Bitcoin Whitepaper</a> he defined it as a peer to peer electronic cash system. Its main achievement was solving the <a href=https://www.ycombinator.com/"https://en.wikipedia.org/wiki/Double-spending/">double spending problem</a> without any centralized authority. It was a significant leap, allowing us to transact without intermediaries. It’s not a coincidence that the whitepaper was published after the 2008 subprime mortgage crisis. Just like the printing press removed the power of knowledge from governments and religions, Bitcoin and other cryptocurrencies give people the tools to control their own money.</p>\n<p>Bitcoin kickstarted the so-called decentralized future<sup id=\"footnoteid1\"><a href=https://www.ycombinator.com/"#footnote1\">1</a></sup>, where products could be built not by centralized companies or authorities but by groups of peers that work together towards a common goal. These new products would exhibit the main features and benefits of Bitcoin. Let’s dive into the clear use cases.</p>\n<h2>1 – A New Asset Class</h2>\n<p>With most cryptocurrencies anyone can make transactions but, once they are confirmed, nobody can alter or roll them back. They are tamper-proof. Most cryptocurrencies also have a limited supply of coins by design. The maximum number of coins is set in the source code and nobody can create more. Bitcoin, Litecoin, and Monero are examples of this. And its value isn’t stored in a physical object therefore nobody can destroy or <a href=https://www.ycombinator.com/"https://twitter.com/AriDavidPaul/status/941832482256592896/">seize your coins</a>.</p>\n<p>This property leads to the first real use case of cryptocurrencies, a digital store of value. Bitcoin is probably the best-positioned to dominate this use case because it’s the most adopted and its network is the most secure because it has the most miners. So far, we have seen adoption by citizens in countries with record-setting inflation rates like Venezuela<sup id=\"footnoteid2\"><a href=https://www.ycombinator.com/"#footnote2\">2</a></sup>.</p>\n<p>However, for first world countries and their institutions to take the Bitcoin market seriously it needs to grow. The gold market sits at around $7T<sup id=\"footnoteid3\"><a href=https://www.ycombinator.com/"#footnote3\">3</a></sup>, and the offshore-account market is about $30T<sup id=\"footnoteid4\"><a href=https://www.ycombinator.com/"#footnote4\">4</a></sup>. The Bitcoin network value now is around $130 billion, so there’s still a long way to go. The release of futures by the CME and rumours about a potential ETF are signs that point in the direction that adoption is going to keep increasing.</p>\n<p>Investing in crypto assets to gain a financial return has been incredibly profitable for the last few years. However, skeptics would quickly remind you that it has been a market with high volatility and big doses of speculation. That said, cryptocurrencies and crypto assets might be the philosopher’s stone of a modern portfolio. Chris Burniske and Jack Tatar suggest that crypto assets have low/negative correlation with traditional asset classes<sup id=\"footnoteid5\"><a href=https://www.ycombinator.com/"#footnote5\">5</a></sup>. They could offer diversification and thus, reduce the risk of your portfolio. The asset class is starting to gain traction as an investment; according to a Citi report, it amounts to several GDP points in countries like Russia, New Zealand, Nigeria, and the UK<sup id=\"footnoteid6\"><a href=https://www.ycombinator.com/"#footnote6\">6</a></sup>.</p>\n<p>There are still significant risks when you use cryptocurrencies as a way to store your wealth or as an investment. The price volatility is an emotional test for investors, seeing them decrease by 60% in a week is not easy to stomach. Investing in it and keeping your investment safe is not simple. Your private keys can be damaged, lost forever, or stolen. Nobody can save you if it happens. Nobody can rollback illegal transactions made with your private keys. Multisig wallets, hardware wallets, time-locks and vaults are initial attempts to solve this problem but they are way too complicated for the normal user. In the next few years, custody is going to become more and more critical, and a new industry will be created to solve it.</p>\n<h2>2 – Disintermediation</h2>\n<p>Thanks to blockchain technology, all transactions included in the ledger can never be altered. Every transaction contains an identifier from the previous one and you cannot change the ID without changing the content. That makes this ledger immutable and tamper-proof. Today, we resort to many layers of documentation and mediators to ensure that transactions happen. In many cases it is more costly and time consuming to prove that you did something than actually doing the work. You can see this behavior in real estate property rights and transfers.