A Quote by Sam Altman

The most common post YC failure case for the companies we fund, is they're incredibly focussed during YC on their company... and after they start doing a lot of other things. They advise companies, they go to conferences, whatever.
We've seen a lot of data at YC now, and the most successful companies and the ones where the investors do the best... end up giving a lot of stock out to employees- year after year after year.
... for the top twenty most valuable YC companies, all of them have at least two founders.
I actually made a website called Y2 Combinator, which was the Y Combinator that starts Y Combinator clones. There's a very clear difference in the quality between the companies that come from YC and the companies that don't.
I joined YC to recover from the brain damage of starting companies.
We're focused on doing one thing incredibly well. If you look at other companies, all of these companies are doing a lot of different things but we're still, as we grow, doing exactly one thing.
I think you have to learn that there's a company behind every stock, and that there's only one real reason why stocks go up. Companies go from doing poorly to doing well or small companies grow to large companies.
Many of the best YC companies have had phenomenally small number of employees for their first year, sometimes none besides the founders.
When we first started our internet company, 'China Pages', in 1995, and we were just making home pages for a lot of Chinese companies. We went to the big owners, the big companies, and they didn't want to do it. We go to state-owned companies, and they didn't want to do it. Only the small and medium companies really want to do it.
When you have countries that have a lot of minerals and diamonds and oil and are in business with companies from all over the world - but these companies don't share, really, their profits - this is called post-post-colonial.
There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
In YC's case, the number one cause of early death for startups is cofounder blowups.
Some years ago one oil company bought a fertilizer company, and every other major oil company practically ran out and bought a fertilizer company. And there was no more damned reason for all these oil companies to buy fertilizer companies, but they didn't know exactly what to do, and if Exxon was doing it, it was good enough for Mobil and vice versa.
I think Wall Street is very important, especially to tech companies. Wall Street will get in their rhythm and go fund tech companies, and tech companies will go create jobs and employ a lot of people, so there's that aspect of Wall Street.
One of the most fun and interesting things about YC is that we are kind of a startup ourselves. We are constantly changing and evolving what we do.
Liability is being assessed against companies who inadvertently have shipped a virus to another company. Rather than risk the incredibly bad PR, these companies fork over.
The companies that look after their people are the companies that do really well. I'm sure we'd like a few other attributes, but that would be the most important one.
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