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Y Combinator co-founder Paul Graham says he's constantly telling founders that all that matters is growth rate, not the absolute numbers. His rationale is straightforward: mathematically, if your growth rate is high enough, it simply doesn't matter what the absolute numbers are. "And the great thing about focusing on... show more

TBPN

1,546,122 subscribers

82,646 Aufrufe • vor 7 Monaten •via X (Twitter)

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23 Kommentare

Profilbild von A million questions

A million questionsvor 7 Monaten

@paulg Great to see PG and Jessica appear in the same interview!

Profilbild von Aaron Kanda

Aaron Kandavor 7 Monaten

@paulg I mean if your growth rate is good enough, the absolute numbers are inevitable over time

Profilbild von Brock Hudgens

Brock Hudgensvor 7 Monaten

Growth numbers are great. Relationships are better. No one will remember you on your growth rate. They will remember how you treated them within your business. Enterprise Rent a Car has a good training program. Everyone should follow it. Customers come first, growth and profit will follow.

Profilbild von Sohan Zhang

Sohan Zhangvor 7 Monaten

@paulg we're grinding through yc right now, but it definitely feels like hardcore numbers are important. it's easy to double month over month to go from 2K to 4K MRR, but going from 4K to 8K feels a lot grindier

Profilbild von sibjax

sibjaxvor 7 Monaten

@paulg Following the Linear model, if you sell to many successful startups that love your product and it becomes the standard for that use case - enough of those startups will become big enough for a natural progression to enterprise feature support anyway.

Profilbild von Chinmay A. Singh

Chinmay A. Singhvor 7 Monaten

This is very true for YC because for their partners 1 out of 100 unicorn is success. But does this math work for founders? I have asked that question to YC and the answer is - no answer. But it's obvious. If I were a YC S2026 company, I wd treat the capital I got from YC as the last raise and chase profitability. Sell the company in 2-5 years and start over again.

Profilbild von Graham Neray

Graham Nerayvor 7 Monaten

@paulg @paulg how if at all would you modulate this advice for areas that are less of a priority for startups eg security?

Profilbild von Vapid

Vapidvor 7 Monaten

@paulg Then every investor should just give founders as much money as possible

Profilbild von Tadhg Guiry

Tadhg Guiryvor 7 Monaten

@paulg Q - Deal velocity over optimal pricing strategy in earlier phases, yes? (Even if you feel you're undervaluing)

Profilbild von The Lone Moderate

The Lone Moderatevor 7 Monaten

@paulg Yes getting more customers matter. Damn I definitely learned something today.

Profilbild von WOLFUN

WOLFUNvor 7 Monaten

@paulg Yeah, growth rate's the thing: focus on the engine, not just the current speed.

Profilbild von Donathan

Donathanvor 7 Monaten

@paulg For some reason I thought he was british

Profilbild von $FKN coin

$FKN coinvor 7 Monaten

@paulg I wish he would approach us, we can do insane multiples, quick….. l like that guy…..

Profilbild von hanzi

hanzivor 7 Monaten

@paulg growth rate’s cool, but feels risky to ignore absolute numbers early on. anyone actually seen this work out long term? #StartupMath #YCombinator

Profilbild von Daniel Maison🥩

Daniel Maison🥩vor 7 Monaten

@paulg This is interesting!

Profilbild von Hot Aisle

Hot Aislevor 7 Monaten

@paulg Nobody cares about profit? Lol.

Profilbild von dylan vu

dylan vuvor 7 Monaten

@paulg what's the growth advice when you're growing yourself out of business

Profilbild von async

asyncvor 7 Monaten

@paulg If Paul Graham grew a goatee he’d basically be an older Wags from Billions.

Profilbild von zolayola

zolayolavor 7 Monaten

@paulg PG is the OG.

Profilbild von Joshua Pi'Rwot

Joshua Pi'Rwotvor 7 Monaten

@paulg Interesting point! But do you think focusing only on growth rate might overlook the importance of absolute numbers for sustainability?

