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I just gave a talk to the W2021 YC batch. It's my favorite startup audience to talk to. Here are some of the highlights:

 Finding product market fit is the critical thing to do in a startup.

Everything else: demo day, what investors you get, how much you raise, what press covers you -- it is all window dressing.
Many founders don’t want to talk to their customers because it makes them vulnerable, because it's hard work, because it's scary. Creating a tight feedback loop with customers is the one thing that will help you discover PMF.
If a customer isn't one of your cofounders, try to create a customer panel that allows as tight of a loop as possible. Call them daily. Put them in your Slack.
My Twitch cofounder Emmett Shear has a great analogy on PMF here: it's like rolling a boulder downhill. https://t.co/WEORUcnB4c
At Atrium, I confused myself on whether we had PMF because I was really good at sales. Basically, I was really strong and could roll the boulder uphill more easily. But it was still uphill.
It is often very unclear from the outside who is doing well or not in Silicon Valley. Example: people thought https://t.co/JQ2skuQnoc sucked, but Atrium was super successful. If you read the outside narrative you would be confused.
The outside narrative is irrelevant to your startup. Only focus on PMF. Just talk to your customers and build your product. Fuck the outside world.
You should be willing to toil on PMF in obscurity for as long as it takes. The best companies start with a narrow wedge of PMF and it turns out that many people want it.
Most founders start motivated extrinsically (money, success, security) but the best founders shift to being motivated intrinsically (they are doing things that give them joy). Intrinsic motivation will keep you working when extrinsic motivation will not.
It is ok to have extrinsic motivation - even if some of those desires aren’t the most attractive things to admit to yourself.
You can find investors without YC. You can raise money without YC.

YC is really an accountability framework for you to make fast progress in finding PMF. No one wants to be the person that shows up during office hours and reports that nothing got done the last two weeks.
Work is a kind of habit. If you want to be productive, set up the frameworks for yourself to improve your work habit. Make it easy, make it accessible, make it rewarding.
Example: I used to eat pizza every day for lunch, and then would take a nap. I thought I was just a tired motherfucker. But it turns out if I change my work diet, I am more productive.
On balancing ruthlessness vs compassion/kindness in a startup:

You should outline your values up front. Then make decisions in accordance with your values. I can’t tell you what they should be (and no one else can).
How to create a great cofounder team dynamic:

Start with values. Values will keep you together when you face stressful decision points (selling the company, shutting down, pivoting).
Make sure there are clear cofounder roles and a clear decision making structure. Have this conversation up front even if it is uncomfortable.

With your cofounders, build trust through vulnerability, clear communication, clear areas of responsibility.
Everyone wants famous investors to invest. Famous investors won’t make your company. Finding PMF will.
When you are successful, everyone will want to help you out, whether they invested or not. When you are failing, no one will want to help you, whether they invested or not.
Getting rich won’t solve your problems. You will still experience stress. Yes, this may be sound ridiculous. True equanimity can only come from getting right with your inner work.
More knowledge drops and summaries from my podcast The Quest on my free newsletter: https://t.co/U09RoOa8HI
One other thing I forgot: work with people who put a smile on your face. Life is short!

More from Justin Kan

Justin Kan
Justin Kan
@justinkan
1/ Silicon Valley has changed a lot over the past 13 years since I started my first company (an AJAX calendar called Kiko that was funded in the first batch of YC).

2/ Tech has gone from an industry no one cared about, to every random person I knew in college rushing to be part of it, to the evil industry destroying the fabric of society

3/ Starting a startup is easier than ever. Lots of resources: YC, more financing at the seed stage, much more information online. Starting a company is no longer a risky path.

4/ New businesses in every industry are now being built with methodologies that used to be just for tech startups (fast iteration, access to venture capital). Applies to D2C companies like Allbirds, full stack companies like Atrium, etc.

5/ Personally, I’ve felt recently that the overall risk appetite of the people working in tech has changed. People used to want to join frontier companies building something fun / cool; now everyone seems to be optimizing for salary / career stability.
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Justin Kan
Justin Kan
@justinkan
1/ Throughout my startup career, I’ve seen many founders have an aversion to sales. This is a mistake that can kill your startup.

2/ Sales is often viewed as either a saving grace or proof that the product isn’t good enough (because it should sell itself). Neither are ever true. Some common mistakes that result in...

3/ Mistake 1: Hire a sales rep before reaching product/market fit to get your initial batch of customers. This is a mistake because founders need to work through their MVP with early adopters to truly understand what it is they’re selling.

4/ Mistake 2: Reach product/market fit, need to scale, and rely entirely on self-serve. For enterprise products that require big commitments and internal shifts, almost no product is self-explanatory enough to sell itself.

