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If You Want Perspective, You’ve Got to Climb Mountains

Randy Pang Echo Peak

Randy Pang, my cofounder at Ridejoy, on the summit of Echo Peaks in Yosemite.

Having perspective is powerful.

When you ask for advice from a mentor or advisor, you are reaping the benefits of their perspective. They have a different (often higher) vantage point from which to see the situation and offer suggestions. But how do you get that perspective?

I recently ran two trail races that had a lot of uphill climbs. Trudging up those steep hills was no fun. We were sweating and grinding forward on a path that seemed to go up indefinitely.

When we finally reached the top, we were rewarded with incredible views of the surrounding area. You could see out for miles, across enormous swaths of of the Bay Area.

We got to enjoy this beautiful vantage point for most of the race and it was glorious.

It has occurred to me that to get great perspective, to get sound judgement and a better sense of what you ought to do in a given situation, you need to climb mountains.

These mountains can be literal, like the ones in my trail race, or metaphorical ones: dealing with tough challenges, making progress and pushing ahead:

  • Working on a startup
  • Raising a child
  • Launching a new product
  • Shooting a documentary
  • Recovering from an addiction
  • Traveling to foreign lands.

These things are hard, scary and sometimes dangerous. But it’s the struggle (and eventual success) that gives you wisdom.

A parent, a veteran entrepreneur, a seasoned traveler – these people have hard-earned perspective that came from their facing the steep hills of their lives and forging ahead. Sometimes they slipped back a little or had to stop and rest. But they always kept their eyes on the path, rallied and continued onward. Because that’s what it takes.

So remember:

If you want perspective, you’ve got to climb mountains.

 

I am writing a book called Winning Isn't Normal. Check it out.

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Eleven Compelling Startup Pitch Archetypes (with examples from YC companies)

eleven compelling startup archetypes

Photo credit by TEDx Vancouver

Over the past few weeks, I’ve helped a handful of startups work on their YC applications and interviews. I spent much of the time brainstorming with the founders on the best way to explain their business in the most clear and compelling way possible. These founders knew a lot about the market and had spent months if not years developing their ideas, but that often meant they would be all over the place when talking about what they were doing. This caused their pitch to sound weak and not be as compelling as it could be.

Paul Graham is, among other things, really good at boiling companies down to their essence. When practicing for Demo Day, you’d see founders start to pitch their company and Paul would say “Wait, don’t say that. Why don’t you say you are doing ____” which summed up the company in a more beautiful and compelling way than anything the founder had previous pitched.

Startup Pitch Archetypes

When talking to an investor (or potential advisor, partner or other person who cares about the viability of your business success) you will talk at some point about all the major things: the market, the product, the team, the target customer, the business model etc — but how you lead the discussion and how you frame your points matters a lot.

From my experience at two demo days, talking to investors about Ridejoy and listening to lots of aspiring YC founders talk about their businesses, I realized that the best startup pitches seem to fall into several patterns. Depending on the type of business you’re building, who you’re pitching and your personal style, there are probably one or two archetypes that would be most compelling.

I’ve identified eleven compelling startup pitch archetypes (depending on how you slice it) and have tried to explain what they are, what they sound like, examples of YC companies that might have used this archetype and advice on how you might go about using it.

Take a look.

DISCLAIMER – I tried to match YC companies to pitch archetypes that I thought made sense but I was not at their meetings with investors nor did I attempt to verify this article with them (not enough time). The “What it sounds like” quotes are all simply illustrations of what this type of pitch might sound like and are all written by me, not by other YC founders. I’m not trying to put words in anyone’s mouth. Finally, these pitches are not magic. Nothing works unless you do.

The Standard Pitch

What it is:

You’ve identified a problem / unmet need that a specific group of people have and have created product or service that addresses the need/solves the problem and is within your target customer’s budget.

What it sounds like:

“Over 40% of widget makers say they are “displeased” or “extremely displeased” with their widget designing software, particularly in areas X, Y and Z. We’ve built a better widget designer that is 2x as good in X, Y and Z than the competition” Continue reading →

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13 Strategies to Get Buy-In for Your Great Ideas [art of buy-in 3/3]

13 strategies for buy in title image

Photo Credit by Highway Agency

This the final post in a 3 part series on the art of buy-in. Post 1 explained why some people almost always get their ideas shot down. Post 2 was a story about how I overcame the naysayers and got buy-in for my team dues idea . Post 3 outlines 13 specific strategies you can use to get your great ideas implemented.