Profilbild von Ben King

Ben Kingvor 7 Monaten

@paulg I'm not sure why you'd put much stock in what he says if you look at their investments lately

Profilbild von Gregor

Gregorvor 7 Monaten

@paulg Isn't the question then, how do you determine your growth rate in the first place when you're just starting out with little to no data to work with?

Profilbild von Bitplanet

Bitplanetvor 7 Monaten

@paulg Growth rate is signal of product-market fit. Absolute numbers follow if the compounding stays intact.

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Lol imagine these leftists telling us that the 7.8% GDP Growth rate is fake, real number is 2.6% The last thing you can fool Indians about is presenting them with fake numbers & calculations You just can't fool us in Maths & Numbers, real GDP growth is booming 7.86%

Lol imagine these leftists telling us that the 7.8% GDP Growth rate is fake, real number is 2.6% The last thing you can fool Indians about is presenting them with fake numbers & calculations You just can't fool us in Maths & Numbers, real GDP growth is booming 7.86%

Royal Singh 🦁

28,720 Aufrufe • vor 16 Tagen

From the archive: Shyam Sankar (CTO Palantir) gives career advice "Work with the most compelling people, because your rate of learning depends on them." "My model for growth is not progressive overload. Instead, ask yourself, who's going to throw you off the deep end and give you superhero growth?" "Your point of extreme growth is going to coincide with your point of maximal pain. It doesn't get easier; you just go faster." "Don't sell out for the opioid of a linear career progression."

From the archive: Shyam Sankar (CTO Palantir) gives career advice "Work with the most compelling people, because your rate of learning depends on them." "My model for growth is not progressive overload. Instead, ask yourself, who's going to throw you off the deep end and give you superhero growth?" "Your point of extreme growth is going to coincide with your point of maximal pain. It doesn't get easier; you just go faster." "Don't sell out for the opioid of a linear career progression."

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YC Partner Kevin Hale: Marketing is a tax you pay for not making your product remarkable YC Partner and former Wufoo founder (acquired by SurveyMonkey) Kevin Hale is asked how founders should balance working on product with other company priorities like marketing. He gives the following response: “My feeling is you having to spend money on marketing and advertising is usually a tax you pay because you haven’t made your product remarkable. Word of mouth growth is the easiest kind of growth, and it’s how a lot of the great companies grow.” He advises companies: “Figure out how to have a story that people want to tell about your product where they’re the most interesting person at the dinner table. And then that person is your sales force.” Video source: Y Combinator (2014)

YC Partner Kevin Hale: Marketing is a tax you pay for not making your product remarkable YC Partner and former Wufoo founder (acquired by SurveyMonkey) Kevin Hale is asked how founders should balance working on product with other company priorities like marketing. He gives the following response: “My feeling is you having to spend money on marketing and advertising is usually a tax you pay because you haven’t made your product remarkable. Word of mouth growth is the easiest kind of growth, and it’s how a lot of the great companies grow.” He advises companies: “Figure out how to have a story that people want to tell about your product where they’re the most interesting person at the dinner table. And then that person is your sales force.” Video source: Y Combinator (2014)

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37,892 Aufrufe • vor 10 Monaten

We asked Paul Graham about ragebait marketing. "That sort of technique sounds like the technique that would be popular with someone you'd describe as a bit of a scammer." "And the thing about these scammers is that they don't make the giant companies. They don't have a long-term focus... They're thinking about what gimmick they can use to get ahead." "So long-term they don't matter. You can skip the companies that do random **** like that because they're never going to be that big."

We asked Paul Graham about ragebait marketing. "That sort of technique sounds like the technique that would be popular with someone you'd describe as a bit of a scammer." "And the thing about these scammers is that they don't make the giant companies. They don't have a long-term focus... They're thinking about what gimmick they can use to get ahead." "So long-term they don't matter. You can skip the companies that do random **** like that because they're never going to be that big."

