Correct me if I'm wrong: wasn't it YC that said that most startups die because of internal as opposed to external problems, and of those problems, founder confl

Correct me if I'm wrong: wasn't it YC that said that most startups die because of internal as opposed to external problems, and of those problems, founder conflict ranks near the top? This article has some good ideas, but I'd be more wary of coaches; they can be enablers instead of arbitrators. Even more so than marriage counselors, I see incentive for them to act on behalf of one side instead of the company as-a-whole. That's what I observed in one of my previous gigs, where the coach served as half-inquisitor, half-message-therapist: interrogating senior staff with subtle questions like "who are the enemies of the founders?", "Who is against the company?, while reassuring the CEO of his own enlightenment. To be fair, this life coach wouldn't have been paid if they told the CEO the truth. After all, who wants to be told what they already know?