Hi, Startup School founders. I'm Geoff Ralston, YC 's president, and I'm here to say so long, and to give a few words of parting advice. So after 10 extraordinary weeks of Startup School, we here at YC are about to focus on our winter 2020 batch. And you all will be off working on your startups, hopefully, we'll see many of you at interviews for winter 2020. And no matter what, you'll all continue working on your startups regardless of what happens with YC. Here are a few things to think about as you enter this next phase of your company. It's so easy to be distracted by what's happening with other startups. It's a great thing to be part of a community of startups but this is the one thing you have to be careful about and to remember is that every startup, every single one has a different path, every founder has a different path.
Startup founders’ intuition will always be to do more whereas usually the best strategy is almost always to do less, really well. For example, founders are frequently tempted to chase big deals with large companies which represent amazing, company validating relationships. However, deals between large companies and tiny startups seldom end well for the startup. They take too long, cost too much, and often fail completely. One of the hardest things about doing a startup is choosing what to do, since you will always have an infinite list of things that could be done (Startup Priorities by Geoff Ralstonhttp://blog.geoffralston.com/startup-priorities). It is vital that very early a startup choose the one or two key metrics it will use to measure success, then founders should choose what to do based nearly exclusively on how the task will impact those metrics. When your early stageproduct isn’t working it's often tempting to immediately build new features in order to solve every problem the customer seems to have instead of talking to the customer and focusing only on the most acute problem they have.