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Qullamaggie says Focus on Hypergrowth and Momentum Stocks for Big Moves “The hypergrowth on this ENPH looks like it's over for now. This thing had triple digit, guys, look at this thing. Triple digit EPS and earnings growth. This is what you should be looking for. These are the stocks that can make very big moves. If you just focus on one type of stocks, just focus on the stocks that have triple digit earnings and or revenue. Look at the growth. High double-digit, mid-high double-digit revenue growth, and over 1,000% in EPS growth. Here it was 900%. Look at the move it made. Look at the moves. You just look for setups on these types of stocks, you have a big edge. Or you can just focus on stocks with top momentum. Or you can do a combination. Depends on how you're wired. If you have a hard time just trading pure momentum and also want the fundamentals on your side, that’s a great way of doing it.”

Qullamaggie says Focus on Hypergrowth and Momentum Stocks for Big Moves “The hypergrowth on this ENPH looks like it's over for now. This thing had triple digit, guys, look at this thing. Triple digit EPS and earnings growth. This is what you should be looking for. These are the stocks that can make very big moves. If you just focus on one type of stocks, just focus on the stocks that have triple digit earnings and or revenue. Look at the growth. High double-digit, mid-high double-digit revenue growth, and over 1,000% in EPS growth. Here it was 900%. Look at the move it made. Look at the moves. You just look for setups on these types of stocks, you have a big edge. Or you can just focus on stocks with top momentum. Or you can do a combination. Depends on how you're wired. If you have a hard time just trading pure momentum and also want the fundamentals on your side, that’s a great way of doing it.”

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10,454 Aufrufe • vor 1 Jahr

Phillip: That study that actually looked at the real numbers said that even while there was massive immigration into this country, housing prices, rent went down, housing prices went down. Jennings: That's not what it says, you said the rate went down. That's different Phillip: The rate going down still doesn't prove your point. If you're claiming that immigration is driving a faster growth in prices, it doesn't help your point that the rate slowed down.

Phillip: That study that actually looked at the real numbers said that even while there was massive immigration into this country, housing prices, rent went down, housing prices went down. Jennings: That's not what it says, you said the rate went down. That's different Phillip: The rate going down still doesn't prove your point. If you're claiming that immigration is driving a faster growth in prices, it doesn't help your point that the rate slowed down.

Acyn

79,608 Aufrufe • vor 7 Monaten

Qullamaggie on Big Revenue Growth Equals Big Moves “Well look, the longer time frame you have on your trades, the more you need to focus on fundamentals and not just momentum. And you want stocks, you know, if you’re gonna hold the stock for many months and even quarters. You know there needs to be a reason for the stock to go up rather than just random momentum. Like, shorter term swing trading, you can just use momentum. You don’t need any fundamentals. But you know, to catch a mover like this, you know something goes up several hundred percent in a short amount of time. You know you need fuel. The stock needs, uh, to have a reason to go up. And the fuel many times is earnings, big earnings and revenue growth, and obviously big volume. You know some of my biggest winners: Fastly, Livongo, those stocks. These stocks went up 200, 300% after my entry. And these had big, you know, they had a lot of fuel or rocket fuel. And it’s called earnings and revenue growth. Now Fastly doesn’t have any earnings, but it had, you know, pretty good revenue growth. Livongo has enormous revenue growth and even earnings growth. Like a lot of these stocks that have made big moves, like Fiverr again. Big revenue growth and now it’s getting earnings too. GSX too. This thing has very big earnings and revenue growth, even though a lot of, you know, people call it a fraud. But like, look at the numbers right. This is the reason the stock is up, or was up almost 1,000% uh, in less than a year. Is because of this, look at the revenue growth. These are the stocks that make big moves. So you know, I try to focus on stocks that have big earnings and revenue growth. Primarily revenue growth, they don’t need to have earnings, but earnings if they have earnings, that’s a good thing. W too, well W was a bit trickier, because it had a slow quarter here. But now like, look at the numbers: 300% Rev, EPS growth 84% revenue growth. These are the stocks that make big moves. Overstock, hundred and ten percent revenue growth last quarter, and the market sniffed it out. This is why the stock went up two thousand percent before the earnings report. And you, you know, that’s something. If you study the big movers over the past, you know, 10, 20 years, you’ll see that most of the big movers, not all of them, but most of them had big revenue and big earnings growth.”