——- 7 strategies I used in my effort to get a team dues implemented —–

1) Build a base of supporters

For a good idea to be adopted by a group, it’s not enough for most people to be on board – you need a few very vocal supporters to champion your idea. As captain, I had some positional authority, but I knew it would be important to enlist the support of former captains and friendly teammates before the presentation even happened. Taking the time to have one on one conversations to sell your idea to people you trust within the group is time consuming but vital to ensuring your pitch to the full group is successful.

2) Prepare to address objections

This seems obvious, but people generally don’t prep enough for objections. If you just dismiss people’s viewpoints, they don’t feel respected and will be more likely to fight your proposal. In this case, I knew there were at least three objections I had to address and I took time to appropriately address each one.

  • We don’t spend that much money as a team – I built out a very detailed spreadsheet with our team’s expenses which meant it was harder to challenge the amount I was requesting
  • I don’t have money on me – More of a timing thing, I waited until the guys had received their per diem
  • I don’t want to overpay – I promised my teammates we would stick to the budget and if that if there was money leftover it would be returned to them

3) Neutralize nay sayers

Even after addressing objections in a way that will please most people, there are often still nay sayers who just refuse to change, don’t want to do anything or perhaps dislike you personally. Making sure that Eric and Luke wouldn’t shut down my idea in front of the group was a key strategy for getting team dues through. Depending on your situation, there are a couple tactics you can take to neutralize naysayers:

  • Try to win them over in a one on one - Sometimes nay sayers just want attention.  Other times, they have a genuine concern or misunderstanding.  When you meet in person, you can create a safe environment to speak honestly, identify the underlying issue, and figure out what to do — without the pressure of egos or an audience.
  • Have someone they trust/respect win them over – you might have the right message for the naysayer but perhaps they need a different messenger. If you can convince someone they trust to make the case for idea (see building base of supporters) they might be able to get through when you couldn’t.
  • Use peer pressure to force them in line – if you have enough support, you can make them look like the bad guys – the ones holding everyone back from pursuing this great idea and thus pressure them into going with your proposal. This isn’t always easy to do and it could backfire.  Plus, I had a feeling Eric and Luke would just dig their heels in.
  • Cut them a deal - I used this technique when I offered to let Eric and Luke pay individually.  This can be a risky move, because if people find out about the special treatment, they may doubt my integrity and overall motives.  Why do some people get a deal but others don’t? Do you have to suck up to Jason or make a ruckus to be exempt from rules in the future?  In this case, it was worth taking a chance because I felt like most people would understand.
  • Strong arm them into agreeing – this is typically a last resort move – threatening to make their life miserable or eject them from the group (if you have that authority) are blunt objects that can work but will definitely cause some collateral damage and are best avoided.

4) Show them you have their best interests in mind

People need to know that you care about them and aren’t proposing an idea that really only benefits you. The best way to do this is to have a track record of generous contributions to the group (and to remind them of this track record).

In my case, I mention talking to Susan, who was an administrator in the athletic department and tried to get our team more money (by increasing the number of days of per diem we got from 4 to 6 or 7, which is what we usually got). I wasn’t successful but I mentioned it as a reminder of “Hey, remember, I’m out there busting my butt so we can get more money. Keep that in mind when you think about this.”

Find a way to show people you care about them and want what’s best for them – it will help them trust you when you suggest something new. Continue reading →

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Out of My Element: Notes by a Former Gymnast-turned-Runner in His First Triathlon


photo credit: Manuls via photopin cc

I’m always evolving and experimenting with my writing style here. On this post, I tried to write in the style of a magazine article, like something out of the Atlantic or Esquire. Not too pretentious, but a bit more literary than my standard ass-kicking fare. Let me know what you think in the comments!

I’m standing in a crowd of people covered in spandex and neoprene.

As a former gymnast, this is nothing new. Seeing muscled adult males squeezed in tight, form-fitting material was once a commonplace occurrence for me. What is novel, however, is that instead of being in a heated, insulated gymnasium, I’m standing in front of a dock, overlooking a small harbor on a chilly morning in early spring.

I’m here to compete in my first sprint triathlon.

