So much "interesting stuff" both in the article and in the comments (my favorite is the guy claiming he knows of multiple startups where the startup CEOs are ma

So much "interesting stuff" both in the article and in the comments (my favorite is the guy claiming he knows of multiple startups where the startup CEOs are making 7 figures). I was initially perplexed when I saw this article doing well on the HN homepage, but I assumed that it's just some kind of an engagement metric that the HN algorithm is picking up on. Really disheartened to see that the article itself and so many of the comments are getting upvotes. But here's a hypothesis for why in my own view the quality here is so different than in other threads: Most of us here on HN are hunting for disruptable opportunities so that we can either build startups or at least inform other people who will hopefully go after them. Of course, many of the seemingly disruptable opportunities are not really disruptable, but their apparent inefficiency is due to some aspect of the problem that we're not aware of. So in order to disrupt something, you either have to have deep knowledge (or have done a ton of research) in a certain industry or you have to be ridiculously lucky. So that brings us back to the topic of disrupting the CEO salaries. At a surface level, the price is high and the performance is low - boom, the market must be nuts so let's disrupt this / solve this problem. But the issue with beating the market with your idea is that you have to have detailed insights into the price and performance of CEOs, and the reality is most of us have neither (special shout out again to the 7 figures dude). Simply saying "I can see that many startups fail, hence all CEOs must be idiots" is not exactly the level of deep knowledge you need to beat the market. Having worked directly with a CEO, including recruiting, firing, and replacing them, would be a good starting point to think about how to approach pricing differently. I apologize if this comment comes off as elitist - I am just simply stating the needed mechanics to be good at disrupting any problem out there, and it's really no different in this case. It took me many years and many failed startups to analyze my own issues with spotting disruptable opportunities, and I wish someone had told me earlier in my life how much effort and diligence I should be putting into validating my ideas versus just blindly trusting my gut.