Qullamaggie on Big Revenue Growth Equals Big Moves “Well look, the longer time frame you have on your trades, the more you need to focus on fundamentals and not just momentum. And you want stocks, you know, if you’re gonna hold the stock for many months and even quarters. You know there needs to be a reason for the stock to go up rather than just random momentum. Like, shorter term swing trading, you can just use momentum. You don’t need any fundamentals. But you know, to catch a mover like this, you know something goes up several hundred percent in a short amount of time. You know you need fuel. The stock needs, uh, to have a reason to go up. And the fuel many times is earnings, big earnings and revenue growth, and obviously big volume. You know some of my biggest winners: Fastly, Livongo, those stocks. These stocks went up 200, 300% after my entry. And these had big, you know, they had a lot of fuel or rocket fuel. And it’s called earnings and revenue growth. Now Fastly doesn’t have any earnings, but it had, you know, pretty good revenue growth. Livongo has enormous revenue growth and even earnings growth. Like a lot of these stocks that have made big moves, like Fiverr again. Big revenue growth and now it’s getting earnings too. GSX too. This thing has very big earnings and revenue growth, even though a lot of, you know, people call it a fraud. But like, look at the numbers right. This is the reason the stock is up, or was up almost 1,000% uh, in less than a year. Is because of this, look at the revenue growth. These are the stocks that make big moves. So you know, I try to focus on stocks that have big earnings and revenue growth. Primarily revenue growth, they don’t need to have earnings, but earnings if they have earnings, that’s a good thing. W too, well W was a bit trickier, because it had a slow quarter here. But now like, look at the numbers: 300% Rev, EPS growth 84% revenue growth. These are the stocks that make big moves. Overstock, hundred and ten percent revenue growth last quarter, and the market sniffed it out. This is why the stock went up two thousand percent before the earnings report. And you, you know, that’s something. If you study the big movers over the past, you know, 10, 20 years, you’ll see that most of the big movers, not all of them, but most of them had big revenue and big earnings growth.”

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Two questions every startup needs to ask on growth: Paul Graham 1. Are they doing some kind of hack that's unsustainable and gonna stop working? 2. Is the market big enough for it to keep going? "If the answer is no there's no hack, this is genuine growth, and the market is really big, the thing will just keep going." Ryan Petersen

Two questions every startup needs to ask on growth: Paul Graham 1. Are they doing some kind of hack that's unsustainable and gonna stop working? 2. Is the market big enough for it to keep going? "If the answer is no there's no hack, this is genuine growth, and the market is really big, the thing will just keep going." Ryan Petersen

Harry Stebbings

28,241 Aufrufe • vor 3 Monaten

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Sequoia partner Sonya Huang 🐥 says we're going from the age of product-led growth to the age of agent-led growth. "You see this most clearly if you're using Claude Code actively. It says, 'Hey, for a database, you should use Supabase. For hosting, use Vercel.' It's choosing for you, the stuff you should be using." "Product-led growth brought us closer to the vision of 'best product wins,' but ultimately people are still lazy. They can't read all the reviews, and they kind of default to what looks cool on the website." "Whereas your agent has infinite time to go and make these choices for you. It can go and read all the documentation, read all the user comments, and figure out [what you need] for your use case."

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If someone is wealthy, their wealth grows annually at a rate of around 10%. That means any wealth tax under 10% does not reduce the wealth of the rich. It simply slows the rate of growth of their wealth. If you choose to call that communism or socialism, you are simply clueless.

