[0.00] Y Combinator_When Should You Trust Your Gut_.txt
Y Combinator
When Should You Trust Your Gut?
"-BUSINESS LEARNING- 1
When to Trust Your Gut
[YouTube Link:
This discussion revolves around the concept of trusting your gut feeling as a startup founder, particularly when deciding whether to pursue an idea and how to validate it. They highlight two contrasting scenarios: Founders with significant prior experience and expertise in a specific domain, and those who are relatively new and exploring different avenues.
For those with extensive domain knowledge, having built valuable products or worked on significant projects, the advice leans towards trusting their instincts. Their past successes and understanding of the market grant them a level of intuition that's valuable. They likely possess a deep understanding of user needs and pain points, making them better equipped to identify a strong startup idea within their domain.
Conversely, founders lacking substantial experience are urged to be more cautious about blindly trusting their gut. While passion and excitement are crucial, they shouldn't replace thorough market research and validation. They should focus on building expertise in their chosen domain, testing ideas rigorously, and adapting based on user feedback. This approach emphasizes a data-driven method over relying solely on assumptions or limited personal experiences.
The discussion underscores the importance of self-awareness in the startup journey. Founders should honestly assess their strengths, recognizing whether they342200231re leveraging existing expertise or venturing into uncharted territory. This awareness should then inform their approach to product development and market validation. Ultimately, the key takeaway is to strike a balance between trusting your gut and validating your assumptions.
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[126.28] Garry Tan_How to learn WHILE you earn.txt
Garry Tan
How to learn WHILE you earn
"[YouTube Link:
**-BUSINESS LEARNING- 1: The Power of Early Equity**
Learning while you earn is a significant advantage for early employees and founders. Founders begin with 100% of the pie, which might initially be worth nothing. However, achieving product-market fit can lead to exits worth millions or billions of dollars. Owning 10-30% of such a company translates into substantial wealth for founders. Early employees might receive 0.25% to 2% or more equity, which can still result in an excellent outcome, especially with rapid company growth. Although early employees might receive less equity, they join when the company has already gained some value, making it a less risky and potentially lucrative opportunity.
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