For a long time, my only knowledge of triathlons was the Ironman ― the grueling 140.6 mile race that is one of the greatest endurance challenges in the world. It’s a 2.4 mile swim followed by a 112 mile bike ride, followed by a marathon (26.2 miles). As the story goes, the competition combined several long standing distance races to settle a debate between several military officers about which sport ― cycling, swimming or running ― was the “greatest”. The first Ironman Triathlon was held in Hawaii in 1978 and has since grown considerably in both participation and renown.

I found out about more manageable triathlons for mere mortals after following a blogger named Joel Runyon, who writes about triathlons [1], adventure travel and doing impossible things. More personally, I’ve been in touch with a college friend – a former swimmer who, in a renewed focus on exercise and weight loss, found a passion for running and decided to compete in a sprint triathlon.

The buzzer goes off and away we go, paddling through the water. I am surprised and pleased by the ability of my rented wet suit to keep the chilly 55 degree harbor water at a distance. The wet suit does not, however, do anything to prevent the salty sea water from entering my mouth every time I take a breath. Even after a month of swim practice at the YMCA, I find myself struggling to keep a good stroke rhythm going.

Halfway through swim I begin to feel my arms lock up as the coldness starts to affect their ability to move. I try to push onward, hoping that I won’t have to cry out for one of the lifeguards mounted on kayaks to save me from drowning pathetically 20 feet from dry land.

“What was I thinking”, I ask myself “when I decided to sign up for this?”

Triathlons come in four flavors: Sprint, Olympic, Half-Ironman and Ironman, each featuring longer and longer distances. For beginners, a “sprint tri” is relatively doable – with swim distances of 400-800 meters, bike rides of 10-12 miles and run distances of 3 miles or perhaps a 5k. While I personally find the term “Sprint” a bit puzzling as the descriptor for this distance, I can definitely see how it is a faster paced race than any of the longer distances.

How I found myself participating in a sprint tri has been a bit of a surprise and mystery to my friends and family. How does a gymnast of 16 years, used to meets where total time on equipment over six events adds up to less than 10 min of actual exercise decide he wants to race in hour-plus long triathlons?

It all started with a life-long shame in my ability to run.

Running has always been one of my weaknesses. I distinctly remember struggling to run a mile in gym class in middle school one year (the 27 laps around our gym’s hardwood floor feeling like an eternity) and my father chiding me for “losing to girls” with an 11 minute something mile. I was able to write it during my years as a competitive a gymnast, since one’s ability to run a mile has little to do with one’s ability to do a two and a half twisting somersault.

About a decade after that middle school mile, I was lost in the psychological wasteland of a former collegiate athlete. Going to the gym and working out felt empty and pointless. It was then that I tried running again. The first “real” mile I ran after college took 11 minutes and 47 seconds, which translates to 5 MPH, a speed reserved for driving in parking lots.

I am finally catching my breath.

I made it out of the water unassisted (2nd to last of the men in my batch) and am now riding the commuter/road bike hybrid I was borrowing from my roommate along the first of three flat lollipop loops that was the bike course. It’s a joy to inhale fresh air without a mixture of salt and the constriction of a suit.

I have, however, entered a new realm of hazards because while the swim portion was relatively contained with just a dozen or so men in my age group in the water, the bike route has men and women of all categories, including the highly competitive collegiate athletes. Sweaty bikers whizz by in gleaming blurs of carbon fiber and aero bars with a distinct zoom that sound more automotive in nature than pedal-powered.

I actually have to pull over to the curb as one fierce biker shouts for me to get out of her away. Did she say “on your left” or “move to the left”? I’ll never know.

Jason holding bike triathlon

A post-race shot of me and my borrowed commuter/road bike hybrid

Undeterred by my slow first run, and fueled by the keen desire to challenge and redeem myself, I began to put more miles on the road. My passion came not just from a need to conquer this weakness of my athletic ability, but of my skelo-muscular abilities as well.

I dislocated my left knee in my junior year of college in a disastrous vaulting accident and have undergone over five reconstructive surgeries to rebuild or trim my ACL, PCL and surrounding ligaments and tissues. Yet somehow running, especially in minimal footwear with a forefoot strike, has not given my knee issues and even my surgeon ― after examining my knee in an annual checkup ― grudgingly allowed me to continue running.

