YC Continuity

Advice and essays for growth-stage companies.


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From Startup to Scaleup – Sam Altman and Reid Hoffman at The Scaleup Offsite

Sam Altman sits down with Reid Hoffman to talk about the key changes founders should think about as they transition from a startup to a scaleup.

This conversation took place at The Scaleup Offsite, a private CEO gathering hosted by Y Combinator Continuity and Greylock Partners in April 2017.

On Growing: 7 Lessons from the Story of WeChat

We partnered up with China Tech Insights, a research group within Tencent (WeChat’s parent company) to understand how WeChat drives its 889 Million monthly active users to use the app an average of 50+ minutes, and 9 to 11 separate times, per day. This post dives into the growth strategy that led to key WeChat milestones, lessons learned and gives insight into the method behind the madness as WeChat scaled from 0 to 800M+ MAUs in less than 6 years.

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Anu Hariharan on Network Effects

Anu Hariharan is a Partner at Y Combinator. She previously worked at Andreessen Horowitz, where she put together a study on network effects. Discussed: What is a network effect? What’s the difference between a network effect and growth? What are effective tactics for growing a consumer product today?

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GitLab’s Secret to Managing 160 Employees in 160 Locations

Ali Rowghani, head of YC Continuity, talks to Gitlab CEO Sid Sijbrandij (W15) about how Gitlab has built a completely distributed company with 160 people (and growing). Sid’s biggest tip for success in scaling a distributed company: write everything down.

How Do You Measure Leadership?

It’s tempting to measure leaders simply by the success of their businesses. But even the most successful founders know how much timing and luck can be confounding factors in this approach. Measuring leadership through bottom-line company performance also fails to provide any clues as to how someone can improve as a leader. So is there a better way?

The Second Job of a Startup CEO

What’s the Second Job of a Startup CEO?

When startup CEOs start to scale their companies, they need to redefine themselves and their roles or risk stunting the potential of their startups.

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