Couple of comments: 1. Fake it 'til you make it is pretty accepted in startup world. It's only a problem if you don't actually make it. If you do, then you're

Couple of comments: 1. Fake it 'til you make it is pretty accepted in startup world. It's only a problem if you don't actually make it. If you do, then you're a hero---even if you made wildly unrealistic projections initially [and got lucky]. It's kindof unfair, but nobody said life is fair :) 2. Most software people (like me) assume that due diligence goes deep into software. I've been through DDs at several companies, including my own startup: it's not that deep. I would say growth metrics, financials, legal structure, executive team is more important. 3. If you haven't read the Theranos story, read it. It's a good example what can happen in the extreme, edge case.