I was determined to turn running into a strength. And in the proceeding months, I did just that ― increasing my speed and distances from 5ks to 10ks to half marathons.

But after training for and competing in my first half marathon, I found myself suffering overuse issues in my feet that were frustrating and kept me off the road. And so looking around Active.com ― a website that lists sporting events and various types of races in one’s local area ― I found a sprint triathlon nearby held by my own alma mater.

I decided to enroll in the “Stanford Treeathlon“.

After getting passed endlessly for miles, I finally settle into a good pace and even catch myself passing a few people. I rip into an energy gel and drink a few gulps of water while trading “leads” with a boy who couldn’t have been older than 15. He’s even gracious enough to give me a “Good Job!” when I passed him. What a sport.

I try to kick it up a notch and attempt to chase down a girl in a white tank top. While I do pass her once, she catches back up and leaves me in the dust. Pulling in after my third loop I’m a little winded and my quads a bit sore, but otherwise feeling pretty good. I’m excited for “my” part of the tri ― the run.

The bike route gives a great view onto the sidewalk where I see triathletes stumbling away with terrible form, more shuffle than stride. I am excited to knock this leg out of the park.

It turned out training for a triathlon wasn’t very easy. The running was straightforward, but I don’t own a nice road bike, nor did my normal gym have pool access. I found a nearby YMCA and squeezed into lanes alongside senior and adult swimmers just looking to get in their morning dip. I suspect the lifeguards had a good laugh as I splashed away like a maniac, panting and half drowning as I put in my laps.

After swimming I’d get one of the spinning bikes and go for 20 or 30 minutes. Of course while those bikes are better at mimicking a real road bike, they don’t give you any digital feedback on distance or difficulty so I wasn’t sure how close this was to race conditions or even how hard I could push myself on the bike. My one cycling foray on actual road was a 12 mile round-trip ride across San Francisco out to the ocean that, with hills and traffic lights, took nearly 45 minutes each way.

I realized I did not really know how the race would go or how much it would tax me.

I struggle a bit to put on my Vibrams Five Fingers (my minimal running shoes that resemble “foot gloves”), my toes uncooperative and unwilling to slide into their proper spots. Eventually they’re wrestle them into position and I’m off.

Really off.

Everything feels wrong. My legs feel like they’re made out of lead. Shock from each footstrike resonate directly into my chest cavity and my heart feels like the clapper inside a church bell. Suddenly I realize why so many of those runners looked awful ― because they felt awful. I urge myself onward, slowing down my pace a little while I try to get my legs under me.

They come back about a mile in. Finally, I feel like I’m in my element. Foot in front of foot ― I’m moving. It’s pure sport, uncluttered by the brand of my suit, or the material of my frame. I hold an 8 minute a mile pace until I can almost see the finish line, then throw in my final kick, flying through the blue rubber mats that cover the timing machinery.

My total time clocks in a 1:29:40, putting me 2nd to last in the 25-29 year old male age group, and 154 overall, in perhaps 200 something competitors. My splits are 16:08 mins on swim, 43:20 on the bike and 23:28 mins on the run with 3+ minute transition times.

Jason racing sprint triathlon

The final sprint home!

Overall, I am happy with the outcome of my first sprint tri. In retrospect, I think I could have pushed myself a little harder on both the bike and run, though I definitely maxed out my swim. Some smarter racing tactics could have further shaved a few minutes off my time ― for instance my transitions could have been much faster.

There was definitely something exhilarating about running into the transition area, shucking a wetsuit or helmet and switching into new equipment. It felt like a being a Transformer (the phrase “activate running mode” seems like a catch phrase that could go on an ironic triathlete t-shirt).

I can also see the advantages of racing tri’s ― more variety in training and more room for optimization in a variety of area. Beyond just swimming, cycling and running more, improvements can come from learning a skill or technique (for instance, I could really benefit from swimming lessons) and simply buying just better gear. It almost reminds me of those casual Facebook-connected games where you can either earn your currency from in-game activities, or shortcut to them by converting your real money.

I personally don’t find all these areas of optimization very appealing. One of the few ways that gymnastics is similar to running is that the equipment is relatively standardized. While your home gym may differ from other gyms, at the competition, you are all wearing the same kind of spandex, the same wrist supports, hand grips and other attire and none of it guarantees a significant improvement in performance.

