Latest Interviews

Eric Migicovsky - How to Talk to Users

Eric Migicovsky, Eric Mitryakovsky

Y Combinator partner Eric Mitryakovsky, drawing on his experience founding Pebble, outlines a rigorous framework for founders to validate market demand by personally conducting user interviews that avoid pitching and hypothetical questions. He recommends identifying high-value customers by quantifying the cost, frequency, and budget authority of their specific problems while utilizing guerrilla acquisition tactics like face-to-face meetings at industry events. To objectively measure progress toward product-market fit, the strategy emphasizes tracking the 40% "very disappointed" metric and validating features through pre-payment or credit card data rather than relying on user feedback or compliments.

Kevin Hale - How to Evaluate Startup Ideas

Kevin Hale

Y Combinator is revising its Startup School curriculum to prioritize narrative construction and hypothesis validation for early-stage founders who lack the conviction to quit their jobs or identify viable pivots. The program reframes startups as entities designed for rapid scaling by teaching investors how to evaluate a problem, solution, and unfair advantage framework, specifically addressing the "solution in search of a problem" pitfall. Through case studies of companies like Wufoo and Reddit, the event demonstrates how validating three core components and securing miracle beliefs can enable funding even for ideas with no code or traction, setting the stage for future user testing cycles.

Elad Gil: When do you know you have Product Market Fit?

Elad Gil

The discussion identifies three primary signals of product-market fit, beginning with high user retention on technically flawed platforms like early Twitter. It further highlights organic adoption by major enterprise clients, citing specific examples such as Apple for PagerDuty, Facebook for Zeplin, and broad brand uptake for Airtable. Finally, the analysis emphasizes the power of intense emotional feedback from early adopters, illustrated by the life-saving impact testimonials received by the hereditary cancer risk startup Color.

Michael Seibel: How do you decide what to build next?

Michael Seibel

The presentation argues that product development should prioritize rapid, iterative cycles over perfection to quickly validate concepts and isolate successful elements. Using Justin TV as a cautionary case study, it illustrates how a strategy of "swing for home runs" leads to a "spiral of death" due to the inability to pivot from failed features. The speaker concludes that organizations must replace long, visionary planning with short-term "build-measure-learn" processes to sustain momentum and avoid stagnation.

Goldman Sachs at 150: Part 6 – Going Global (1989)

In the 1980s, Goldman Sachs strategically pivoted from a U.S.-centric firm to a global powerhouse by establishing London as its European hub and securing the British Gas privatization to link local markets with international capital. Under the leadership of John Weinberg, who demonstrated unwavering client commitment during the 1987 Black Monday crash, and successors like Bob Rubin and Stephen Friedman, the firm modernized its operations by integrating quantitative risk management and recruiting top-tier mathematical talent. This transformation, supported by a flat, collaborative culture and a focus on hiring diverse talent, established a three-pillar framework of people, culture, and strategy that defined the firm's dominance in global finance over the following three decades.

Goldman Sachs at 150: Part 5 – Takeoff (1976)

John Whitehead, John Weinberg

Since 1985, the firm has navigated six or seven orderly CEO transitions, a succession pattern John Whitehead and John Weinberg established by codifying core principles to scale from a partnership of 800 employees to a global institution of 8,000. Their 1976 co-leadership era successfully separated strategic development from client relationship management while maintaining a "white knight" reputation for defending clients against hostile takeovers. This enduring culture prioritizes long-term trust and the client-first ethic as the primary assets ensuring the organization's 150-year longevity.

Goldman Sachs at 150: Part 4 – Changing Times (1969)

Gus Levy, Sidney Weinberg, Bob Mnuchin, Bob Rubin, Steve Friedman

In the early 1960s, Gus Levy redefined Goldman Sachs by transitioning it from a conservative investment bank into a trader-led market maker capable of handling massive institutional volume. His innovative block trading strategies and a culture of relentless accessibility navigated the firm through a 1970s liquidity crisis, establishing a legacy of institutional leadership that endured beyond his 1976 death. This structural shift not only secured the firm's position as a Wall Street hub but also instilled a permanent culture of vigilance and high standards that continues to shape Goldman Sachs' operations.

