Simple economics of scale. centralizing a highly effective management and financial instruments create a lot of value, often called a roll-up strategy. a company worth 1 merged with a company worth 1 is typically worth more than 2.
You cut out the context. It wasn't "do bullshit", but "Do bullshit padding around your entire story."
That is pretty much every company out there. Company leaders revise their history to make them more attractive, come up with visions in hindsight and add ethic concerns etc.
Hello Elad. Thank you very much for being so open to sharing. Do you have any snippets or content about traction? To me, that seems to be the most difficult part about team-building and startups in general. I have a lot of brilliant friends with whom I have an easy time bouncing ideas around with. Every couple months, an idea will be fleshed out enough to justify starting to work on it, but it's the groundwork that translates to long term growth that I have the most difficulty with, assuming that the problem is worth solving, the product is "good", and the product-market fit is there. Of the people you interviewed, did someone provide any insight into that?
Unfortunately my book focuses on the stages right after that - i.e. you have traction and need to scale.
There are some good things written on this topic that you have probably seen - e.g. Paul Graham has some great posts on this as do Sam Altman, Michael Seibel and Aaron Harris.
On the non-YC side Peter Thiel's Zero to One, Marc Andreessen's archives (on the A16Z site) and Chris Dixon's pre-crypto writings are all great on this topic too....
I rather not try to dig up the best specific opportunity or lesson learned from my nine years here. HN promotes the positive and entrepreneurial mindset necessary to have an impact on the world, however small that impact might be.
Paul Graham set excellent example early on. Upward mobility from curious, resourceful, and already successful people deciding to help one another.