</p>\n<p>Many people would argue that all you need to solve this excess of paperwork is a good distributed database. However, a distributed database without incentives wouldn’t be maintained but if this distributed database is maintained by a company, you are trusting a third party. When you put sensitive data in the hands of a single trusted entity like a health company, a bank or Equifax, your information is eventually going to get exposed<sup id=\"footnoteid7\"><a href=https://www.ycombinator.com/"#footnote7\">7</a></sup>. The question is not whether they are going to be hacked or not, the question is when. These are natural honeypots for hackers.</p>\n<p>Another benefit of removing intermediaries is that you can perform tasks that were prohibitive before because of pricing. Now, with LTC or the Bitcoin Lightning Network you can send cents or fraction of cents to anyone in the world with nearly zero fees. Micropayments may seem like a pretty niche use case. Many people would be right to remind us than Venmo, Paypal and other solutions work perfectly for us today. Why do we need an alternative? How often do we send fraction of cents?</p>\n<p>A compelling answer may be then that six billion people don’t have access to these applications, let alone bank accounts. Andreas Antonopoulos argues that the same way many developing countries leapfrogged directly into mobile phones and skipped landlines, they will skip traditional banking and have a crypto account in their mobile phone<sup id=\"footnoteid8\"><a href=https://www.ycombinator.com/"#footnote8\">8</a></sup>. They will still need to compete with services such as <a href=https://www.ycombinator.com/"https://www.mpesa.in//">M-Pesa that attempt to solve this problem and are quite mature.</p>\n<p>Cryptocurrencies provide a clear path to transact without borders and offer banking resources to the unbanked. In order to do so, they need to improve their wallet user experience considerably. Clearer and more natural ways to convert to/from fiat currencies are also needed.</p>\n<h2>3 – Governance</h2>\n<p>The Bitcoin whitepaper also created a network of participants that collaborated on a single project without knowing each other. Bitcoin has a primitive governance mechanism that ensures that the incentives are aligned. Mutual trust is built-in, enforced, and ensured by the miners.</p>\n<p><a href=https://www.ycombinator.com/"https://medium.com/@homakov/stop-calling-bitcoin-decentralized-cb703d69dc27/">“But miners are centralized!”</a> Yes, they are to some degree. Decentralization is not black or white, it is a range and it is going to <a href=https://www.ycombinator.com/"https://ycombinator.wpengine.com/crypto-evolution//">keep evolving</a>. We can see Bitcoin as the first iteration. It is just the starting point. The mechanism for change and how to evolve a network based on consensus from the participants is what matters. <a href=https://www.ycombinator.com/"https://dfinity.org//">Dfinity, <a href=https://www.ycombinator.com/"https://www.tezos.com//">Tezos or <a href=https://www.ycombinator.com/"https://aragon.one//">Aragon are exploring this space further.</p>\n<p>We also touched on incentive alignment. The average tenure of an employee in Silicon Valley is less than two years<sup id=\"footnoteid9\"><a href=https://www.ycombinator.com/"#footnote9\">9</a></sup>. One of the causes is the lack of alignment between employees and the owners. This is called the <a href=https://www.ycombinator.com/"https://en.wikipedia.org/wiki/Principal–agent_problem/">Principal-Agent Problem</a>. Every group of people has principals (owners) and agents (employees) and it is easy for them to become misaligned. What may be good for the employee may not be good for the company. In startups, principals and agents are the same. That’s why they are all really motivated to work together and can create enormous amount of progress in small periods of time. The velocity in crypto development teams like Ethereum exhibit this same energy along a greater number of participants.</p>\n<p>Another interesting parallel happens between startups and cryptocurrencies. Most corporations govern by law and process. Startups in their early stages govern with a limited process. Most actions occur implicitly, built on trust. As companies get bigger, you have to deal with procedures and rules to get anything done. An avid reader may note that Bitcoin’s community lack of consensus also stalled the network and it precipitated the creation of several forks like Bitcoin Cash. The difference here is that there is a mechanism for evolution (forks) and the decisions are taken by all the participants, not just by the owners (consensus mechanism).</p>\n<p>Cryptocurrencies provide a way of organizing people at scale with the potential to prevent the Principal-Agent problem and the <a href=https://www.ycombinator.com/"https://en.wikipedia.org/wiki/Tragedy_of_the_commons/">tragedy of the commons</a>. Bitcoin participants were so aligned, and the network effect was so strong that they ended up creating the <a href=https://www.ycombinator.com/"http://jasondrowley.com/2015/12/04/the-bitcoin-network-is-11000x-faster-than-the-top-500-supercomputers-combined//">most prominent computer network</a>.