Key Moments

Office Hours with Kat Manalac

Y CombinatorY Combinator
Science & Technology7 min read28 min video
Feb 15, 2017|21,310 views|254|6
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TL;DR

Founders often wait too long to discuss co-founder equity, and it's better to be a solo founder than have a fraught partnership.

Key Insights

1

Co-founder disputes are a common cause of early-stage company failure, highlighting the critical need for honest and timely conversations about commitment and equity splits.

2

For pre-launch startups seeking incubator applications, YC prioritizes demonstrated team execution ability and insights gained from talking to potential users, rather than just user growth numbers.

3

VCs prefer companies launch early with a basic version (even an 'embarrassingly basic' one) to gather crucial user feedback for iteration, rather than aiming for perfection before release.

4

When pitching to the press, warm introductions are significantly more effective than cold emails, with warm intros yielding a 50% better chance of a response.

5

YC views self-taught technical founders as equally valuable, recognizing that the drive and ability to learn and build independently can be more impressive than a formal computer science background.

The critical importance of early co-founder alignment and equity discussions

Co-founder disputes and initial misunderstandings about commitment and equity are identified as major reasons why promising early-stage companies fail. Kat emphasizes that having these difficult conversations as soon as possible is crucial, as the ideal scenario is for co-founders to be equally committed for the long haul — potentially a decade or more. If fundamental commitment issues arise early on, it's a strong indicator that these problems may persist or worsen over time. While letting a co-founder go is an option, it's challenging given the difficulty of finding suitable partners. Kat suggests exploring alternatives like a co-founder transitioning to a contributor role or rejoining later if the company progresses. Crucially, she posits that being a solo founder is often preferable and less distracting than managing a complicated or strained co-founder relationship. The advice strongly leans towards formalizing roles and equity early on, even on 'day one,' to prevent personal conflicts from derailing the business. Getting these discussions on paper transforms them from personal issues into business decisions, making it clearer when a partnership isn't working.

Building a startup ecosystem in developing countries

To foster entrepreneurship in developing countries, Kat suggests several key strategies. The most impactful approach is to engage individuals who have already successfully built and funded companies in the region. The ideal scenario is for successful local startups to eventually reinvest in their own ecosystems, similar to the hoped-for model with Rappi in Colombia. If a local angel investing ecosystem is nascent, incubators and universities can play a vital role in educating potential investors about supporting early-stage companies. When a local investor base is underdeveloped, creating a bridge to connect with funders in hubs like Silicon Valley, who are open to international startups, is essential. The most effective way to launch such an initiative would ideally be led by experienced founders or entrepreneurs, supplemented by a strong network of mentors. Simultaneously, it's important to address the funding aspect, effectively building both sides of the marketplace.

YC's recommendation system and application process

Y Combinator has launched a recommendation system at ycombinator.com/recommends, allowing anyone globally to recommend a founder. This system helps track recommendations and acknowledge those who refer successful applicants. However, Kat clarifies that a recommendation is not required for admission, as the vast majority of funded companies have no prior contact with YC staff or alumni. This highlights YC's commitment to being accessible, akin to a university. The system was implemented primarily to streamline the tracking of numerous recommendations previously received through informal channels. For pre-launch companies, YC looks for proof of the team's execution ability, often evidenced by past projects or collaborations, and insights gained from talking to potential users. Demonstrating a clear user need, perhaps through an email list or community growth of 10% weekly, is also highly valuable. Significantly, being in the pre-launch phase for too long (e.g., two years) can be a detractor, as it raises questions about the lack of progress and launch.

Navigating product development and customer acquisition

When identifying a target customer base, founders should start with a hypothesis about whose problem they are solving. Paul Graham's advice to focus on building a product that 'a hundred people love versus a product that a thousand users just think is okay' is central. Founders should rapidly get even a basic version of their product into the hands of potential users to gather feedback and iterate. If the product isn't resonating, it's crucial to pivot quickly, either by iterating on the product or by focusing on a different customer segment. Kat stresses that if a founder cannot determine if their product is viable, they must actively seek out the right people to test it with, as wasting time on an unpromising product is detrimental. A key mistake first-time entrepreneurs often make is not talking to customers early and sufficiently, or working in isolation. Additionally, launching too late due to perfectionism is a common pitfall; getting an 'embarrassingly basic' version out quickly is far more effective for gathering real-world feedback. For solo founders considering building a team versus proving the concept, Kat advises that building a prototype first can greatly aid in convincing others to join. However, she acknowledges the immense difficulty of the startup journey for a solo founder and suggests that ideally, founders should aim to do both: recruit potential co-founders while simultaneously building a prototype. It's never too early to start discussions with individuals you'd want to work with long-term, even if it takes time to convince them to join.

