally easier to get the next great person. Patrick argues you should also view every person you hire as bringing along another 50 people just like them if your company is successful: “Even if they don’t literally hire 50 people, they will be so influential in determining the selection of those 50 people.” Source: Greylock Partners (Nov 2015)

Startup Archive

74,316 görüntüleme • 2 ay önce

The next generation of startups will be built by smaller teams than ever before. At Startup School 2026, YC's Garry Tan explains why we're we're entering the era of personal AGI: AI agents that run on your own infrastructure, compound your knowledge over time, and dramatically increase your ability to build. He shares the tools and workflows he uses every day, why every founder should own their intelligence instead of renting it, and what it means to build under your own power. 00:07 — What Founders Can Learn From Spinoza 04:46 — Personal AGI Is Already Here 07:57 — Why AI Makes One Person More Powerful Than Ever 12:29 — Your Life Is a Library 15:15 — Inside My Personal AI System 17:06 — Markdown Is Code 18:20 — Latent Space vs. Deterministic Code 21:13 — Building a Company of One 24:16 — How to Build Your Own Personal AGI 27:58 — Why Most People Will Quit Too Soon 29:09 — Own Your Skills Before Someone Else Does 32:24 — Personal AGI Means Owning Your Intelligence 35:21 — Why I Open Sourced Everything 38:30 — A Personal AGI for One Small Boy 40:18 — It's All Made Up. You Get to Make It Up.

The next generation of startups will be built by smaller teams than ever before. At Startup School 2026, YC's Garry Tan explains why we're we're entering the era of personal AGI: AI agents that run on your own infrastructure, compound your knowledge over time, and dramatically increase your ability to build. He shares the tools and workflows he uses every day, why every founder should own their intelligence instead of renting it, and what it means to build under your own power. 00:07 — What Founders Can Learn From Spinoza 04:46 — Personal AGI Is Already Here 07:57 — Why AI Makes One Person More Powerful Than Ever 12:29 — Your Life Is a Library 15:15 — Inside My Personal AI System 17:06 — Markdown Is Code 18:20 — Latent Space vs. Deterministic Code 21:13 — Building a Company of One 24:16 — How to Build Your Own Personal AGI 27:58 — Why Most People Will Quit Too Soon 29:09 — Own Your Skills Before Someone Else Does 32:24 — Personal AGI Means Owning Your Intelligence 35:21 — Why I Open Sourced Everything 38:30 — A Personal AGI for One Small Boy 40:18 — It's All Made Up. You Get to Make It Up.

Y Combinator

172,065 görüntüleme • 3 gün önce

Stripe co-founder John Collison on the two types of people who will thrive in the AI era over the next 10 to 20 years: He identifies two categories of people he's "super bullish on": First: high-agency people. "We know this at Stripe. The people who are like, I've been talking to customers. I know exactly what we should do. We got to go fix this. But the people who have that pep in their step and they want to go make Stripe better." The idea is simple. The people who don't wait around for permission, who figure out what needs doing and go do it, now have leverage they've never had before. AI lets them execute faster without needing to assemble a huge team behind them. Second: double majors. "I think if you understand software and understand finance or if you understand software and understand marketing, you now can go massively improve the entire marketing funnel for your company and one person can do." John Collison connects this to a famous Paul Graham observation: "Typically an entrepreneurship team a founding team has a collection of like five or six skills between two founders three founders." He also points to Charlie Munger's case for multidisciplinary thinking, noting it's easier than ever to pick up a functional grasp of new fields: "He thinks getting a functional understanding of many disciplines is not that hard you can just go read the books now you know you can talk to your AI about it and so I think multidisciplinary thinkers are going to do incredibly well." The throughline is the same for both: AI closes the gap between knowing what to do and being able to do it. One person can now move at the pace of a full team, and combine skills that used to require entire departments.

