# Q&A with YC Partners at Startup School SV 2016 > `[00:00:01]` I\'m cat one of the partners at Y C and I\'m gonna bring on a bunch of the partners with me today to help answer some of the questions that you sent us. Thanks for sending all the questions. `[00:00:01]` 我是 YC 的合伙人之一，今天我要帶一幫合伙人來回答你給我們的一些問題。謝謝你寄來的所有問題。 > `[00:00:11]` Let\'s bring everyone out. `[00:00:11]` 讓我們把每個人都帶出來。 > `[00:00:22]` All right. Let\'s have everyone introduce themselves really quick so let\'s go down the line. Start with Dora Amador. `[00:00:22]` 好的。讓每個人很快地自我介紹吧，讓我們開始吧，從多拉·阿馬多爾開始吧。 > `[00:00:35]` Michael Dalton on Casti. `[00:00:35]` 卡斯特島的邁克爾·道爾頓。 > `[00:00:38]` And so we just took all of your questions and are going to probably get through hopefully about 10. And then if there\'s any that we can\'t get you today we\'ll try to answer them online for you. But let\'s start with if you know you want to eventually start a startup. When should you do it. What\'s the best timing and how do you navigate the tradeoff between becoming a domain expert and just doing it now. `[00:00:38]` 所以我們剛剛回答了你們所有的問題，很有可能在 10 點左右通過。然后，如果我們今天找不到你，我們會在網上幫你回答。但讓我們先從你知道你想最終創辦一家初創公司開始吧。你應該什么時候創業呢？什么是最好的時機，以及你如何在成為領域專家和現在就這么做之間進行權衡。 > `[00:01:05]` If you want to start and you have an idea you think you should just start now instead of trying to figure out the tradeoffs. I think when you start and even if you\'re not an expert you should be on your way to becoming the domain expert and you can do a lot by you know going in the field and doing the actual job itself or whatever research you need to do to make yourself a domain expert. But you know one or two years time you better be the domain expert in that field. `[00:01:05]` 如果你想開始，并且你有一個想法，你認為你應該現在就開始，而不是試圖找出權衡的方法。我認為，當你開始工作的時候，即使你不是專家，你也應該走上成為領域專家的道路，你可以做很多事情-你知道進入這個領域，做實際的工作，或者做任何你需要做的研究才能讓自己成為領域專家。但你知道，一到兩年，你最好成為該領域的領域專家。 > `[00:01:31]` Yeah I\'d add to that if you don\'t have an idea. I thought Mark Andriessen advice was really good. Go join a hot startup for a couple of years. Get an idea of what a a well run startup looks like. So when you do have your idea you\'re kind of ahead of the game. `[00:01:31]` 是的，如果你沒有什么主意的話，我會再加一句。我認為馬克·安德里森的建議真的很好。去加入一家熱火朝天的初創公司吧。了解一家運營良好的初創公司是什么樣子。所以，當你有自己的想法時，你就有點超前了。 > `[00:01:48]` Right. `[00:01:48]` 對。 > `[00:01:49]` So what\'s a good process for discovering and vetting new ideas that might be worth building. `[00:01:49]` 那么什么是發現和審查可能值得建立的新想法的好過程呢？ > `[00:01:59]` I always tell founders two things one look in their lives and look in the lives of their family and their community and their work and find problems that interests them. And the thing I say is think about what you want. The first line of your Wikipedia article to be because you know every startup has the potential to be your life\'s work. So you don\'t think about warm up startups. Think about going out and doing your life\'s work solving a problem in the world you care about. `[00:01:59]` 我總是告訴創立者兩件事，一是看他們的生活，一是看他們的家庭、社區的生活和他們的工作，然后找出他們感興趣的問題。我說的是想想你想要什么。維基百科文章的第一行是因為你知道每一家初創公司都有潛力成為你一生的工作。所以你不去想創業公司的熱身。想想出去解決你關心的世界上的一個問題，去做你的生活中的工作吧。 > `[00:02:33]` Yeah I think applause. `[00:02:33]` 是的，我想是掌聲。 > `[00:02:38]` Sometimes people come up with ideas that seem impressive to other people. You want to tell us more about your startup idea. You try really hard to make it sound fancy and to use buzzwords. And I think a better way to do that instead of that is to find something that you\'re deeply passionate about and you can\'t stop thinking about. And it may not it may not actually sound impressive to anyone. Right. There\'s a good chance that when you try to tell people about the thing you\'re actually excited about it sounds stupid and they laugh at you and say it\'s a bad idea. If your only criteria is what impresses other people or it impresses authority figures. That\'s you know you can you can go way off track following that criteria. `[00:02:38]` 有時人們會想出一些對其他人來說令人印象深刻的想法。你想告訴我們更多關于你創業的想法。你真的很努力使它聽起來很花哨，并使用時髦的詞。我認為一個更好的方法來做，而不是那樣做，是找到一些你深深的激情，你不能停止思考。對任何人來說，這可能聽起來并不令人印象深刻。右（邊），正確的這是一個很好的機會，當你試圖告訴人們你真正興奮的事情，聽起來很愚蠢，他們嘲笑你，說這是個壞主意。如果你唯一的標準是給別人留下深刻印象，或者是它給權威人物留下了深刻印象。這就是你知道的，你可能會在遵循這個標準的情況下偏離軌道。 > `[00:03:19]` So the Segway is to another question that came up which is like how do you choose between an idea that you loved your super passionate about but it might be impossible to monetize. How do you choose between that and a product that has like great revenue potential. `[00:03:19]` 因此，Segway 提出了另一個問題，那就是你如何在你熱愛你的超級熱情的想法之間做出選擇，但這可能是不可能賺錢的。你如何在這兩者之間做出選擇？一個有著巨大收入潛力的產品。 > `[00:03:36]` How do you know that it should work for what I see. `[00:03:36]` 你怎么知道它對我所看到的有用。 > `[00:03:39]` We\'ve waiting would love to know that. `[00:03:39]` 我們等了很想知道。 > `[00:03:43]` So one of the things that wifie has emphasized over and over again is how hard it is to be a solo founder. So there\'s a question you know do you have any advice for solo founders or how did you Shamma for example convince wifie to accept Gobert with what was it in her application that convinced you. `[00:03:43]` 所以 Wfie 反復強調的一件事是，要成為一個單獨的創立者是多么困難。所以，有一個問題，你知道，你對個人創始人有什么建議，或者你是如何說服維菲接受戈伯特的，她的申請是什么說服了你。 > `[00:04:06]` I think all things equal it\'s better to have a co-founder but frankly you know why see we\'ve accepted many companies with so the founders and I think then you don\'t have to you know uses that come with us with something that\'s very unique to you. So I\'m not sure exactly what from a head injury application but if you have traction if you have some really unique insights when are you going to quah users retain users. `[00:04:06]` 我認為所有的事情都是平等的，最好是有一個聯合創始人，但坦率地說，你知道為什么我們已經接受了很多公司，所以創始人，我想你不需要，你知道的用途，與我們一起來的東西，非常獨特的東西，你。因此，我不確定頭部受傷應用程序到底是什么，但是如果你有吸引力，如果你有一些真正獨特的洞察力，你什么時候去 Quah 用戶保留用戶。 > `[00:04:29]` All these things and you just know your shit and you come across as very competent more than competent. `[00:04:29]` 所有這些事情，你只知道你的狗屎，你給人的印象是非常有能力，而不是有能力。 > `[00:04:36]` Then we would definitely like to talk to you. `[00:04:36]` 那我們肯定想和你談談。 > `[00:04:39]` And I think the other thing to bear in mind is that startup Sahar to the two founders for three founders for everybody and so coming in as a single single founder. You have to be pretty much superhuman because you have to do everything you know you either are out selling or you\'re out building the product or you\'re out fundraising. So you have to be able to combine all of those things. Whereas if you have a co-founder and one of his greatest sell at sales one of these very technical. There\'s more of an obvious split there. So you know there is definitely a superhuman element to being a single founder. `[00:04:39]` 我認為要記住的另一件事是，初創公司 Sahar 對兩位創始人來說，每個人都有三位創始人，所以作為一位單獨的創始人而來。你必須是超人，因為你必須做所有你知道的事情，你要么出去銷售，要么你不去制作這個產品，要么你就沒錢籌款了。所以你必須能夠把所有這些東西結合起來。然而，如果你有一個聯合創始人和他最大的銷售之一，其中一個非常技術性的。那里有更明顯的裂痕。所以，你知道，作為一個單一的創始人，肯定有一個超人的因素。 > `[00:05:17]` Yeah I\'d also add to that that starting a company is an emotional rollercoaster and it\'s really hard to do by yourself. It\'s always nice when there\'s someone else next to you that feels the same pain right that you can commiserate with because it takes that to kind of get through some pretty tough times. If you\'re in a room alone kind of kind of absorbing all the pain yourself. It can be overwhelming sometimes. `[00:05:17]` 是的，我還要補充說，創業是一種情感上的過山車，獨自一人是很難做到的。當你身邊的另一個人感受到你可以同情的那種痛苦時，感覺總是很好的，因為這樣才能度過一些非常艱難的時期。如果你獨自一人住在房間里，那么你自己就能承受所有的痛苦。有時會讓人難以抗拒。 > `[00:05:43]` Specifically I remember when I came through wifie and when she\'d applied and I remember we just said they\'re out. All of us had like Richmond never gives up like Jewish men will never give up. Marvel will keep on fighting until this works. And I think we\'d see and you know she\'d already been working on gobble for a number of years before she applied and it was clear that this was something that she was very passionate about and that she was just going to keep working on it like the story was similar to you know you have to be a cockroach reminded a lot of people think of how the urban bees almost failed three times before they actually got things up and running. So one question maybe for you Kirstie is what are some tools or services that you would recommend for founders who are just starting. `[00:05:43]` 我記得當我通過 Wfie 和她申請的時候，我記得我們剛剛說他們出去了。我們所有人都像里士滿一樣永不放棄，就像猶太人永遠不會放棄一樣。漫威會繼續戰斗直到成功。我想我們會看到的，你知道她在申請之前已經做了很多年的狼吞虎咽的工作了。很明顯，這是她非常熱衷的事情，她會繼續努力，就像故事和蟑螂一樣，你知道你必須成為一只蟑螂，讓很多人想起了城市蜜蜂幾乎失敗了三次，才真正開始運轉。因此，一個問題，也許對你來說，Kirstie 是一些工具或服務，你會推薦給剛剛開始的創始人。 > `[00:06:32]` Yeah there\'s loads of things out there to help and so as some background I work on more of the financial and operational side with startups and so I often get asked this question. There\'s so much out there that can help with that. So from right from the very start when you\'re incorporating your your company the services like Klefki that can help you do that. That creates very standard paperwork that all the Y see startups use. There are services like gusto that you can use to help you run payroll properly and make sure that your withholding and paying taxes over the services like ironclad which is which helps you store all your NDA and sales contracts all in the same place. So there\'s loads of resources out there to help you and I think it\'s really important that those are the things that you shouldn\'t be trying to reinvent the wheel you know use all your brain power to figure out your product and to figure out how you\'re going to make your company grow with all of these other things. That\'s not going to make your company a success. So just do the basic simple vanilla option and move on to other things. `[00:06:32]` 是的，有很多事情需要幫助，所以作為一些背景，我在初創公司的財務和運營方面做了更多的工作，所以我經常被問到這個問題。