Ru Wikmann 🐝

At the YC Alumni Reunion, I got lots of questions from new founders about how to build a successful company, but realized that they all had the same answer. And it’s this: ————————————————— DO TOO MUCH As a new founder, I’d often look at the CEOs of successful companies and wonder, “How do they do it?” As Scale grows and as I learn on the job, I’ve come to realize that leaders of great organizations never just do it. They overdo it. As a leader, you are the upper bound for how much anyone in your company will care. You need to do more, care more, attempt more than would seem reasonable. It will seem like overkill. But too much is the right amount. This is true in big and small ways. - What people say is overoptimism is just optimism. - What people say is overcommunicating is just communicating. - What people say is overdelivering is just delivering. - What people say is micromanagement is just management. - What people say is ruthless prioritization is just prioritization. Actually living this way will seem crazy, and that’s ok. There is no Apple without Jobs’s “obsessive” attention to detail. There is no SpaceX or Tesla without Elon’s “maniacal” drive for execution. I have never seen ordinary effort lead to extraordinary results. If we had not done too much, Scale would not be the company it is today. When AI really started to take off in 2022 and “generative AI” became a thing, within 6 months Scale shifted the vast majority of our team to working on generating data for scaling LLMs. Most companies would go through quarters of bureaucratic planning cycles and only move after a competitor started eating their lunch. In our case, the change was drastic and abrupt — some might say jarring or extreme. What people might have reasonably described as overreacting was just reacting. And in hindsight, that reaction to developments in AI was what made Scale’s subsequent path possible, including growing 4X over the last year. What we’ve accomplished to date represents the compounded results of everybody embracing the culture of overdoing. Scale will do things incumbent companies wouldn’t, because it’s simply too scary or painful, but others not going to the same lengths is a feature not a bug. Creating something meaningful is a beautiful, and yes, scary and painful thing. And if you’re not overdoing it, you’re underdoing it.