Hey Kartik, I remember when I first got to know you before you took that job. Your story reminds me of when Evan Williams (Blogger) was the only person left, an

Hey Kartik, I remember when I first got to know you before you took that job. Your story reminds me of when Evan Williams (Blogger) was the only person left, and he was just stitching it all by himself, no money, etc. But he had users. I sense your frustration, that you feel like you're spinning your tires - and I've been there. (1) do you have a non-negligible number of users? (have you done qualitative + quantitative research, customer development, etc) (2) do you have a business model hypothesis, that you've sought to validate/invalidate? (3) does getting into YC have to be a pre-requisite for your startup to succeed? (Can you try to succeed without it?) Another quote came to mind as I read your comment; as they say in startup world, there's fine line between a visionary and a lunatic. I genuinely want to believe that you are a visionary. All startup founders want to be visionaries. But we know the dismal rate of startups. We're techies, and we naturally like data. We know that while we founders are emotionally swayed, data is not. What does the data say? Is it looking good? I feel you when you talk about finding your blind spot. Blind spots are by definition, well .. hard to find, which is why it's so frustrating (been there). There's a quote that I can't seem to recall now, but it's something to do with trying too hard. Counterintuitive, I know. But if you've been staring at something for too long, you might be too close to the problem to objectively assess it. I don't have answers to your questions. The way I sometimes deal with ambiguity is to define processes, fail-safe checks, high/low-level watermarks, etc. More structure. If I were you, I would come up with a sign post. How do I know I've gone off the deep end? E.g. wait for someone to tell me, or specify mile-markers, or ..