Earlier quoted context omitted.
> Wait, Adora is part of YC? I was really surprised by that too. Looking at her and her co-founder's handling of the shutdown as well as the overall fact that they just couldn't execute (raising money isn't executing). I'm not sure what track record and skills she really brings to this.
I competed with Adora when I was running Exec. Under Adora, Homejoy had impressive execution on the early stage: they were very good at customer acquisition, hiring talented employees, and raising capital. All things that are important in the early stage startups. Homejoy had missteps after that initial period. But sometimes you learn as much or more from failure as you do from success.
The entire reason they failed was because they were paying more for customers than they were getting in return and even more importantly they were not retaining customers very well. It was a bleeding ship for a very, very long time until it went bust.
I could be great at customer acquisition no matter what the product if I'm losing a lot of money on each acquisition. Typically people hold up metrics such as NPR or usage as far more important than installs / initial acquisitions.
> Homejoy had missteps after that initial period. But sometimes you learn as much or more from failure as you do from success.
While I certainly agree from the latter (I know the very first project I ever lead was a HUGE failure and one of the most amazing learning experiences of my life) I'm not sure that necessarily qualifies someone to give start-ups advice. Sure you can tell them how you fucked up but without real experience in applying those lessons it's hard to see much value in it compared to most of the other partners at YC.
Hence why I was curious what her role was. If she's just leading this work or partnering on it then that might be a good fit. But if it's sitting down and giving advice to start-ups I'm not so sure I'd take it without a larger grain of salt than I would most of the other YC folks.