</p>\n<h2>4 – Tokens</h2>\n<p>Bitcoin is also programmable. It’s programmable money. You can define certain conditions to trigger transactions if they are met. For example, if you want to add extra security you could say that any transaction bigger than $1,000 USD needs to be verified by both you and your father. Ethereum took the concept a step further and supported more complex functionality in its <a href=https://www.ycombinator.com/"https://github.com/ethereum/wiki/wiki/White-Paper/">smart contracts</a>. Everyone can now create their own token that models their network, assets or team and distribute it accordingly. We wrote more about this <a href=https://www.ycombinator.com/"https://ycombinator.wpengine.com/the-token-effect//">token effect here</a>.</p>\n<p>The token conversation is particularly confusing because of the variety of tokens and use cases they support. Tokens are being used to raise money through <a href=https://www.ycombinator.com/"https://en.wikipedia.org/wiki/Initial_coin_offering/">ICOs. They are a way to raise funding from many contributors. It is important to note that you can also have a cryptocurrency or token without raising money through an ICO. Bitcoin or Litecoin never did an ICO.</p>\n<p>A common question about raising money through tokens is “how are they different from crowdfunding?” There are three key differences. First, you don’t trust any centralized entity to do the fundraising. Second, you have a lot more flexibility in what you can offer to your contributors (equity included). Third, contributors can transfer their assets instantly and easily to other people (pending regulation).</p>\n<p>Tokens can be used to incentivize participants and prevent the rent seeking behaviour that affects many communities and networks. This problem basically states that many participants of the network look to capture value without creating any. One specific version of this is spam. Any sufficiently adopted tool will see many people advertising their own endeavors for their own personal gain, decreasing the overall quality of the network and reducing trust. Online communities are littered with this problem and all of them devote countless amounts of time and money to keep the quality of their community safe from trolls and spammers.</p>\n<p>Tokens resolve these two problems. You need to contribute if you want to participate in the network. If you want to run some code on Ethereum you need to pay for it. It basically makes spam and rent seeking costly and, ultimately, not viable. If you have an online community, in order to post you need to stake your reputation. If your post benefits the network, you get rewarded, if it doesn’t, you get penalized and next time you want to post you will be charged accordingly. <a href=https://www.ycombinator.com/"https://steemit.com//">Steemit is experimenting with some of these ideas.</p>\n<p>Historically it’s been very complicated for companies to give equity to early adopters that help kickstart their products. Using tokens new companies can create network effects that help them compete with established incumbents. Tokens allow new ventures to bootstrap networks from the beginning with a solid wave of early adopters invested in their product that are committed to help it grow. Ethereum, from its inception and through its ICO, has created a strong decentralized community with skin in the game.</p>\n<p>Experts like David Sacks and Balaji Srinivasan believe that ownerships will get blockchained the same way content (video, text, and music) got packetized and sent over the internet<sup id=\"footnoteid10\"><a href=https://www.ycombinator.com/"#footnote10\">10</a></sup>. Once tokenized, they can be subdivided into near infinitely small pieces and exchanged freely, providing liquidity. Legal instruments of ownerships like deeds or securities will benefit from using a blockchain in terms of affecting transfers and chains of title. At the same time, it is also true that many things that are being tokenized now are just attempts of raising quick money from unwary investors. We need some type of regulation here and a solid framework to foster innovation while minimizing bad actors.</p>\n<h2>5 – Power (And Data) To The People</h2>\n<p>Bitcoin is cryptographically secure. You can transact with other people without ever exposing your private key i.e the series of characters that give you access to your funds. It is like signing up to many websites on the internet without communicating your password.</p>\n<p>Bitcoin has a 150 billion dollar bounty on it. So far the protocol has never been hacked. People may argue that Mt Gox, Okcheck, and other exchanges have been hacked, but Bitcoin the protocol has never been hacked. Exchanges, wallets, and custodians were compromised. Again, central, trusted parties can be hacked and will be hacked because they are honeypots.