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22,350 Aufrufe • vor 1 Monat

"If so much could be achieved in just twelve years, then one must ask: why did it not happen over all the decades before 2014? That is the difference between the Congress growth rate and the NDA growth rate. There was a system that made people wait. Today, there is a system that delivers results. There was a system where projects were delayed, decisions were deferred, and progress was held back. Today, there is a system that says the work will be done, done on time, and done at scale. That is why the story of India between 2014 and 2026 is not merely a story of numbers. It is the story of a nation that, for the first time, began to run at the full measure of its potential." — Hon'ble Prime Minister Shri Narendra Modi

"If so much could be achieved in just twelve years, then one must ask: why did it not happen over all the decades before 2014? That is the difference between the Congress growth rate and the NDA growth rate. There was a system that made people wait. Today, there is a system that delivers results. There was a system where projects were delayed, decisions were deferred, and progress was held back. Today, there is a system that says the work will be done, done on time, and done at scale. That is why the story of India between 2014 and 2026 is not merely a story of numbers. It is the story of a nation that, for the first time, began to run at the full measure of its potential." — Hon'ble Prime Minister Shri Narendra Modi

G Kishan Reddy

13,848 Aufrufe • vor 3 Monaten

Sam Altman on how to identify founders who can build $10 billion companies “It’s difficult to hear an idea at the very early stage and say: ‘Yeah, this idea has what it takes to be a $10 billion company.’ However, I think you can, with practice, identify founders that have a chance at creating one of those companies.’” The first four traits Sam looks for comes from gmail creator Paul Buchhiet: obsession, focus, frugality, and love. Next, Sam looks for intelligence: “You can give a founder an idea, but the problem is they need to come up with new ideas for the company basically every week… We tried an experiment at Y Combinator where we funded 20 teams of strong founders that didn’t have ideas but otherwise were really good, and they all failed. What we learned is that good founders have ideas all the time.” #6 is communication skills: “So much of your job as a founder is about communication—every time you hire someone, go to raise money, try to sell the product, and set a direction for the company. A huge amount of a founder’s job is being an evangelist for the company. If you don’t have strong communication skills or you don’t develop them quickly, you’re at a big disadvantage.” #7 is execution speed. How quickly can you generate a hypothesis, test it, and implement it? Sam observes that most slow-moving founders who went through Y Combinator didn’t go on to be successful: “A relentless cadence of execution is incredibly correlated with success.” #8 is the rate of improvement of the founder: “If you look at a founder who comes to meet you for a seed round and compare that founder to Brian Chesky, you will be disappointed 100% of the time. That’s the wrong comparison… You should look at the at the growth rate of the founder… Humans always underestimate exponential growth.” #9 is the right motivations: “There a lot of people who start a startup because they think it’s a way to get rich quickly, and unfortunately it’s just not. So startups have become the new default career trajectory for ambitious people… This does not work given the amount of pain you have to suffer for a startup… In our portfolio at YC, every time we thought a company was going to go really well and didn’t, the founder did not have a deep sense of mission.” Video source: Y Combinator (2018)

Sam Altman on how to identify founders who can build $10 billion companies “It’s difficult to hear an idea at the very early stage and say: ‘Yeah, this idea has what it takes to be a $10 billion company.’ However, I think you can, with practice, identify founders that have a chance at creating one of those companies.’” The first four traits Sam looks for comes from gmail creator Paul Buchhiet: obsession, focus, frugality, and love. Next, Sam looks for intelligence: “You can give a founder an idea, but the problem is they need to come up with new ideas for the company basically every week… We tried an experiment at Y Combinator where we funded 20 teams of strong founders that didn’t have ideas but otherwise were really good, and they all failed. What we learned is that good founders have ideas all the time.” #6 is communication skills: “So much of your job as a founder is about communication—every time you hire someone, go to raise money, try to sell the product, and set a direction for the company. A huge amount of a founder’s job is being an evangelist for the company. If you don’t have strong communication skills or you don’t develop them quickly, you’re at a big disadvantage.” #7 is execution speed. How quickly can you generate a hypothesis, test it, and implement it? Sam observes that most slow-moving founders who went through Y Combinator didn’t go on to be successful: “A relentless cadence of execution is incredibly correlated with success.” #8 is the rate of improvement of the founder: “If you look at a founder who comes to meet you for a seed round and compare that founder to Brian Chesky, you will be disappointed 100% of the time. That’s the wrong comparison… You should look at the at the growth rate of the founder… Humans always underestimate exponential growth.” #9 is the right motivations: “There a lot of people who start a startup because they think it’s a way to get rich quickly, and unfortunately it’s just not. So startups have become the new default career trajectory for ambitious people… This does not work given the amount of pain you have to suffer for a startup… In our portfolio at YC, every time we thought a company was going to go really well and didn’t, the founder did not have a deep sense of mission.” Video source: Y Combinator (2018)

