I don't agree, the parent's point is directly attacking strategy: > a lot of YC advice, especially w.r.t. what to prioritize, is from an era of startups about

I don't agree, the parent's point is directly attacking strategy: > a lot of YC advice, especially w.r.t. what to prioritize, is from an era of startups about 10-15 years ago. I'm saying any misalignment in strategy matters less than implied. I spend a lot of time with current and past YC founders these days, and the recurring thought has always been "if you know already know business they're not going to teach you that much". > it adjusts the relative value of something that doesn't help you acquire customers. Money is how you acquire customers. From outlasting competitors to advertising to improving your product, it's money that turns into customers. So YC being valuable for investing is tantamount to being valuable for gaining customers.