</p>\n<p>In this day and age, we see hacks happening every week. We need to handle dozens of passwords with complex passwords managers. Blockchains and cryptocurrency will solve this problem. Using a <a href=https://www.ycombinator.com/"https://radarrelay.com//">Decentralized exchange</a> or playing <a href=https://www.ycombinator.com/"https://www.cryptokitties.co//">Crypto Kitties</a> without needing to create an account is a magic moment.</p>\n<p>You can now own all your data and assets. Nobody can access your information without your private key. Third parties like social networks would not be able to benefit from it without your permission. Your privacy, finally, belongs to you. This use case is gaining adoption. For example, Microsoft is working on decentralized digital identities<sup id=\"footnoteid11\"><a href=https://www.ycombinator.com/"#footnote11\">11</a></sup>.</p>\n<p>However, right now you need to install browser extensions like <a href=https://www.ycombinator.com/"https://metamask.io//">Metamask to interact with websites that enable “crypto functionality”. They are still really clunky and the average user does not know they even exist. Native and more polished experiences both on web and mobile to sign and validate transactions need to happen for this to become meaningful. Until then, only tech savvy adopters will benefit from secure identification on niche use cases.</p>\n<h2>6 – Permissionless Innovation</h2>\n<p>Bitcoin, Ethereum, and most cryptocurrencies are open source. Every person in the world can contribute and send a pull request. Innovation is pushed to the edges. Innovation is not controlled by Satoshi, Vitalik Buterin, or any group of developers. It is permissionless. You can rely on being able to build your business on top of it.</p>\n<p>The Internet started the same way. It was built on open protocols like email or TCP/IP and everyone was able to create an easy to discover website. That’s not true in the internet anymore. Closed networks like Facebook or Twitter are gated communities that use their user data to gain an unfair advantage. They also have the potential to shut you down as soon as you compete with them or violate their ToS <sup id=\"footnoteid12\"><a href=https://www.ycombinator.com/"#footnote12\">12</a></sup> <sup id=\"footnoteid13\"><a href=https://www.ycombinator.com/"#footnote13\">13</a></sup> <sup id=\"footnoteid14\"><a href=https://www.ycombinator.com/"#footnote14\">14</a></sup>. And rightly so, they spent many years building their walled gardens and they don’t want to grow their successor in their yard.</p>\n<p>These closed entities or corporations argue that it is all about blockchain, not about cryptocurrencies. They say that private blockchains would be used to empower business process and increase efficiency. In my opinion, a blockchain without a cryptocurrency is just a distributed ledger or a glorified spreadsheet. There is no censorship resistance, no alignment of incentives, no network effect, and no trustless collaboration. This is extremely important if we want to empower equal networks where any individual can participate without being censored.</p>\n<p>An inclusive network allows any participant to innovate and the group benefits from it. Organizations and networks that restrict innovation will eventually stall and lose momentum. It already happened on the intranet vs internet debate. A lot of people argued for intranets at the beginning. They become really difficult to maintain and the content eventually stalls. A similar thing is happening between permissioned and permissionless blockchains right now. Permissioned blockchains will probably exist in closed organizations, but they will be interconnected by open permissionless blockchains.</p>\n<p>These open blockchains are powering protocols that will support open and permissionless applications. Decentralized <a href=https://www.ycombinator.com/"https://truebit.io//">computing, <a href=https://www.ycombinator.com/"https://filecoin.io//">storage, and <a href=https://www.ycombinator.com/"https://0xproject.com//">payments are setting up the groundwork for the proclaimed next web<sup id=\"footnoteid15\"><a href=https://www.ycombinator.com/"#footnote15\">15</a></sup>. These decentralized alternatives are fighting a difficult battle because their unit economics and/or customer experience may not work better than centralized options like Amazon Web Services. Censorship resistant may not be appealing enough for end consumers in many applications.</p>\n<p>However, because of its permissionless nature, you now may access a global and decentralized world computer that nobody owns. Whether this world computer would become the new standard or just for use cases where censorship-resistance is important remains to be seen. It has been true in the past that open innovation trumps permissioned innovation and we can sincerely hope this trends continues. The alternative doesn’t look different from an Orwellian future where we use government cryptocurrencies. Everything is recorded but still in the possession of the few.