A Quote by Sam Altman

When it comes to starting startups, in many ways, it's easier to start a hard startup than an easy startup. — © Sam Altman
When it comes to starting startups, in many ways, it's easier to start a hard startup than an easy startup.
There are too many ways that a startup gig can go sideways. If the startup won't agree to hefty severance, pass.
For a long time, I've ranted against naming your startup community 'Silicon Whatever.' Instead, I believe every startup community already has a name. The Boulder startup community is called Boulder. The L.A. startup community is called L.A. The Washington D.C. startup community is called Washington D.C.
Not all startups are alike. One of the key ways they differ is in the relationship between a startup's new product and its market.
Every good startup is a cult. And it's really hard to create a cult if you are sharing space with people. Because a cult means you think you are better than every other startup, you have a special way of doing things that's better than anyone else in the world.
I've been very fortunate to be at the startup of a lot of different things. I was the startup of the Pancrase organization in Japan. Became a big figure over there. Then I was in the UFC and was at the startup of that, and I was a big figure in that. Twice. Not only in the beginning but also when it was taken over.
Techstars is truly global; you'll see us continue to expand all our programs worldwide, including accelerators, our venture capital, as well as the UP Global programs including Startup Weekend, Startup Next, Startup Digest, etc.
If you have an idea that you can't get out of your head, do a startup. Otherwise join a startup.
Part of the power of having startup communities is it continues to challenge the status quo. So for many of these cities that were once very important and powerful that today are struggling, startup communities are a way for them to rejuvenate themselves.
Forget startup companies. The next frontier is startup countries.
If someone is choosing between joining McKinsey or your startup it's very unlikely they're going to work out at the startup.
My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn't matter if you're 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That's why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.
It helps tremendously to have operating startup experience when advising startups. It is much easier to tell people how to talk to customers, build product, manage an engineering team, raise money from investors, and talk to press when you've done it before yourself.
Startup stories are always smoother in the telling than they are in reality. A startup is not one, but a series of 'Aha!' moments, and some which seem like 'Aha!' moments but turn out not to be.
I'm a creature of startups. For example, I don't want government interference in the startup ecosystem.
India is one of the youngest startup nations in the world, and so far, various technology startups have witnessed phenomenal growth. It's amazing how these startups are thriving solely based on domestic demands. It speaks volumes about India's economy and its rich talent pool.
Every leader needs to watch what teenagers or startup companies - or startup companies headed by teenagers - are doing today, because many of those behaviors will be mainstream behaviors tomorrow.
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