I'd argue that you can start smaller than that if you want to get in with decision makers. Let me give an example. Typically, when people need a software solut

I'd argue that you can start smaller than that if you want to get in with decision makers. Let me give an example. Typically, when people need a software solution and they are not executives, they go to whoever is in charge of such things and ask for a budget to acquire that service. The Human Resources and Accounts Payable departments deal with it, but an employee initiates the prompt. This is the underpinnings of SaaS models, and how they market to a lot of companies. Let's say I was a waiter in a very inefficient restaurant, or better yet, I had experience for a few years in different restaurants. Let's say our waiter also happens to be a talented software engineer doing market research. He's well within a degree of separation from his boss, presumably, even if the restaurant he works at is part of a huge chain. If he can justify solving a very important problem that's hemorrhaging money to his immediate superior, his immediate superior can go one step above himself and make a case for the software. Not only is this possible, I have literally done this, which is why I have such a detailed example. You can go up the chain link by link without having to wait until you've physically climbed to the top. Now, that said, I also don't agree with the premise of even needing to get in touch with decision makers. As long as you can verify there is an existing problem, and you can verify that it exists for a legitimate group of people who'd throw cash at you to solve it for their own business, you have a business model. Granted, that is not easy, but it's certainly an alternative to needing connections. I think the author understands this and realizes that he's not suggesting startup ideas require people with extreme levels of experience. He didn't mean that you need to get in with the C level executives of a corporate culture just to be relevant to them - the entire argument about how easy it is, how blind they are to talent, etc. is irrelevant. He's not recommending that. He just wants people to have practical field experience so they understand their problems from the perspective of the domain - whether they are in the top, middle or bottom of that domain is not necessarily important.