Startup Archive

167,484 Aufrufe • vor 11 Monaten

Greg on why building a consumer company is brutally hard. You have to be world-class at product and growth. "In consumer, there are no quick fixes. Growth hacks are not a real thing. You have to be black belt at building products and growth. You have to love extracting information and creating solutions. It's not "I think it should be." That's how consumer companies die because they just freaking guess. And it doesn't match what the consumer is looking for. Great product, no growth. Doesn't get funded. Great growth engine, no product. Leaky bucket doesn't become a big company. Both those things have to be true. It's not going to be six months or a year. It's 10 years of constantly problem solving along the way."

Greg on why building a consumer company is brutally hard. You have to be world-class at product and growth. "In consumer, there are no quick fixes. Growth hacks are not a real thing. You have to be black belt at building products and growth. You have to love extracting information and creating solutions. It's not "I think it should be." That's how consumer companies die because they just freaking guess. And it doesn't match what the consumer is looking for. Great product, no growth. Doesn't get funded. Great growth engine, no product. Leaky bucket doesn't become a big company. Both those things have to be true. It's not going to be six months or a year. It's 10 years of constantly problem solving along the way."

Patrick OShaughnessy

37,742 Aufrufe • vor 8 Monaten

"Everyone may be positioned for the wrong economy" Mark Moss says growth has stopped being rate sensitive, and the gap between what the economy and the government can tolerate is the Bitcoin case "Everyone's still the generals fighting the last war. We're waiting for 2008 to happen again. We're waiting for the debt crisis to happen, the bond market to revolt, the bond vigilantes, there's going to be a recession, the AI bubble for sure is a bubble and for sure it's going to crash." "I think all that's watching the wrong movie. My thesis is that maybe we're moving into a period where nominal growth actually stays stronger, long term rates actually go higher, higher than most people expect, but the economy keeps expanding even in that environment." "The reason is because the marginal growth engine, the growth of these companies, is less interest rate sensitive. It doesn't matter what's happening in the economy to get this growth. It doesn't care if rates go up by 50 basis points. They're spending so much money that I think we're entering an economy that's capable of tolerating higher rates." "It should have higher rates. But the interesting thing is the government can't tolerate the higher rates, and that's where Bitcoin fits in."

"Everyone may be positioned for the wrong economy" Mark Moss says growth has stopped being rate sensitive, and the gap between what the economy and the government can tolerate is the Bitcoin case "Everyone's still the generals fighting the last war. We're waiting for 2008 to happen again. We're waiting for the debt crisis to happen, the bond market to revolt, the bond vigilantes, there's going to be a recession, the AI bubble for sure is a bubble and for sure it's going to crash." "I think all that's watching the wrong movie. My thesis is that maybe we're moving into a period where nominal growth actually stays stronger, long term rates actually go higher, higher than most people expect, but the economy keeps expanding even in that environment." "The reason is because the marginal growth engine, the growth of these companies, is less interest rate sensitive. It doesn't matter what's happening in the economy to get this growth. It doesn't care if rates go up by 50 basis points. They're spending so much money that I think we're entering an economy that's capable of tolerating higher rates." "It should have higher rates. But the interesting thing is the government can't tolerate the higher rates, and that's where Bitcoin fits in."

The Wolf Of All Streets

33,995 Aufrufe • vor 6 Tagen

For Paul Frambot 🦋, variable-rate lending fails the basic test of a true financial primitive: “If you have variable rate, what does it vary on?” “The answer is that it’s arbitrary. You rely on something to say what is the rate, which makes it not a primitive.” “A primitive does not rely on anything for its existence.” “Fixed rate, fixed term is the right primitive for financing. It is the true and the only true primitive.”

