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.

One of the biggest advantages that start ups have is execution speed and you have to have this relentless operating rhythm.

Growth solves (nearly) all problems

So you should always stay on top of people's vesting schedules.

So always keep momentum, it's this prime directive for managing a startup.

You want an idea that not many other people are working on, and it's okay if it doesn't sound big at first.

I really believe that the single hardest thing in business is building a company that does repeatable innovation... and just has this ongoing culture of excellence as it grows.