Similarly, in a running race, all that really matters is that you’ve got a decent pair of running shoes. Races feel more level and running feels more primal. Distance running feels like the ultimate competition, especially if you believe the claims by Christopher McDougall in his best-selling book Born to Run [2].

I’ll probably race another tri someday. Maybe I’ll even do the Treeathlon again, next year. I’m proud to have completed my first race and have a new level of respect for those Ironmen. But for now I think I’m going to stick with running. I’ve got a full marathon coming up in July and perhaps some fun races in between.

For once, I’m shying away from the shiny new thing, and pushing farther down simple, (but not easy!) road. I’d like to believe I’m doing things the way a real runner would.


FOOTNOTES

[1] In fact, he actually recently wrote an entire guide on sprint triathlons that you can check out here.

[2] In the book, McDougall argues that the ability to run long distances is one of the distinguishing features of modern human beings and may have lead to hunting advantages over Neanderthals.

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How Y Combinator Evaluates Teams (an alum’s perspective)

Note: I was fortunate enough to go through Y Combinator to build Ridejoy and now I want to share what I’ve learned with everyone. I’m writing what I hope to be the ultimate guide to Y Combinator and I’d love your input. I’ve drafted the entire thing (it’s going to be 100% free like beer) but am looking for input before I publish – let me know your thoughts.

Summary: YC wants to fund great startups. Great startups come from great teams. Great teams are smart, technical, get stuff done, resourceful and tight-knit.

Once I know what type of group I have, I try to figure out how good an instance of that type it is. The most important question for deciding that is

Please tell us in one or two sentences about something impressive that each founder has built or achieved.

To me this is the most important question on the application. It’s deliberately open-ended; there’s no one type of answer we’re looking for. It could be that you did really well in school, or that you wrote a highly-regarded piece of software, or that you paid your own way through college after leaving home at 16. It’s not the type of achievement that matters so much as the magnitude. Succeeding in a startup is, in the most literal sense, extraordinary, so we’re looking for people able to do extraordinary things.

From PG (http://ycombinator.com/howtoapply.html)

PG says hey look for 5 things in founders that they look for in 5 things in founders: Determination, Flexibility, Imagination, Naughtiness, Friendship. But what does this really mean? And how can you showcase these traits on your Y Combinator application?

One more quote:

For most startups at this stage, the best predictor of success is the founders. So, the most important parts of the application for me are the questions about the founders’ backgrounds and the most impressive things they’ve done.   We’re looking for evidence that the founders are smart, effective, and determined.

From Sam Altman (How to Get Into Y Combinator)

From what I understand, most companies that apply Y Combinator historically are pretty early stage. They haven’t raised much capital, they may or may not have a lot of users/revenue and they are probably under a year old. There are exceptions to this rule now that there’s the Start Fund / SV Angel $150k in funding. These days, more later stage startups are applying to, and getting accepted into YC.

My point being though, that the primary factor that determines the success of an early stage startup is the team. Your product can change, your market can change, but your team is not really going to change (unless someone leaves, which is usually bad or at least disruptive). So YC really spends a lot of time evaluating the team when reading applications.

From going through YC, talking to partners/founders and reading YC material, here’s how I think that breaks down:

1) Smart

Great teams are smart. So show YC your team is smart – meaning you are knowledgeable in the relevant fields of your industry and of starting a startup, can learn new things quickly, can process information and make smart decisions. Sam Altman calls the application’s questions about the business as “largely an intelligence test“.

I do think pedigrees matter – I’ve noticed a noticeably higher number of top 15 schools, as well as people who have worked at well known technology companies, or done Math Olympiad/won Putnams/finished college at 16 etc so don’t be afraid to flaunt those things.

But at the same time, they have also demonstrated willingness to fund younger, “unproven” folks, folks without pedigrees etc – they just have some other way of demonstrating how smart they are (ie: past projects or other notable accomplishments)

In our case, two of us went to Stanford, the other Cal and all three of us had worked at VC-backed startups.

Relevant questions on app: Background, most impressive thing you’ve done, real world hacks, what do you understand about the market that others don’t

2) Technical

You are presumably starting a company that leverages (and most likely produces) technology in some way. Teams that are knowledgeable about how technology works are “technical”.