</p>\n<h2>Conclusion</h2>\n<p>In my opinion, real adoption is coming. There is an infrastructure inversion on the horizon. We have suffered several infrastructure inversions in the past century. They are never obvious, only in hindsight. Cars were made fun of when they got stuck in mud roads dominated by horses. Once the infrastructure switched and roads improved, horses could still walk on them, but cars got way faster. Telecommunication companies refused for years to switch from analog to digital to communicate more data. Once they did, it was trivial to run voice over their new infrastructure, but the other way around was almost impossible. I think the same is true with Bitcoin: traditional banking that takes days and charges high fees can be easily implemented on Bitcoin, but the opposite is not true.</p>\n<p>That new infrastructure is being built today. During this series we are going to speak with subject experts that are building it to make these long held promises possible. We are going to release deep-dives on the following topics:</p>\n<p><a href=https://www.ycombinator.com/"https://blog.ycombinator.com/the-decentralized-future-series-a-new-age-of-investing//">A New Age of Investing</a>.<br />\nThe Future of Payments.<br />\nThe Future of Organizations.<br />\nTurning Assets into Tokens.<br />\nSecurity starts with Identity.<br />\nThe New World Computer.</p>\n<p>Stay tuned and HODL on for more!</p>\n<p><strong>Notes</strong><br />\n<b id=\"footnote1\">1.</b> <a href=https://www.ycombinator.com/"https://en.wikipedia.org/wiki/Bitcoin#Decentralization\">Bitcoin Decentralization</a>. Wikipedia.<a href=https://www.ycombinator.com/"#footnoteid1\">↩</a><br />\n<b id=\"footnote2\">2.</b> <a href=https://www.ycombinator.com/"https://www.economist.com/blogs/graphicdetail/2018/02/daily-chart-1/">When the prices are too damn high</a>. The Economist.<a href=https://www.ycombinator.com/"#footnoteid2\">↩</a><br />\n<b id=\"footnote3\">3.</b> <a href=https://www.ycombinator.com/"https://www.fool.com/investing/2017/08/17/how-does-bitcoins-market-cap-stack-up-next-to-gold.aspx/">Bitcoin Market Cap vs Gold</a>.<a href=https://www.ycombinator.com/"#footnoteid3\">↩</a><br />\n<b id=\"footnote4\">4.</b> <a href=https://www.ycombinator.com/"https://www.reuters.com/article/us-offshore-wealth/super-rich-hold-32-trillion-in-offshore-havens-idUSBRE86L03U20120722/">Trillions in offshore Havens</a>. Reuters.<a href=https://www.ycombinator.com/"#footnoteid4\">↩</a><br />\n<b id=\"footnote5\">5.</b> <a href=https://www.ycombinator.com/"http:// https://www.barrons.com/articles/the-bitcoin-consensus-yes-its-a-bubble-buy-it-anyway-1511909599/">The Bitcoin ‘Consensus’: Yes It’s a Bubble, Buy It Anyway</a>. Barron’s. <a href=https://www.ycombinator.com/"#footnoteid5\">↩</a><br />\n<b id=\"footnote6\">6.</b> <a href=https://www.ycombinator.com/"https://www.businessdailyafrica.com/news/Citi-warns-over-risk-of-Kenya-bitcoins/539546-4263658-format-xhtml-rxcrr3z/index.html/">Citi Bitcoin GDP study</a>. <a href=https://www.ycombinator.com/"#footnoteid6\">↩</a><br />\n<b id=\"footnote7\">7.</b> <a href=https://www.ycombinator.com/"http:// https://techcrunch.com/2017/09/10/unsecurity//">Equifax Hack</a>. TechCrunch. <a href=https://www.ycombinator.com/"#footnoteid7\">↩</a><br />\n<b id=\"footnote8\">8.</b> <a href=https://www.ycombinator.com/"https://www.amazon.com/Internet-Money-Andreas-M-Antonopoulos/dp/1537000454/">The Internet of Money</a>. <a href=https://www.ycombinator.com/"#footnoteid8\">↩</a><br />\n<b id=\"footnote9\">9.</b> <a href=https://www.ycombinator.com/"http://www.businessinsider.com/employee-retention-rate-top-tech-companies-2017-8/">Retention Rate Silicon Valley</a>. Business Insider. <a href=https://www.ycombinator.com/"#footnoteid9\">↩</a><br />\n<b id=\"footnote10\">10.</b> <a href=https://www.ycombinator.com/"https://www.cnbc.com/2018/02/06/ex-paypal-david-sacks-on-craft-fund-and-harbor.html/">David Sacks on Craft Fund and Harbor</a>. CNBC. <a href=https://www.ycombinator.com/"#footnoteid10\">↩</a><br />\n<b id=\"footnote11\">11.</b> <a href=https://www.ycombinator.com/"https://cloudblogs.microsoft.com/enterprisemobility/2018/02/12/decentralized-digital-identities-and-blockchain-the-future-as-we-see-it//">Decentralized Digital Identity</a>. Microsoft. <a href=https://www.ycombinator.com/"#footnoteid11\">↩</a><br />\n<b id=\"footnote12\">12.</b> <a href=https://www.ycombinator.com/"https://thestack.com/cloud/2015/10/05/twitters-withdrawal-of-reliable-share-count-api-is-a-bold-monetising-move//">Twitter ShareCount endpoint shutdown</a>. The Stack. <a href=https://www.ycombinator.com/"#footnoteid12\">↩</a><br />\n<b id=\"footnote13\">13.</b> <a href=https://www.ycombinator.com/"http://fortune.com/2015/04/22/facebook-newsfeed-algorithm-publishers//">Facebook Advertising Algorithm Changes</a>. Fortune. <a href=https://www.ycombinator.com/"#footnoteid13\">↩</a><br />\n<b id=\"footnote14\">14.</b> <a href=https://www.ycombinator.com/"https://www.recode.net/2016/6/30/12067578/spotify-apple-app-store-rejection/">Apple Itunes Spotify rejection</a>. Recode. <a href=https://www.ycombinator.com/"#footnoteid14\">↩</a><br />\n<b id=\"footnote15\">15.