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Lecture 1 – How to Start a Startup [video]

startupclass.samaltman.com

121–130 of 191 posts

Re: Lecture 1 – How to Start a Startup [video]

#121
post #114

Earlier quoted context omitted.

> I had a friend who turned down a job at Facebook in late 2008 because he felt the 15 billion valuation was very high and it limited his upside. He was way off and probably did not ask the recruiter proper questions. Common stock issued to employees is a different class from preferred stock issued to Microsoft.

Well really at the end of the day all that matters is whether this statement (from the video) is true: > Even if you joined Facebook as employee #1000, so you joined it in like 2009, you still made 20 million dollars. I find it hard to believe that it is true, but obviously both you and the speaker know much more about it than I do. However I've also seem people commonly overstate things like this. Some basic math: $…

Right, Dustin assumes a 0.1% grant for employee #100 and a 0.01% grant for employee #1000, but

* typically at that stage those levels of equity are reserved for highly desirable hires that would otherwise be tough to get

* this discounts the effects of dilution that each new investment round (as well as IPO) brings along

I think his point was to provide a ballpark figure to illustrate the main idea - you might have more impact (and receive appropriate compensation) even when joining a late-stage company, so don't dismiss that opportunity without at least considering it.

Taxation rarely plays into such arguments, since by the time the company reaches employee #1000 it's likely to be global, and similar employees with similar compensation packages in California, Washington, Canada or Switzerland are likely to see substantially different after-tax amounts.

Re: Lecture 1 – How to Start a Startup [video]

#122
post #7

@3:12: "There are much easier ways of getting rich." Could I get some examples? Thank you!

Get a job at AmaGooBookSoft. Execute competently, getting the standard bonus and equity packages. Continue for 10 years. Congrats, you're a millionaire. [This was even easier for folks who joined Google / Facebook between the times when they were clearly unstoppable juggernauts and when they IPOed.] Start a boutique consultancy with a buddy. Hire up until you get to ~8 employees. Continue for 10 years. Congrats, you'…

Really? 10 years at one of these companies (AmaGooBookSoft) and you're a millionaire?

Re: Lecture 1 – How to Start a Startup [video]

#123
post #75

Just watched the lecture. The first part of the lecture was on the "Idea", and I want to give an alternative approach. First, do I believe that what Altman describes can work and is what he has seen has worked? Definitely yes. Second, is that all that can work? I don't think so. Third, do I suggest that the alternative approach I describe here will be common and/or always better than what Altman describes? No. Someti…

Your way of thinking is interesting, but in all of the examples you give, the execution was vastly more difficult than the idea. Furthermore, most of them weren't commercial products and couldn't have been done by a startup.

Re: Lecture 1 – How to Start a Startup [video]

#124
Disagree completely with the very first opinion expressed - 'Don't do a startup just to do one - do it only if you really want to solve a problem'.

India has produced about 3 big ~billion dollar compaines in the recent past - inmobi, flipkart, druvaa. None of the founders really started to 'solve' a problem they were passionate about. What they were really passionate about was just 'starting up' - and based on their personal strengths, industry knowledge and what they thought could be sold, stumbled on these big businesses. This was probably true for HP too.

It is absolutely ok to do a startup just for the heck of it. Get in the game and find out the intersection of what you can build and what a customer will buy. If you build a big business - the passion will follow. Do not forget to bullshit though on your big interview on how the so solved problem kept you awake at nights - it makes for some good reading and impressionable pr.

Re: Lecture 1 – How to Start a Startup [video]

#125

Earlier quoted context omitted.

Get a job at AmaGooBookSoft. Execute competently, getting the standard bonus and equity packages. Continue for 10 years. Congrats, you're a millionaire. [This was even easier for folks who joined Google / Facebook between the times when they were clearly unstoppable juggernauts and when they IPOed.] Start a boutique consultancy with a buddy. Hire up until you get to ~8 employees. Continue for 10 years. Congrats, you'…

Really? 10 years at one of these companies (AmaGooBookSoft) and you're a millionaire?

Yes. Within the first four years, a million dollars will have flowed through your bank account. By 10 years, somebody with a rudimentary ability to save money and a disinclination to purchase sailboats or lease BMWs should have a million dollar net worth after taxes.

It's a really good time to in history to know how to program computers.

Re: Lecture 1 – How to Start a Startup [video]

#126
Ideas are important ... but if Ycombinator stresses so much on the idea being really great then they should take these lines off their website (its on the "Apply" page)

"Your idea is important too, but mainly as evidence that you can have good ideas. Most successful startups change their idea substantially."

Re: Lecture 1 – How to Start a Startup [video]

#127

I made some notes while watching/listening. Might include minor errors or misinterpretation on my side 4 critical parts: Idea, Team, Product, Execution 1. Idea -> Good startups take about 10 years -> Startup should feel like an important mission -> Hardest part coming up with great ideas: best look terriblea t the beginning (e.g. search engine, social networks limited to college students without money, a way to stay…

Thank you & good work.

Re: Lecture 1 – How to Start a Startup [video]

#128

Sam mentioned that the idea was actually quite important. I recall PG saying that YC would often invest in the team because ideas change and aren't as important as good founders. Anyone have thoughts on this?

Like a good startup YC wanted to validate their assumptions and experimented with "no-idea" teams. Considering they don't have that option anymore, I'd venture to guess that they disproved PG's original saying and are now realizing that a good idea correlates with success. That's my guess.

Re: Lecture 1 – How to Start a Startup [video]

#129

I made some notes while watching/listening. Might include minor errors or misinterpretation on my side 4 critical parts: Idea, Team, Product, Execution 1. Idea -> Good startups take about 10 years -> Startup should feel like an important mission -> Hardest part coming up with great ideas: best look terriblea t the beginning (e.g. search engine, social networks limited to college students without money, a way to stay…

The surprising thing was that Sam's advice about working on a big mission and something "important" seems directly contradicting what pg has been writing for years. Just as trying to think up startup ideas tends to produce bad ones, working on things that could be dismissed as "toys" often produces good ones. When something is described as a toy, that means it has everything an idea needs except being important. It's…

As there is a high failure rate in startups it is very important to know though whether you are made for that kind of world. True, you'll learn a lot with every failure but not all of us want to spend years and years on miscarriages.

Re: Lecture 1 – How to Start a Startup [video]

#130
post #51

I disagree that a startup should commonly start with an "idea". Start with an unmet need people are willing to pay for. Or take an existing category with a lot of bad products and make a truly better one that improves every aspect of the experience. Often, you'll see many startups working on the same "idea". Something like Google is truly rare (a genuinely innovative approach to search).

Building a product for which people are willing to pay to meet an unmet need is an idea. As is building a good product in an existing category that contains only bad products. Just plug in the unmet need or existing category and you have the kind of ideas that sama talked about in the lecture.
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