Stripe co-founder John Collison on the two types of people who will thrive in the AI era over the next 10 to 20 years: He identifies two categories of people he's "super bullish on": First: high-agency people. "We know this at Stripe. The people who are like, I've been talking to customers. I know exactly what we should do. We got to go fix this. But the people who have that pep in their step and they want to go make Stripe better." The idea is simple. The people who don't wait around for permission, who figure out what needs doing and go do it, now have leverage they've never had before. AI lets them execute faster without needing to assemble a huge team behind them. Second: double majors. "I think if you understand software and understand finance or if you understand software and understand marketing, you now can go massively improve the entire marketing funnel for your company and one person can do." John Collison connects this to a famous Paul Graham observation: "Typically an entrepreneurship team a founding team has a collection of like five or six skills between two founders three founders." He also points to Charlie Munger's case for multidisciplinary thinking, noting it's easier than ever to pick up a functional grasp of new fields: "He thinks getting a functional understanding of many disciplines is not that hard you can just go read the books now you know you can talk to your AI about it and so I think multidisciplinary thinkers are going to do incredibly well." The throughline is the same for both: AI closes the gap between knowing what to do and being able to do it. One person can now move at the pace of a full team, and combine skills that used to require entire departments.

Big Brain AI

96,360 görüntüleme • 3 ay önce

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 görüntüleme • 6 gün önce

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 görüntüleme • 6 ay önce

More founders should care about design in the earliest days of their startup. YC's Aaron Epstein sat down with Raphael Schaad, the Head of Calendar at Notion, to unpack why good design is crucial in making things people want. They discuss how Raphael made the leap from designer to founder, why illustration is an important first step in the creation of new products, and what makes designers uniquely qualified to start a company today.

More founders should care about design in the earliest days of their startup. YC's Aaron Epstein sat down with Raphael Schaad, the Head of Calendar at Notion, to unpack why good design is crucial in making things people want. They discuss how Raphael made the leap from designer to founder, why illustration is an important first step in the creation of new products, and what makes designers uniquely qualified to start a company today.

Y Combinator

131,403 görüntüleme • 1 yıl önce

.Marc Andreessen 🇺🇸 explains why startups need preferential attachment and how great VCs help them get it: "If you think about mechanically what's happening with a startup, a startup needs to basically get into a loop in which it's accruing more and more resources as it goes." "When a company gets momentum, what it means is the next resource that you need is preferentially willing to attach to your thing as opposed to somebody else. That's the mechanical process that drives the power law curve." "A top-tier VC is a bridge loan of credibility at a point in time when the startup maybe deserves it, but just doesn't have it yet. And that credibility is harvested in the form of primarily personnel, money, and brand. And those three things turn out to be really important early on." With John Collison and Charlie Songhurst on Cheeky Pint

a16z

65,915 görüntüleme • 1 ay önce

an IOI 2x gold medalist, a Navy explosive ordnance officer, and a 17 y/o intern at Coinbase walked into Chase Center last weekend... ...and I interviewed all of them. I found 12 of the most ambitious builders and founders at YC Startup School, out of over 6,000 people. from all over the world, all with the same energy: earnest, creative, resourceful - including one who built a rocket out of salad bowls. PS: you can still apply late to YC F26. 00:00 — Intro 00:28 — Meet the founders and builders 02:01 — What they’re building 09:17 — Should you go to college? 10:46 — Why they started 11:58 — Advice and what’s next

an IOI 2x gold medalist, a Navy explosive ordnance officer, and a 17 y/o intern at Coinbase walked into Chase Center last weekend... ...and I interviewed all of them. I found 12 of the most ambitious builders and founders at YC Startup School, out of over 6,000 people. from all over the world, all with the same energy: earnest, creative, resourceful - including one who built a rocket out of salad bowls. PS: you can still apply late to YC F26. 00:00 — Intro 00:28 — Meet the founders and builders 02:01 — What they’re building 09:17 — Should you go to college? 10:46 — Why they started 11:58 — Advice and what’s next

Vivian Midha Shen

93,392 görüntüleme • 6 gün önce