</b> <a href=https://www.ycombinator.com/"https://medium.com/@FEhrsam/the-dapp-developer-stack-the-blockchain-industry-barometer-8d55ec1c7d4/">The Dapp Developer Stack</a>. <a href=https://www.ycombinator.com/"#footnoteid14\">↩</a></p>\n<p><em>Thanks to Raul San Narciso, Alex Shelkovnikov, Brad Lightcap, and Craig Cannon for reading drafts of this post.</em></p>\n<!--kg-card-end: html-->","comment_id":"1102207","feature_image":null,"featured":false,"visibility":"public","email_recipient_filter":"none","created_at":"2018-02-14T00:00:15.000-08:00","updated_at":"2022-02-03T16:40:21.000-08:00","published_at":"2018-02-14T00:00:15.000-08:00","custom_excerpt":"A good method for discovering startup ideas is to look into technological breakthroughs and think about what they unlock that wasn't possible before. In this introductory post, we are going to use this framework to examine Bitcoin.","codeinjection_head":null,"codeinjection_foot":null,"custom_template":null,"canonical_url":null,"authors":[{"id":"61fe29e3c7139e0001a710b8","name":"Ramon Recuero","slug":"ramon-recuero","profile_image":"/blog/content/images/2022/02/ramon.jpg","cover_image":null,"bio":"Ramon was a Hacker at YC. Before working at YC, he worked at Zynga, Moz and founded Netgamix.","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/ramon-recuero/"}],"tags":[{"id":"61fe29efc7139e0001a7118f","name":"Blockchain","slug":"blockchain","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/blockchain/"},{"id":"61fe29efc7139e0001a7116d","name":"Essay","slug":"essay","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/essay/"}],"primary_author":{"id":"61fe29e3c7139e0001a710b8","name":"Ramon Recuero","slug":"ramon-recuero","profile_image":"https://ghost.prod.ycinside.com/content/images/2022/02/ramon.jpg","cover_image":null,"bio":"Ramon was a Hacker at YC. Before working at YC, he worked at Zynga, Moz and founded Netgamix.","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/ramon-recuero/"},"primary_tag":{"id":"61fe29efc7139e0001a7118f","name":"Blockchain","slug":"blockchain","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/blockchain/"},"url":"https://ghost.prod.ycinside.com/the-decentralized-future-series/","excerpt":"A good method for discovering startup ideas is to look into technological breakthroughs and think about what they unlock that wasn't possible before. In this introductory post, we are going to use this framework to examine Bitcoin.","reading_time":12,"access":true,"og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"email_subject":null,"frontmatter":null,"feature_image_alt":null,"feature_image_caption":null},"mentions":[],"related_posts":[{"id":"63ed7c5ebb97530001aa5cd2","uuid":"c2766136-77ff-4a0c-9a1f-9d50f593e6b9","title":"Why would you start a startup in an economic downturn?","slug":"why-would-you-start-a-startup-in-an-economic-downturn","html":"<p>There will likely be a recession in 2023, and the major downsides to starting a startup are obvious: There is less money in the system so selling and fundraising are harder; investors have less money to invest and companies have less money to spend on products.</p><p>But these are also reasons it’s an especially good time to start a startup, especially with YC.</p><p>Cost-sensitive customers can be helpful in the early days of your company. If they pay you in this tough environment, it's a stronger signal. There’s a higher likelihood you’re building something they really want.</p><p>And though our <a href=https://www.ycombinator.com/"https://www.ycombinator.com/deal/">new standard deal</a> of $500,000 gives you some slack, you will likely have to develop very smart habits around spending because fundraising is harder. Learning how to <a href=https://www.ycombinator.com/"http://www.paulgraham.com/aord.html/">stay alive</a> is arguably the most important skill you can have as a founder.</p><p>I don’t think it’s a coincidence that two of the top YC companies, Airbnb and Stripe, were started in the depths of the last recession (2009).* They learned how important it is to build something people want and not assume investors will be there to save them early on.</p><p>None of this is new. It’s common knowledge, especially in the tech community, that many successful startups were created during recessions (just search “startups + recession” and you’ll find a bunch of articles), which may be one reason we’ve seen high numbers of applications from founders leaving their big tech company jobs, especially in the last couple of months.</p><p>If running a startup is like commanding an army, then YC is elite basic training. You’ll learn how to navigate the challenges (or realize you’re not up for it) when your company is small and with the support of advisors and YC batchmates. You’ll build a solid foundation of learning how to build something people want and staying alive. </p><p>The YC training prepares you by default for succeeding through recessions. And it’s easier to internalize that training today when the macroenvironment supports it. The alternative is learning it on the battlefield when the stakes are way higher — when you’ve already raised money and have employees who depend on you. </p><p>As YC founder Paul Graham <a href=https://www.ycombinator.com/"http://www.paulgraham.com/die.html/">wrote, “Bad shit is coming. It always is in a startup.” If you’re interested in starting a startup, we’re entering a counterintuitively good time to do it. It won’t be easy, but if you get through the early days, you’ll be better prepared than most. And if the challenge excites you, you probably have the right personality for it.