I got rejected from YC b/c they hated my product despite it doing >$100K/month at the time. It honestly felt like a big waste of time flying out and then gettin

I got rejected from YC b/c they hated my product despite it doing >$100K/month at the time. It honestly felt like a big waste of time flying out and then getting told they didn't like my flavor of cannabis company. The value I see in YC is the network, not the money nor the advice. The money is poorly priced for the equity and the advice is all online. Knowing people who can help you do things you need to do is basically all business is. Knowing higher quality people helps you get done things faster without it feeling like as much of a grind. Back to the question of scaling YC. IMO, scaling YC isn't really about the quality of companies but the quality of people. I'm honestly not sure. Maybe, but it's a risk. Staying the same size and focusing on refinement is less of a risk. Why YC as an organization needs to take a risk as opposed to staying the same is probably more a reflection of the ambitions of the partners and investors more than anything.