For Paul Frambot 🦋, variable-rate lending fails the basic test of a true financial primitive: “If you have variable rate, what does it vary on?” “The answer is that it’s arbitrary. You rely on something to say what is the rate, which makes it not a primitive.” “A primitive does not rely on anything for its existence.” “Fixed rate, fixed term is the right primitive for financing. It is the true and the only true primitive.”

Bankless

30,312 Aufrufe • vor 1 Monat

The 9 traits Sam Altman looks for to identify founders who can build a $10 billion company “It’s difficult to hear an idea at the very early stage and say: ‘Yeah, this idea has what it takes to be a $10 billion company.’ However, I think you can, with practice, identify founders that have a chance at creating one of those companies.’” The first four traits Sam looks for comes from gmail creator Paul Buchhiet: obsession, focus, frugality, and love. Next, Sam looks for intelligence: “You can give a founder an idea, but the problem is they need to come up with new ideas for the company basically every week… We tried an experiment at Y Combinator where we funded 20 teams of strong founders that didn’t have ideas but otherwise were really good, and they all failed. What we learned is that good founders have ideas all the time.” #6 is communication skills: “So much of your job as a founder is about communication—every time you hire someone, go to raise money, try to sell the product, and set a direction for the company. A huge amount of a founder’s job is being an evangelist for the company. If you don’t have strong communication skills or you don’t develop them quickly, you’re at a big disadvantage.” #7 is execution speed. How quickly can you generate a hypothesis, test it, and implement it? Sam observes that most slow-moving founders who went through Y Combinator didn’t go on to be successful: “A relentless cadence of execution is incredibly correlated with success.” #8 is the rate of improvement of the founder: “If you look at a founder who comes to meet you for a seed round and compare that founder to Brian Chesky, you will be disappointed 100% of the time. That’s the wrong comparison… You should look at the at the growth rate of the founder… Humans always underestimate exponential growth.” #9 is the right motivations: “There a lot of people who start a startup because they think it’s a way to get rich quickly, and unfortunately it’s just not. So startups have become the new default career trajectory for ambitious people… This does not work given the amount of pain you have to suffer for a startup… In our portfolio at YC, every time we thought a company was going to go really well and didn’t, the founder did not have a deep sense of mission.” Video Source: Y Combinator

The 9 traits Sam Altman looks for to identify founders who can build a $10 billion company “It’s difficult to hear an idea at the very early stage and say: ‘Yeah, this idea has what it takes to be a $10 billion company.’ However, I think you can, with practice, identify founders that have a chance at creating one of those companies.’” The first four traits Sam looks for comes from gmail creator Paul Buchhiet: obsession, focus, frugality, and love. Next, Sam looks for intelligence: “You can give a founder an idea, but the problem is they need to come up with new ideas for the company basically every week… We tried an experiment at Y Combinator where we funded 20 teams of strong founders that didn’t have ideas but otherwise were really good, and they all failed. What we learned is that good founders have ideas all the time.” #6 is communication skills: “So much of your job as a founder is about communication—every time you hire someone, go to raise money, try to sell the product, and set a direction for the company. A huge amount of a founder’s job is being an evangelist for the company. If you don’t have strong communication skills or you don’t develop them quickly, you’re at a big disadvantage.” #7 is execution speed. How quickly can you generate a hypothesis, test it, and implement it? Sam observes that most slow-moving founders who went through Y Combinator didn’t go on to be successful: “A relentless cadence of execution is incredibly correlated with success.” #8 is the rate of improvement of the founder: “If you look at a founder who comes to meet you for a seed round and compare that founder to Brian Chesky, you will be disappointed 100% of the time. That’s the wrong comparison… You should look at the at the growth rate of the founder… Humans always underestimate exponential growth.” #9 is the right motivations: “There a lot of people who start a startup because they think it’s a way to get rich quickly, and unfortunately it’s just not. So startups have become the new default career trajectory for ambitious people… This does not work given the amount of pain you have to suffer for a startup… In our portfolio at YC, every time we thought a company was going to go really well and didn’t, the founder did not have a deep sense of mission.” Video Source: Y Combinator

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