</p><p>*Their products were also tailored to a cost-sensitive environment. Stripe made it easier for brick-and-mortar businesses to cut costs by selling online and Airbnb created a new income stream for hosts and lower-priced accommodations for travelers.</p>","comment_id":"63ed7c5ebb97530001aa5cd2","feature_image":"/blog/content/images/2023/02/stephblog.png","featured":true,"visibility":"public","email_recipient_filter":"none","created_at":"2023-02-15T16:44:14.000-08:00","updated_at":"2023-02-21T08:30:00.000-08:00","published_at":"2023-02-21T08:30:00.000-08:00","custom_excerpt":"In an economic downturn, there are obvious downsides of starting a startup — but there are also powerful upsides; because to survive, you have to *actually* build something people want.","codeinjection_head":null,"codeinjection_foot":null,"custom_template":null,"canonical_url":null,"authors":[{"id":"61fe29e3c7139e0001a710c8","name":"Stephanie Simon","slug":"stephanie","profile_image":"/blog/content/images/2022/02/steph-af6b11e61b7a3c55b099c780fe0a359236ceaab496850b530d178aedb8cefb2c.jpg","cover_image":null,"bio":"Stephanie Simon is the Head of Admissions at Y Combinator. \n\nPrior to YC, she was a software engineer at Earnest and co-founded Murmur, a venture-backed local search startup.","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/stephanie/"}],"tags":[{"id":"61fe29efc7139e0001a71173","name":"YC News","slug":"yc-news","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/yc-news/"},{"id":"61fe29efc7139e0001a7116d","name":"Essay","slug":"essay","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/essay/"},{"id":"61fe29efc7139e0001a7117d","name":"Admissions","slug":"admissions","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/admissions/"},{"id":"63ed8ba5bb97530001aa5ced","name":"#271","slug":"hash-271","description":null,"feature_image":null,"visibility":"internal","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/404/"},{"id":"63ed8ba5bb97530001aa5cee","name":"#240","slug":"hash-240","description":null,"feature_image":null,"visibility":"internal","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/404/"}],"primary_author":{"id":"61fe29e3c7139e0001a710c8","name":"Stephanie Simon","slug":"stephanie","profile_image":"https://ghost.prod.ycinside.com/content/images/2022/02/steph-af6b11e61b7a3c55b099c780fe0a359236ceaab496850b530d178aedb8cefb2c.jpg","cover_image":null,"bio":"Stephanie Simon is the Head of Admissions at Y Combinator. \n\nPrior to YC, she was a software engineer at Earnest and co-founded Murmur, a venture-backed local search startup.","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/stephanie/"},"primary_tag":{"id":"61fe29efc7139e0001a71173","name":"YC News","slug":"yc-news","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/yc-news/"},"url":"https://ghost.prod.ycinside.com/why-would-you-start-a-startup-in-an-economic-downturn/","excerpt":"There will likely be a recession in 2023, and the major downsides to starting a startup are obvious: There is less money in the system so selling and fundraising are harder; investors have less money to invest and companies have less money to spend on products.","reading_time":2,"access":true,"og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"email_subject":null,"frontmatter":null,"feature_image_alt":null,"feature_image_caption":null},{"id":"6357f9044557ad0001018040","uuid":"b73507ea-8de6-4799-8305-1554bd33437c","title":"How to maintain engineering velocity as you scale","slug":"how-to-maintain-engineering-velocity-as-you-scale","html":"<p>Engineering is typically the function that grows fastest at a scaling startup. It requires a lot of attention to make sure the pace of execution does not slow and cultural issues do not emerge as you scale.</p><p>We’ve learned a lot about pace of execution in the past five years at Faire. When we launched in 2017, we were a team of five engineers. From the beginning, we built a simple but solid foundation that allowed us to maintain both velocity and quality. When we found product-market fit later that year and started bringing on lots of new customers, instead of spending engineering resources on re-architecturing our platform to scale, we were able to double down on product engineering to accelerate the growth. In this post, we discuss the guiding principles that allowed us to maintain our engineering velocity as we scaled.