Lessons from past failures and reapplication to YC

Individuals who have previously founded companies that failed, even due to 'self-inflicted' issues like hubris, are encouraged by YC to reapply. Kat suggests reaching out to YC partners to explain the situation, as many partners may not be aware of the specifics of past ventures. YC has a history of funding alumni multiple times, recognizing that failure is a learning process and founders evolve. Dennis Mars (Proxy) and former YC partner Harge (Triple Byte) are cited as examples of founders who have successfully reapplied and been funded again. Being bold and honest about past mistakes is seen as valuable, and YC understands that founders, especially younger ones, learn significantly on the job. Growth and change are anticipated and welcomed.

Understanding YC's Request for Startups (RFS) categories

When filling out YC applications, founders should not overemphasize the RFS categories. Kat clarifies that categories like AI, mass media, or diversity are primarily for YC's internal tracking and do not impact an applicant's chances. For the 'diversity' RFS, YC is looking for companies that aim to make technology more inclusive and attractive to people of all backgrounds, citing Jopwell (a job marketplace connecting founders of color with tech jobs) as an example. The focus is on the product's mission, not necessarily the founder's personal diversity. Founders are not required to pick any RFS category at all.

YC's standard deal terms and incorporation process

Regarding deal terms, YC's standard offer is $120,000 for 7% equity, and they have not deviated from this structure. For companies that are not yet incorporated and receive YC funding, the process of incorporation using YC's standard documents is typically very quick, often taking around a week. YC generally prefers companies not to be incorporated beforehand, as it allows them to help establish a clean slate and the correct procedures from the outset. While lawyers confirm the process is generally fast, the specifics can depend on the company's unique needs.

Launching with the press: strategy and timing

When a company is ready to launch and seek press coverage, Kat's primary advice is to secure warm introductions to reporters. Cold emails have a low success rate (potentially 9 out of 10 emails go unanswered). Founders should research publications and reporters, understanding their 'beats,' and create a document of potential contacts. Offering exclusives to top-choice reporters is a key strategy. YC assists founders with a 'whiteboarding process' to anticipate likely press questions, covering aspects like the company's function, competitive advantages, and team's suitability for the business. Creating a personal FAQ for the company is recommended. Ideally, pitches should be tied to newsworthy events like funding announcements or alignment with current trends. It's generally too early to approach the press if there isn't a significant announcement. A better initial approach than focusing on press for user acquisition is to engage with early communities like Product Hunt or 'Show HN' on Hacker News. These platforms provide valuable, albeit sometimes harsh, feedback and can help founders develop a thicker skin before seeking broader media attention.

Startup Launch and Application Essentials

Practical takeaways from this episode

Do This

Build a product that resonates deeply with a small group (100 people) before aiming for broad appeal.
Talk to potential customers early and often to get feedback and iterate on your product.
Launch an embarrassingly basic version of your product quickly to gather real-world feedback.
Address co-founder equity splits and conversations very early, ideally on day one.
Focus on building your product; becoming an industry expert can come later.
Use warm intros for press pitches to increase response rates.
Research reporters and their beats before pitching them.
Prepare answers for common press questions (your company's FAQ).
Launch on platforms like Product Hunt or do a 'Show HN' for early user feedback.
If pre-launch, showcase team's ability to execute and insights gained from user conversations.
Build an email list or community to demonstrate a need for your product.

Avoid This

Delay co-founder equity conversations until issues arise; this can kill promising companies.
Work on a product in isolation without seeking feedback from real users.
Wait for perfection before launching; this can lead to wasted time and lack of market validation.
Rely on press as a sustainable user acquisition strategy.
Send cold emails to reporters; always try for a warm introduction first.
Be pre-launch for an excessive amount of time (e.g., two years) without launching.
Worry excessively about fitting into specific RFS categories for YC applications.

Common Questions

To foster entrepreneurship in developing countries, focus on finding and leveraging local founders who have built companies and understand the ecosystem. Encourage successful local companies to reinvest in their startup communities. Also, work on building a local angel investor ecosystem and connect them to international funders if necessary.

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