5/ Mistake 3: Make a first sales hire who isn’t scrappy enough to help mold the sales process from scratch. Some salespeople are amazing at their jobs, but not cut out to establish the processes that others end up following. This skillset is what @rdedatta calls a “sales ninja”.
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Justin Kan
Justin Kan
@justinkan
Just got a tip that Citadel reloaded their shorts before they told Robinhood to stop trading $GME.

If this is true, Ken Griffin and the Robinhood founders should be in jail.

This is class warfare.

@aoc there should be a congressional hearing
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Justin Kan
Justin Kan
@justinkan
With @ycombinator #demoday kicking off, @atrium gathered advice from past YC founders.

.@jaltma from @latticeHQ says “Don’t confuse investor interest with product-market fit. You’re about to be on the receiving end of a lot of hype and FOMO - use it to your advantage by taking the money and then keep your burn and ego low.”

.@typesfast from @flexport says “I like to remind myself that even Bruce Springsteen still gets nervous before his concerts. Remember that, and then try to focus on what investors want: First, not to be bored. Second, to get rich(er).”

.@collinmathilde from @frontapp says “Leverage your data to tell a story about what the business has achieved and where it is going. Metrics are necessary, but they are too often shared without a narrative arc.”

.@drusenko from @weebly says “Make it relevant. Investors can live in their own world, so try to find an angle that they can relate to.”
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Justin Kan
Justin Kan
@justinkan
10 months ago we shut down Atrium after raising $75m in venture capital. Anyone hearing that knows I made tons of mistakes along the way. Someone asked me today what my biggest lessons learned were. Here they are:

Start with the mission
.

It is very hard to write the mission after the fact. You should start with a clear reason to exist and filter early hires for believers.

Start remote. SFBA is over for startups: the cost of housing and rent gives you much worse operating leverage. Many talented people choose jobs they want to be flexible re: location. Remote is better at this time in the market.

I wrote that before COVID, now it's extra true.

There is no skipping of the R&D phase of a company - if you try to skip this you miss the part where you are forced to develop something differentiated. Very hard to solve this with money.

Don’t build a services company. It’s more work to manage everyone and the reward isn’t there at the end of the day.
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// THREAD //

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I'm going to reveal exactly how you can start this agency today and the ONLY resources you'll need for it.

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People who want to switch on growth for their startups or marketing professionals ask me what to read to get their thinking up. Here's a thread of some books and blogs I read

When you read these, it's important to focus on the principles and not the exact strategy. Copying and pasting what someone else has done is not a guarantee that it'll work

Books:

1. Nir Eyal - Hooked: How to build habit-forming products.

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Joe Speiser \u26a1\ufe0f
Joe Speiser ⚡️...
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The dirty inside secret most first-time entrepreneurs don't know.

14 tools I use to steal from competitors, and build million-dollar businesses.

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Don't do anything that destroys your reputation. Copying what works is a simple & practical strategy, but don't cross any boundaries.

In this thread, I'll show you how to steal your competitors' traffic, product ideas, and customers in a 100% fair way.

1. Steal their social media traffic

Drop your competitors' url in https://t.co/n4squ8fjHh

It will tell you what % of their web traffic comes from which social media platform

Looks like this


Generally, this traffic will be from ads and not content. To steal their social traffic, you'll need to steal their ad strategy.

If they're getting their traffic from Facebook...

2. Steal their Facebook ads

Go to Facebook Ad Library and find ads that your competitor has been running for 6+ months.

All of these ads are likely profitable https://t.co/bgqtSOvAe2
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Brock Briggs
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@BrockHBriggs
I currently intern for a venture accelerator where I listen to and provide feedback on pitches from startups looking to get funded.

Here are 7 things I've learned so far 👇

1/ Forget the elevator pitch

Be able to describe what your business does and how it does it in one sentence.

VC's have short attention spans. Explaining what you do quickly means you understand your business and the value it offers.

2/ Tell a story

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Beginning: What is the problem?
Middle: What did you do about it?
End: Where is it going?

3/ Explicitly define the problem

Explain in detail what the issue is your customer has and WHY they have that problem.

Just because you have sales doesn't mean you're solving a problem.

Good businesses with exponential potential solve problems.

4/ Understand why you're different

If you're a first-mover in a good business, you will have competitors.
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Know what value you bring that others do not. Why did customers choose you and why will they continue to?
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You can move yourself around, and only hear and see people around you.

So when you want to chat with someone, you can just drag yourself over and say hi — no more juggling with Zoom links


3/ You can also open apps in the space, like Figma, Trello or Google Docs.

Everybody can see and use them together — so you can meet around your sprint board in the morning for standup.


4/ You can customize and furnish meeting rooms, which persist — so you can create:
- one room for a project launch, with tasks, metrics dashboard…
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SHAKTA DHARMA AND THEIR ACHARYAS

Śhākta or Shakti or Devi pooja is not a new upasana. It is being carried out right from the time of Vedic period. Puran's tell us that Rishi Vashishth would worship Tara devi. Parshuram ji worshipped Tripura devi,


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