外面有很多東西可以幫上忙。所以從一開始，當你把你的公司合并的時候，就會有像 Kefki 這樣的服務來幫助你做到這一點。這創造了非常標準的文件，所有的 Y 看到創業使用。有些服務，如 GUSTO，您可以用來幫助您正確地運行薪資，并確保您的預扣稅和納稅的服務，如鐵甲，這是幫助您存儲所有的 NDA 和銷售合同在同一個地方。所以有大量的資源來幫助你，我認為這是非常重要的事情，你不應該試圖重新發明你所知道的輪子，用你所有的腦力去找出你的產品，并弄清楚你將如何讓你的公司在所有這些事情中成長。那不會使你的公司成功的。因此，只需做基本的簡單香草選項，并繼續其他的事情。 > `[00:07:37]` So on that note is there anything that you find really early stage founders. We think a lot of time on that you wish they would just like automate and move on or just are there are there any specific things that you wish founders would spend less time on early on. `[00:07:37]` 在這張便條上，你發現有什么東西是早期創辦人的嗎？我們認為很多時間，你希望他們只是想自動化和繼續前進，或只是有什么具體的事情，你希望創始人會花較少的時間在早期。 > `[00:07:52]` So for me it\'s things like they try to come up with funky voting structures or weird vesting schedules or they\'re trying to protect themselves from some unknown company that\'s going to come in and steal all their ideas and you know those kind of things you just don\'t need to worry about. In the early days just keep it all simple and concentrate on everything else because as you start to grow if other things come up and you need to be fixed you can afford to pay lawyers at that point and they can help you fix them. `[00:07:52]` 所以對我來說，就像他們試圖想出時髦的投票結構或奇怪的轉業時間表，或者他們試圖保護自己不受某個不知名的公司的影響，這些公司會進來竊取他們所有的想法，而你知道那些你不需要擔心的事情。在早期，只要保持簡單，專注于其他事情，因為當你開始成長，如果其他事情出現，你需要修復，你可以支付律師在這一點上，他們可以幫助你解決他們。 > `[00:08:28]` I\'d add to that being secretive and trying to protect your idea. Sometimes I meet founders who think they have this secret idea and the idea super valuable and they tell anyone they\'ll create 100 copycats and in fact the more common problem as a startup is that you\'ll tell your idea to 100 people and all of them will kind of shrug their shoulders whatever. `[00:08:28]` 我想補充一點，那就是保守秘密，試圖保護你的想法。有時，我會遇到一些創始人，他們認為自己有這個秘密想法，而且這個想法非常有價值，他們告訴任何人，他們會創造 100 個模仿者。事實上，作為一家初創公司，更常見的問題是，你會把你的想法告訴 100 個人，他們都會聳聳肩。 > `[00:08:48]` And so as as a startup in most cases you should in most cases you should be like telling your idea to literally anyone who will sit and listen because they might have some valuable piece of feedback. `[00:08:48]` 因此，作為一家初創公司，在大多數情況下，你應該像把你的想法告訴任何愿意坐下來傾聽的人，因為他們可能有一些有價值的反饋。 > `[00:08:59]` Do you have thoughts on how people should think about competition beyond that I think you should be highly aware of it and what they\'re doing and sometimes they are doing some things right. `[00:08:59]` 你對人們應該如何看待競爭有想法嗎？我認為你應該高度意識到競爭和他們在做什么，有時他們做的事情是正確的。 > `[00:09:11]` And when they are failing you shouldn\'t assume you know that they\'re incompetent. They\'re probably really smart people. In fact they can with the same ideas you did. `[00:09:11]` 當他們失敗的時候，你不應該認為他們不稱職。他們可能真的很聰明。事實上，他們可以用你做過的同樣的想法。 > `[00:09:20]` So you know I think again just be aware of what they\'re doing track what they\'re doing but don\'t follow them and don\'t assume that when they do something wrong that that\'s a bad idea. You know there\'s a lot that goes into execution and and sometimes you know a good idea is just badly executed and to just follow but don\'t copy necessarily. `[00:09:20]` 所以你知道，我再想一次，只要知道他們在做什么，跟蹤他們在做什么，但不要跟著他們，不要假設他們做錯了什么，那是個壞主意。你知道執行中有很多東西，有時你知道一個好主意只是執行不好，只是跟隨，但不一定要復制。 > `[00:09:45]` So is it more important to move fast. `[00:09:45]` 那么更重要的是快速移動。 > `[00:09:49]` Art Perfecta made about facts so I\'ll take a crack at that. `[00:09:49]` 藝術表演是關于事實的，所以我會破譯一下的。 > `[00:10:02]` Sometimes when we do office hours founders ask us these binary questions like you know should we grow really fast or should we make a lot of money or why should I hire 100 people or should you know. And the point is they want us to give them an answer. It\'s like this binary thing. And what\'s so frustrating is ninety nine point nine percent in time when we\'re in office hours and founders are pushing us for a binary answer. The answer is like well you know both you know people say What should I be focusing on the product growing faster. It\'s like Well both. That\'s. And unfortunately that is how most of life is a lot of gray area and you\'re going to have to you\'re going to have to do the impossible. And so that particular question we\'re all chuckling because we\'re used to hearing that sort of thing. And whenever we hear that it\'s someone kind of asking for permission to not work on the thing they don\'t want to work on an end unless you know unless I\'m really feeling sorry for them. Usually I don\'t give them permission to. No. No. Oh don\'t work don\'t work on the product. Who cares if your product is good just keep rolling. You know I think that\'s what they want to hear. And so if you find yourself these kinds of dichotomies right if you\'re like should I be working on revenue or should I be doing what I\'m passionate about. You know if you if you\'re trapped in these sorts of chains of thought I think it\'s always good to try to zoom out and realize that life is not black and white and these are not usually Zero-Sum decisions and that if you get to the root of what you\'re concerned about or where you\'re trying to solve for and realize that you kind of you always have to do both. `[00:10:02]` 有時候，當我們上班的時候，創始人會問我們這些二元的問題，就像你知道的，我們是真的快速成長，還是我們應該賺很多錢，為什么我要雇傭 100 個人，或者你應該知道。關鍵是他們想讓我們給他們一個答案。就像這個二進制的東西。令人沮喪的是，當我們上班的時候，時間是百分之九十九，創始人在推動我們找到一個二元的答案。答案就像，你知道，人們都說，我應該把注意力集中在產品增長更快的時候。兩者都很好。那.。不幸的是，這就是生活中大部分的灰色地帶，你將不得不去做不可能的事情。所以這個特別的問題，我們都笑了，因為我們已經習慣了聽這類事情。每當我們聽到某個人請求允許，不要做他們不想做的事情，除非你知道，除非我真的為他們感到遺憾。通常我不允許他們。否否哦，不要在產品上工作。誰在乎你的產品是不是好的只要繼續滾動。你知道我覺得這是他們想聽的。因此，如果你發現自己的這種二分法是正確的，如果你是像我是工作的收入，還是我應該做的事，我的激情。你知道，如果你被困在這種思維鏈中，我認為，試著縮小并意識到生活不是黑白的，這些通常不是零和的決定，如果你找到了你所關心的問題的根源，或者你想解決的地方，并且意識到你總是兩者兼而有之，那就好了。 > `[00:11:37]` Let me add one thing. If you have a retention problem with your product. If only 10 percent of your people are returning on a monthly basis don\'t spend a lot of time on PR. Right. So don\'t try to grow super fast. If people aren\'t sticking around. Focus on focus on the product but focus on your real problem which is retention before you go try to tell the world what there is. Similarly the one one rule I. `[00:11:37]` 讓我補充一件事。如果您的產品有保留問題。如果你的員工中只有 10%的人每月都會回來，不要花太多時間在公關上。對。所以不要試圖快速成長。如果人們不再停留在身邊。把注意力集中在產品上，而專注于你真正的問題，那就是在你去之前把注意力集中在你的問題上。同樣地，第一條規則是第一條。 > `[00:12:05]` Tell a lot of people is that everyone wants to know should I keep growing fast. Or should I work on the product and make it really good. I think you know in the early days acquiring users is shows that this is something people want you should continue to do that but you should always have this metric where it\'s like a threshold. Usually something like retention or it\'s MPAC or something and continue growing fast. `[00:12:05]` 告訴很多人，每個人都想知道我是否應該繼續快速成長。或者我應該把產品做得很好。我想你知道，在最初的日子里，獲得用戶是表明了這是人們想要的東西，你應該繼續這樣做，但你應該總是有這樣的指標，它就像一個閾值。通常像保留或者它的 MPAC 之類的東西，然后繼續快速增長。 > `[00:12:28]` But once it gets below a certain point like stop and really focus on the product and why people are not retaining why the MPAC is so low and don\'t even focus on growth at all. `[00:12:28]` 但是一旦它低于某個點，比如停止，真正專注于產品，為什么人們不保留為什么 MPAC 如此之低，甚至根本不關注增長。 > `[00:12:40]` So for a startup that\'s recently launched what would you consider a good growth rate. `[00:12:40]` 因此，對于最近成立的一家初創公司，你認為增長率如何？ > `[00:12:49]` When I talk to startups and try to give them a rule of thumb around growth would I try to tell them is like what I look for when I read a wide application and basically what I look for is how long have you been working on this project and am I impressed with what you\'ve done. And so the growth rate is very very dependent on a business and different businesses have very different growth rates. I still think a better way of thinking about it is that like if you had to be super intellectually honest with yourself about how fast you\'re moving and how much progress you\'re getting in the amount of time that you\'ve had to work on this compared to other people. That\'s a good way to kind of start figuring out oh my impressive what I\'m doing is impressive. `[00:12:49]` 當我和初創公司交談，試圖給他們一個關于成長的經驗法則時，我會試著告訴他們，當我讀到一個廣泛的應用程序時，我想要尋找的，基本上是你在這個項目上工作了多長時間，你所做的讓我印象深刻。因此，增長率很大程度上取決于一個企業，不同的企業有非常不同的增長率。我仍然認為一種更好的思考方式是，如果你必須在智力上對自己非常誠實的話，你要知道你的行動有多快，和其他人相比，你在這方面取得了多大的進步。這是一個很好的方法來開始弄清楚，哦，我所做的令人印象深刻的事情是令人印象深刻的。 > `[00:13:34]` And I think that like having US reduced that to like 7 percent or 15 percent is like not really going to be that helpful for you. `[00:13:34]` 我認為，如果我們把這個比例降到百分之七或百分之十五，對你就沒有什么幫助了。 > `[00:13:42]` So this might be a good segue way to the question like What do you look for when you\'re reading a wiki application. And another question that came up was what do you look for when you\'re interviewing with companies. `[00:13:42]` 因此，這可能是一個很好的解決問題的方法，比如當你閱讀一個 wiki 應用程序時，你在尋找什么。另外一個問題是，當你與公司面談時，你會尋找什么。 > `[00:13:58]` In reading the applications I look for. Do they have unique insight on how they\'re going to acquire customers. And there are many factors but that\'s the one thing I look for in in terms of interview it\'s how can they communicate their ideas in a very brief manner such they understand it. `[00:13:58]` 在閱讀我尋找的申請時。他們對如何獲得客戶有獨特的洞察力嗎？有很多因素，但這是我在面試中尋找的一件事，那就是他們如何以一種非常簡短的方式表達自己的想法，使他們能夠理解這一點。 > `[00:14:17]` If the entire 10 minutes of the interview trying to tell us what you do that\'s really a bad sign that you don\'t really understand the product quite yet. `[00:14:17]` 如果整個 10 分鐘的面試都想告訴我們你做了什么\真是個壞兆頭，表明你還沒有真正理解這個產品。 > `[00:14:27]` Yeah I think my biggest thing when reading an application or evaluating a founder is to be biased towards people that are action oriented and actually do stuff a very large percentage of people that have startups haven\'t done anything. They haven\'t made a thing they haven\'t given the thing to other people and their application is basically asking for permission from us as authority figures to let them work on their startup so they can quit their job or whatever. And on the other hand you have folks like when we talked about earlier that hey I\'ve shipped the service I\'ve given it to real people here\'s what we figured out. Here\'s our Web site. You can click on it. We have customers and the more someone the more there\'s evidence that someone is action oriented as opposed to conceptual in their approach to startups that is highly correlated with success across the board. And so that be my advice to everyone on this like how we think about what YRC looks out I mean if you have evidence that you made a thing and given the thing to people and gotten money for the thing that you made that makes your application 10x better than spending more time. You know rewriting your prose to seem a little fancy or something. There\'s all these things people spend a lot of time on their application and actual evidence of action is infinitely better than you know getting better camera angles or something in your video whatever to guys even cam video you know there\'s a lot of people have all these tricks they try to do and those are much easier to do your startup and make progress on it. That would be my suggestion. `[00:14:27]` 是的，我認為，在閱讀應用程序或評估創始人時，我最大的事情就是偏袒那些以行動為導向的人，而實際上，在擁有初創企業的人中，有很大比例的人沒有做過任何事情。他們沒有做任何他們沒有給別人的東西，他們的申請基本上是以權威人士的身份請求我們的許可，讓他們在創業中工作，這樣他們就可以辭職了。另一方面，當我們早些時候談論到，嘿，我已經把服務發送給了真正的人，這就是我們所知道的。這是我們的網站。你可以點擊它。我們有客戶，人越多，就越有證據表明，在與全面成功高度相關的創業方式中，某人是以行動為導向的，而不是以概念為導向的。這就是我對每個人的建議，比如我們對 YRC 的看法-我的意思是，如果你有證據證明你制造了一件東西，并把它給了人們，并且從你做的東西中得到了錢，這比花更多的時間讓你的應用程序好 10 倍。你知道改寫你的散文看起來有點花哨什么的。所有這些事情，人們花了很多時間在他們的應用上，而實際的行動證據遠比你知道的要好得多，在你的視頻中獲得更好的攝像機角度或其他東西這是我的建議。 > `[00:15:54]` I think the other thing that people often ask about this is that they think we have kind of a checklist that says Oh if they have 10 percent growth and they have revenue and they have less than great they\'re in. And that\'s that\'s not how it works best. It\'s a balance of a number of different things like a number of different things that we\'re looking for. And so it\'s very difficult to say you know this is this is what makes a successful application in terms of concrete things it\'s much more about can you concisely explain your idea. Can you can we get to the end of the application and we actually understand what the company is doing which you\'d be surprised at how many applications we don\'t. And so it\'s it\'s much softer things than just being able to say yes I\'ve achieved this specific thing. `[00:15:54]` 我認為人們經常問的另一件事是，他們認為我們有一份清單，上面寫著：哦，如果他們有 10%的增長，他們有收入，他們的收入不高。這不是最好的辦法。它是許多不同事物的平衡，比如我們正在尋找的許多不同的東西。所以很難說你知道，這是一個成功的應用，從具體的方面來說，它更多的是關于，你能簡明地解釋你的想法嗎？你能不能，我們能不能在應用程序的末尾，我們真正了解公司在做什么，你會驚訝于我們沒有多少應用程序。所以它比能夠說是的要柔和得多，我已經實現了這個特定的事情。 > `[00:16:39]` For me what\'s helpful is if you don\'t bury the lead you know we\'re humans and we have to read literally hundreds of applications. So why don\'t we for the last question the application to say and we have 150000 users. We\'re making 2 million dollars in revenue per month and growing 50 percent month over month. Like the lets you can knock that up probably into the like what does my company do it does this. `[00:16:39]` 對我來說，有幫助的是，如果你不埋沒線索，你知道我們是人類，我們必須閱讀數以百計的應用程序。那么，為什么我們不就最后一個問題-應用程序-說，我們有 150000 用戶。我們每月收入 200 萬美元，每月增長 50%。就像讓你把它敲成這樣-我的公司是怎么做的-它就是這樣做的。 > `[00:17:09]` And then I think the second thing is that I think a lot of these things actually surface filters like what I would say is that you should apply the only way you know you\'re going to get into ISY is if you apply and it doesn\'t cost anything and it\'s open and it\'s pretty easy. `[00:17:09]` 然后我認為第二件事是，我認為很多這些東西實際上是表面過濾器，就像我要說的那樣，你應該應用你知道你將進入 ISY 的唯一方法，如果你申請它，它不需要任何費用，它是開放的，而且它非常容易。 > `[00:17:25]` I `[00:17:25]` i > `[00:17:25]` would say like the software is good so just apply it like the number of founders who tell us that even in the not getting in answering those questions helps them build their business is so high. So you should never hear any of these answers and say oh that means that I shouldn\'t replied Oh. `[00:17:25]` 就像軟件是好的一樣，所以應用它，就像許多創始人告訴我們，即使沒有回答這些問題，也能幫助他們建立自己的業務。所以你永遠不應該聽到任何這樣的回答，并且說，哦，這意味著我不應該回答哦。 > `[00:17:42]` Even if you think you\'re a single non-technical co-founder with a horrible idea and you haven\'t quit your job apply and roll the dice you know you don\'t need to know. `[00:17:42]` 即使你認為自己是一個有著可怕想法的非技術聯合創始人，而且你還沒有辭去你的工作申請，并擲出你知道你不需要知道的骰子。 > `[00:17:51]` You don\'t need an intro you don\'t need a warm intro just to play on our website there\'s a link. The vast vast vast majority of the state often ahead of people we have no contact with whatsoever. `[00:17:51]` 你不需要一個介紹，你不需要一個溫暖的介紹，只是為了在我們的網站上播放一個鏈接。絕大多數的狀態往往在我們沒有接觸過的人之前。 > `[00:18:03]` Yeah 40 percent. I know it started to happen didn\'t laugh but had never had a single touch point with wifie like they haven\'t come to any events they\'ve never exchanged e-mail with a partner or an alumni. It\'s kind of cool. I mean it\'s unlike other beefy funding type situations where you need the worm and you have the ability to just apply and it\'s and it\'s free and it\'s open to anyone. `[00:18:03]` 是的，40%。我知道事情開始發生了，沒笑過，但從來沒有和 Wfie 有過一次接觸，就像他們從來沒有參加過任何活動一樣，他們從未與合伙人或校友交換過電子郵件。這有點酷。我的意思是，這與其他強大的融資模式不同，在這種情況下，你需要蠕蟲病毒，而且你有能力申請，而且它是免費的，而且對任何人都開放。 > `[00:18:25]` The thing that I think a lot of us tell a lot of people who are thinking about applying is that the application is very simple. `[00:18:25]` 我認為我們很多人告訴很多考慮申請的人，應用程序非常簡單。 > `[00:18:32]` The questions are very simple and it\'s actually a really good way to think about your business. It\'s a good framework and so even if even if you don\'t I mean just just fill up the questions and I think you\'ll actually help you think about your private in business better. `[00:18:32]` 這些問題非常簡單，實際上是一個很好的方式來思考你的業務。這是一個很好的框架，所以即使你不這樣做，我的意思是把問題填好，我認為你實際上會幫助你更好地思考你在商業上的私人問題。 > `[00:18:48]` So a question that always comes up and that came up today is at what point should a company apply is there like an optimal time in the life cycle of a company. `[00:18:48]` 一個經常出現的問題是，一個公司應該在什么時候申請，就像公司生命周期中的一個最佳時刻。 > `[00:18:58]` Keep on applying. `[00:18:58]` 繼續申請。 > `[00:19:00]` I think I think there\'s two things here. I think people people use this as an excuse to not apply because their company is too early or their company is too late. They\'re like oh I can\'t possibly apply to Y Combinator and that\'s not true. There is no too early and there is now too late. We can be helpful to companies at all different stages. And you know this also comes back to should you polish your products a little bit more. It doesn\'t matter. You know we can we can help you at any stage. And the other thing to bear in mind is if you do apply and you\'re not successful first time round then no problem you know apply again. There\'s no there\'s no black marks against you for doing that. There\'s no problems with that. So just even if you\'re a little bit early to the first time six months or more working on the company could totally change things. `[00:19:00]` 我認為這里有兩件事。我認為人們以此為借口不申請，因為他們的公司太早或他們的公司太晚。它們就像哦，我不可能應用于 Y 組合器，這不是真的。現在沒有太早，現在也太晚了。我們可以在不同的階段對公司有所幫助。你也知道，如果你把你的產品再拋光一點的話，這也會回來。這不重要。你知道我們可以在任何階段幫助你。另外要記住的是，如果你真的申請了，而你第一次沒有成功，那么你就不會再申請了。你那樣做沒有黑點。這沒什么問題。因此，即使你第一次工作的時間有點早，在公司工作 6 個月或更長時間，也會完全改變事情。 > `[00:19:50]` Just to put facts on that in the last batch of 100 companies. There was a company that literally didn\'t or multiple companies didn\'t start writing code until 2 for their application was submitted. There was a company that had a 40 million dollar revenue run rate and there and everyone in between. `[00:19:50]` > `[00:19:50]` 僅僅是為了在最后一批 100 家公司中公布事實。有一家公司實際上沒有或多家公司直到提交了 2 份申請才開始編寫代碼，還有一家公司有 4000 萬美元的收入流通率，而且每個人都在其中。 `[00:20:08]` And they all got tons of a lot of. So everyone is probably somewhere between those two points. > `[00:20:08]` 他們都有很多。所以每個人都可能在這兩點之間。 `[00:20:15]` And to add to that question out of the 100 companies in the last batch of Poissy about 50 of them had previously applied and been rejected and they were being accepted on their second third fourth application so a play by choice. > `[00:20:15]` 在最后一批 Poissy 的 100 家公司中，除了這個問題外，其中約有 50 家以前曾申請過并被拒絕，他們在第二次第三次申請中被接受，因此這是一種選擇。 `[00:20:34]` It was I was on a panel with a bunch of alumni and the question came up from the audience and literally everyone all the alumni on the panel had applied more than once. > `[00:20:34]` 我和一群校友一起參加了一個小組，這個問題是從聽眾中提出來的，實際上每個人都申請過不止一次。 `[00:20:43]` I put four times with three times and I was like whoa. Interesting. > `[00:20:43]` 我放了四次，三次，我就像哇哦。有意思的，有趣的 `[00:20:48]` And so you know getting to the last few minutes. So I kind of wanted to go down the line and ask Is there anything you wish you\'d known when you first got. We\'re getting started. > `[00:20:48]` 所以你知道最后幾分鐘。所以我想先問一問，當你第一次拿到的時候，你有什么希望你知道的嗎？我們已經開始了。 `[00:21:01]` Any particularly helpful advice that you got or would like to pass on someone can volunteer. > `[00:21:01]` 你得到或希望傳遞給某人的任何特別有用的建議都可以是自愿的。 `[00:21:11]` Sure I\'ll start. I wish someone had told me it was as rewarding as it ended up being right. I just kind of did it because it sounded like it was interesting and I was passionate about the idea. But looking back on having started several companies it is unbelievably rewarding because it\'s so hard to get through it and be successful at it. On money many different levels. You know just look back at some of the best experiences of my life. > `[00:21:11]` 我肯定會開始的。我希望有人告訴我，這樣做是有回報的，因為它最終是正確的。我這么做是因為聽起來很有趣，我對這個想法很有熱情。但回顧一下已經創辦了幾家公司，這是令人難以置信的回報，因為它很難通過，并在這方面取得成功。在金錢上有很多不同的層次。你知道，只要回顧一下我生命中最美好的經歷。 `[00:21:48]` I wish it someone told me. To let go of let go of. > `[00:21:48]` 我希望有人告訴我。放手，放手。 `[00:22:02]` Being in the nitty gritty so much because when you\'re starting to essentially like for myself I went through for like three or four years of just nothingness. 因為當你開始喜歡我自己的時候，我經歷了三四年的虛無。 > `[00:22:09]` And so I was always the one coding and building the product. And then as my companies start scaling up fast I didn\'t let go that stuff fast enough. So I think there\'s a lot to learn in terms of scaling a company and when you should know what you should be managing and what your priorities should be. `[00:22:09]` 所以我一直是那個編碼和構建產品的人。然后，當我的公司開始迅速擴張時，我并沒有把這些東西放得足夠快。因此，我認為，在擴大公司規模方面，還有很多需要學習的地方，你什么時候應該知道你應該管理什么，以及你的優先事項是什么。 > `[00:22:25]` And yeah I wish I learned that faster I wish I had asked for more help when I started my first company I was 21 and I dropped out of college to do it and I\'d never actually had like a real job before. So I only had this sort of like dim understanding of how companies actually worked on the inside gleaned maybe from TV shows. `[00:22:25]` 是的，我希望我能更快地了解到，我希望在我第一家公司成立的時候，我就要求更多的幫助，我 21 歲的時候就輟學去做了，而且我以前從來沒有真正的工作過。所以，我對公司實際上是如何從內部運作-也許是從電視節目中-有了這樣一種模糊的理解。 > `[00:22:49]` And all of a sudden I was managing like 30 people and I had no idea how to do it. And I actually felt like very isolated and alone and I didn\'t know who to ask for for help. And I\'ve learned since then that particularly in Silicon Valley people are incredibly willing to help even if there\'s like no even if there isn\'t anything apparently in it for them they\'ll just help you just because. And so I really wish I just ask. Like lots of people for help. Best piece of advice I got was actually this guy named Gideon you yelling at us and telling us that we were stupid. `[00:22:49]` 突然間，我管理了大約 30 個人，我不知道該怎么做。事實上，我覺得自己很孤立，很孤獨，我不知道該找誰幫忙。從那以后，我了解到，特別是在硅谷，人們非常愿意幫助你，即使沒有這樣的幫助，即使他們沒有任何明顯的幫助，他們只是因為。所以我真希望我能問一問。像很多人一樣尋求幫助。我得到的最好的建議就是這個叫吉迪恩的家伙，你對我們大喊大叫，告訴我們很蠢。 > `[00:23:30]` We had got just on TV profitable and we are actually making a couple million dollars a month. I mean a year sorry in profit and we were kind of sitting back and patent ourselves on the back and Gideon said you\'ve built something that\'s useless it will fade from the Internet in the next three years and nothing you\'ve done will ever be known ever again. And after we finally picked up our egos we started thinking about new things to build and a couple of them worked out. So yeah probably the best piece of I say God like to don\'t rest on our laurels. `[00:23:30]` 我們剛剛上了電視，賺了好幾百萬美元。我的意思是，一年的利潤很抱歉，我們坐著做專利，吉迪恩說你已經造了一些沒用的東西，它在未來三年內會從互聯網上消失，你做過的任何事都不會再被人知道了。在我們終于找回自我之后，我們開始思考要建立的新事物，其中有幾個已經解決了。所以，是的，也許是我說的最好的一段，上帝不愿意在我們的榮譽上休息。 > `[00:24:10]` Yeah I think my piece of advice is just to watch out for cargo cult in on a lot of the aspects of startup culture that you may or may not agree with. I think a lot of people have all these ideas about how they\'re supposed to act or they\'re supposed to go to meet up. You\'re supposed to go to this and you\'re supposed to hang out. You\'re supposed to network and you don\'t have to do any of that stuff like that\'s totally not. If anything that can be a signal of being distracted from your startup and instead I would suggest the way to think about this is in most jobs in life you have to conform to someone else\'s culture or someone else\'s company. You getting control every aspect of things if you\'re designing your own job. You get to choose who you work with. You get to choose what your work styles like you get to choose your hours. You get to choose what you\'re actually even working on. And so you should open your mind to create an entire reality that really serves your needs and your passions of what makes you happy and not this cargo cult idea of like Hey I read on this blog post that all 14 of the most successful founders all you know went to Stanford or whatever that thing is just write your own damn story right. `[00:24:10]` 是的，我想我的建議是，在創業文化的許多方面，你可能同意，也可能不同意。我認為很多人都有這些想法，他們應該如何行動，或者他們應該去見面。你應該去看這個，你應該出去玩。你應該建立關系網，你不需要做任何這樣的事情\完全不是。如果有什么可以讓你的創業公司分心的信號的話，我會建議你在生活中的大多數工作中都要考慮這個問題，你必須遵守別人的文化或其他人的公司。如果你在設計自己的工作，你就能控制事情的各個方面。你可以選擇和誰一起工作。你可以選擇你的工作風格，就像你選擇你的工作時間一樣。你可以選擇你實際上在做的事情。所以你應該敞開心扉去創造一個真正滿足你的需求和激情的現實-什么東西能讓你快樂，而不是像我在博客上看到的，所有 14 位最成功的創始人都上過斯坦福大學，或者其他什么東西-寫你自己該死的故事。 > `[00:25:20]` Like stop reading all these blog posts about how to be like famous people and like do it your own way. `[00:25:20]` 不要再讀這些關于如何成為名人的博客文章，而要用你自己的方式去做。 > `[00:25:25]` And I just that\'s really my incursion when I talk to people that are that are sometimes get lost in reading too much advice to remember that this is your story and you\'re gonna do it your own wayvs. just like Apin whatever you\'ve read. You know in the popular press. So that\'s my advice to you. `[00:25:00]` 當我和那些有時在閱讀太多建議而忘了這是你的故事的人交談時，我真的感到了入侵。你會按照你自己的方式去做，就像你讀到的任何東西一樣。你知道，在大眾媒體上。這就是我對你的建議。 > `[00:25:49]` Although I think my advice is that you know when you hear about people talking about startups all the time they\'re always killing it. They\'re always growing they\'re always hiring people and that\'s actually not reality. And so I think you know finding yourself some some trusted people that you can go to and say things aren\'t going so well. I\'m finding this a little bit tough or you know things things aren\'t quite working how I want them to work. All right you don\'t have to broadcast that to the entire world but if you have if you have a few people that you can actually talk to about that whether it\'s other founders or whether it\'s a couple of your investors or whoever it might be that can actually really help to take a load off so that you can feel like you\'re not constantly acting and you\'re not constantly having to be there. I\'m the startup founder who where everything\'s going fantastically well for thank you. All of us. `[00:25:49]` 盡管我認為我的建議是，當你聽到人們總是在談論創業公司的時候，他們總是在扼殺它。他們總是在成長，他們總是雇傭員工，而這實際上不是現實。所以我想你知道你自己找到了一些值得信賴的人，你可以去和他們說事情進展得不太順利。我覺得這有點困難，或者你知道事情不太順利，我希望它們能正常工作。好吧，你不需要向整個世界廣播這個消息，但是如果你有幾個人可以和你談論這個問題，不管是其他的創始人，還是你的幾個投資者，或者是其他人，這樣你就會覺得自己不是在不停地行動，你也不必一直在那里。我是初創公司的創始人，在那里一切都進行得非常順利，謝謝你。我們所有人。 > `[00:26:45]` Are going to be out in the sunken garden for the reception. So if you have any particular questions for us you can come up and just ask us in person. And so I wanted to take this opportunity to give a couple things out. I wanted to thank all the people that were involved with making this happen all the partners all the staff. A huge thank you to Dominique who runs events for Y C and Tom who got the Wi-Fi working and Gerard who bailed out of the software for us said. And Steven and everyone else. And also thank you to all of you for coming. It\'s a huge pleasure to get to meet you and get to get to hear what you guys are working on. A big thank you to the startups who came up here and did office hours today and pitch practice. It takes takes them like a lot of grit. You know they were all really great sports and so there is a reception right outside till 7:00 at the sunken garden and we will see you there. All right thank you. `[00:26:45]` 將在沉陷的花園里參加招待會。所以如果你有什么特別的問題要問我們，你可以親自來問我們。所以我想借這個機會說出幾件事。我想感謝所有參與實現這一目標的人，所有的合作伙伴，所有的工作人員。非常感謝為 Y C 和 Tom 提供 Wi-Fi 服務的 Dominique 和 Gerard，他們為我們提供了軟件。還有史蒂文和其他人。也感謝你們所有人的到來。很高興認識你，聽聽你們在做什么。非常感謝那些來到這里的創業公司，他們今天上班時間和投球練習。他們需要很大的勇氣。你知道，他們都是非常棒的運動，所以在外面有一個招待會，直到 7：00，在沉沒的花園，我們會在那里見到你。好的謝謝。