The assumption is that there is at least one person on your team who is pretty technical (can code / build most of the core product). As time has gone on, more people without much technical backgrounds have been applying. I think it’s much harder to get in without a strong technical background but it’s not impossible. Do whatever you can to emphasize how you’re addressing this area – preferably by showing a barebones demo that you yourself built. Don’t make it seem like you are waiting for a “technical cofounder” to save the day.

It does seem like that if you’re building a “regular” web / mobile app (ie not something that requires crazy new tech), they will not really dive into your technical chops if you have a cofounder with a CS degree or real engineering experience. But if you are shaky in this area, that is not a good sign.

On a personal note, I truly understand how difficult it is to do a startup without programming experience. I have done a fair amount of “cofounder dating” and have struggled through learning bits of Ruby on Rails without much success.

I can only say that I was really really lucky to find myself with two friends and roommates who were excellent programmers and had the startup itch. It can happen, but it’s not easy. Then again, no one said starting a startup was a walk in the park.

Relevant questions on app: Background, most impressive thing, hack, projects worked on together

3) Gets stuff done

Great startup teams have high output. They create things from nothing, and overcome hurdles to achieve their objectives. You need to show the YC partners that you guys will get stuff done, and ideally have experience getting stuff done together in the past.

PG has said that a really bad sign for a startup would be they meet him at office hours, discuss a bunch of issues / questions etc, and 10 days later meet again and PG had the feeling they were discussing the same things as if basically nothing really had happened in between that time. It means the founders were not getting stuff done. Very bad.

Personal story: my cofounder Kalvin and I had started and built a nonprofit together in college way before deciding to team up for Ridejoy which was the basis for his “most impressive thing”. We also discussed our rather ridiculous startup roommate finding project that all three of us worked on.

Relevant questions on app: Most impressive thing, hack, projects worked on together,

4) Resourceful

Kind of like being smart and get things done, but also something else. Clever comes to mind. As does “naughty”. Willing to break the rules, find loopholes / tricks. You can’t always power through stuff, so YC founders want to see that you can find the back door and you’re wiling to maybe get in a little trouble to do something.

I’ve written a lot more about being relentlessly resourceful elsewhere on the blog.

Relevant quotes from PG:

“In any interesting domain, the difficulties will be novel. Which means you can’t simply plow through them, because you don’t know initially how hard they are; you don’t know whether you’re about to plow through a block of foam or granite. So you have to be resourceful. You have to keep trying new things.” – Relentlessly Resourceful

“Though the most successful founders are usually good people, they tend to have a piratical gleam in their eye. They’re not Goody Two-Shoes type good. Morally, they care about getting the big questions right, but not about observing proprieties. That’s why I’d use the word naughty rather than evil. They delight in breaking rules, but not rules that matter.” — What We Look for in Founders

5) Tight-knit

People say that having cofounders is like being married with kids minus the sex. Your cofounders and you have this intimate connection, your baby, the startup, and you are pretty much willing to share your entire lives and your efforts are devoted to raising that kid/company.

YC really wants to see founding teams who have known each other for a long time, worked together and have a good fit. One thing that hurts startups is when cofounders bicker constantly. This is highly unproductive. Even worse is when they split entirely. And this happens not infrequently, both to YC and non YC companies. This can tank the company completely.

PG lists “Fights Between Founders” as number 17 in Mistakes that Kill Startups and says that 20% of the startups YC funds has a founder leave. 1 in 5!

Do your best to show why you and your cofounders are going to make it. Why are you a match made in heaven? Will you stick it through thick and thin even when the going gets rough and you’re pissed at your cofounder and you don’t have enough sleep etc.

“Startups do to the relationship between the founders what a dog does to a sock: if it can be pulled apart, it will be.” – PG

Relevant questions: How long have you know each other, projects worked on

Personal story – I lived with my cofounders for a year before we decided to do YC. We already knew each others personality quirks. We had argued about stuff, dealt with money things, and coordinated parties / hunted for new roommates etc together. And we said all those things are in our app.

We knew what we were getting into, and we liked each other a lot. Now not every team has the good fortune of so much history and connection / synergy, but the more you can convey how tight your team is and how your tendencies complement one another, the better.

Note: Now having read through this post, if you have any feedback on my project to create the ultimate guide to Y Combinator please let me know. I’d love to hear your thoughts.

photo credit: ‘PixelPlacebo’ via photopin cc

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