Goldman Sachs at 150: Part 1 – Beginnings (1869)

Emily Beynon

Founded in 1869 by immigrant Marcus Goldman and later expanded by his son-in-law Samuel Sachs and son Henry Goldman, the firm evolved from a niche commercial paper dealer into a dominant investment bank through a unique leadership dynamic and aggressive market innovation. Pioneering critical financial practices such as the underwriting of non-utility retailers and the development of the Price-to-Earnings ratio, the partners successfully floated major companies like Sears and Macy's while navigating competition from established giants like J.P. Morgan. This strategic combination of calculated risk-taking and client-focused ingenuity transformed the organization from a basement operation into a globally influential institution that maintained its core values despite significant operational changes over the first century of its existence.

The Economics of Term Sheets

Scott Kupor

This presentation dissects economic term sheet mechanics using hypothetical venture firms Haiku and Indigo to illustrate how varying liquidation preferences and option pools directly impact founder ownership. By contrasting Haiku's participating 1x preference with Indigo's non-participating structure, the analysis demonstrates that while Indigo offers less immediate dilution, Haiku's smaller capital injection and option pool size yield a different risk-reward profile for the founding team. The session concludes by framing the choice between these competing $2 million versus $4 million offers as a strategic calculation of runway extension versus long-term upside, pending a future discussion on governance rights.

How Much Equity to Give Your Cofounder - Michael Seibel

Michael Seibel

This discussion establishes equity splits as a long-term retention strategy rather than a static negotiation outcome, emphasizing that CEOs must prioritize founder motivation over immediate equity fairness. Standard vesting schedules with a one-year cliff function as a critical safety mechanism, allowing companies to reverse hiring mistakes without long-term damage while encouraging co-founders to internalize true ownership. Consequently, the presentation advises that equitable grants should generally be generous and tailored to ensure co-founders remain deeply committed through organizational challenges.

Why Your Mortgage Is So Complicated: The History and Opportunity of the Modern Mortgage

Alex Rampell

Following the Great Depression's widespread defaults, New Deal reforms replaced volatile balloon-payment structures with the modern fixed-rate mortgage and established government-backed entities like Fannie Mae and Freddie Mac. The current 2018 industry structure relies on a fragmented chain of intermediaries, including national banks, brokers, and servicers, where single loans involve dozens of parties and generate significant fees through complex securitization. Critics argue this 100-year-old model is inefficiently expensive, suggesting that removing unnecessary middlemen and digitizing manual processes could substantially reduce consumer costs.

How to Find a Cofounder - Kat Manalac

Kat Manalac, Katman Jalik

Analysis of Y Combinator's recent data reveals that co-founders drive 94% of top-tier company valuations, primarily because the organization pairs partners who met through schools or workplaces to ensure proven collaboration and skill complementarity. The accelerator strictly prefers even equity splits over initial idea ownership, arguing that the 8–10 year runway requires sustained, equal commitment from all parties. Consequently, solo founders face significantly higher odds of failure at the highest tiers, while teams that demonstrate long-term professional trust and balanced execution capabilities secure the most successful funding outcomes.

When is the Right Time to Apply to Y Combinator? - Jared Friedman

Jared Friedman

Y Combinator partners Jared and the admissions team emphasize that a complete founding team and a compelling idea are the sole prerequisites for acceptance, with roughly half of funded batches consisting of startups at this exact stage. The program explicitly values early-stage ventures, noting that external traction or revenue are unnecessary, while rejection serves only as a signal to build progress before the next application cycle. Consequently, founders are urged to submit applications immediately after assembling a team, as the potential for funding increases with every step of development and there is no downside to early submission.

Safe at Any Speed: Building a Performant, Safe, Maintainable Packet Processor

Sebastian Funk, JOSE ARRIETA

Jane Street engineers optimized their OCaml-based market data distribution system to handle NASDAQ's peak load of 4 million messages per second while maintaining zero-allocation on critical paths to avoid garbage collection delays. By leveraging PPX preprocessors, immediate integer options, and a domain-specific language for protocol generation, the team reduced per-message processing latency from five microseconds to under 750 nanoseconds. This approach demonstrates that strict single-core, low-latency performance targets can be achieved with high-level functional languages through aggressive inlining and careful memory management rather than resorting to lower-level systems code.

Startup Advisor Equity? - Pebble Watch Founder Eric Migicovsky

Eric Migicovsky

Early-stage founders should cultivate a network of 3–5 advisors who are slightly ahead in their career to provide tactical execution support, while reserving high-level strategic guidance for mentors further along in the business lifecycle. To formalize these relationships, organizations typically grant long-term advisors between 0.25% and 0.75% equity with a two-year monthly vesting schedule and enforce accountability through recurring cadences. Although the CEO retains final decision-making authority, synthesizing diverse inputs requires carefully filtering external advice to fit the specific context of the startup.