</p><h2 id=\"four-guiding-principles-to-maintaining-velocity\">Four guiding principles to maintaining velocity</h2><p>Faire’s engineering team grew from five to over 100 engineers in three years. Throughout this growth, we were able to sustain our pace of engineering execution by adhering to four important elements:</p><ol><li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/blog/how-to-maintain-engineering-velocity-as-you-scale/#1-hire-the-best-engineers\">Hiring the best engineers</a></li><li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/blog/how-to-maintain-engineering-velocity-as-you-scale/#2-build-a-solid-long-term-foundation-from-day-one\">Building solid long-term foundations from day one</a></li><li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/blog/how-to-maintain-engineering-velocity-as-you-scale/#3-track-engineering-metrics-to-drive-decision-making\">Tracking metrics to guide decision-making</a></li><li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/blog/how-to-maintain-engineering-velocity-as-you-scale/#4-keep-teams-small-and-independent\">Keeping teams small and independent</a></li></ol><h2 id=\"1-hire-the-best-engineers\">1. Hire the best engineers</h2><p>You want to hire the best early team that you can, as they’re going to be the people helping you scale and maintain velocity. And good people follow good people, helping you grow your team down the road.</p><p>This sounds obvious, but it’s tempting to get people in seats fast because you have a truckload of priorities and you’re often the only one doing engineering recruiting in those early years. What makes this even harder is you often have to play the long game to get the best engineers signed on. Your job is to build a case for why your company is <em>the</em> opportunity for them. </p><p>We had a few amazing engineers in mind we wanted to hire early on. I spent over a year doing coffee meetings with some of them. I used these meetings to get advice, but more importantly I was always giving them updates on our progress, vision, fundraising, and product releases. That created FOMO which eventually got them so excited about what was happening at Faire that they signed up for the ride.</p><p>While recruiting, I looked for key competencies that I thought were vital for our engineering team to be successful as we scaled. These were:</p><h3 id=\"a-experts-at-our-core-technology\">a. Experts at our core technology</h3><p>In early stages, you need to move extremely fast and you cannot afford to make mistakes. We wanted the best engineers who had previously built the components we needed so they knew where mistakes could happen, what to avoid, what to focus on, and more. For example, we built a complex payments infrastructure in a couple of weeks. That included integrating with multiple payment processors in order to charge debit/credit cards, process partial refunds, async retries, voiding canceled transactions, and linking bank accounts for ACH payouts. We had built similar infrastructure for the Cash App at Square and that experience allowed us to move extremely quickly while avoiding pitfalls.</p><h3 id=\"b-focused-on-delivering-value-to-customers\">b. Focused on delivering value to customers</h3><p>Faire’s mission is to empower entrepreneurs to chase their dreams. When hiring engineers, we looked for people who were amazing technically but also understood our business, were customer focused, were passionate about entrepreneurship—and understood how they needed to work. That is, they understood how to use technology to add value to customers and product, quickly and with quality. To test for this, I would ask questions like: “Give me examples of how you or your team impacted the<em> </em>business.” Their answers would show how well they understood their current company’s business and how engineering can impact customers and change a company’s top-line numbers.</p><p>I also learned a lot when I let them ask questions about Faire. I love when engineering candidates ask questions about how our business works, how we make money, what our market size is, etc. If they don't ask these kinds of questions, I ask them things like: “Do you understand how Faire works?” “Why is Faire good for retailers?” “How would you sell Faire to a brand?” After asking questions like these a few times, you’ll see patterns and be able to quickly identify engineers who are business-minded and customer-focused.</p><p>Another benefit of hiring customer-focused engineers is that it’s much easier to shut down projects, start new ones, and move people around, because everyone is focused on delivering value for the customer and not wedded to the products they helped build. During COVID, our customers saw enormous change, with in-person trade shows getting canceled and lockdowns impacting in-person foot traffic. We had to adapt quickly, which required us to stop certain initiatives and move our product and engineering teams to launch new ones, such as our own version of <a href=https://www.ycombinator.com/"https://blog.faire.com/thestorefront/introducing-faire-summer-market-our-first-online-trade-show-event//">online trade shows</a>.</p><h3 id=\"c-grit\">c. Grit</h3><p>When we first started, we couldn’t afford to build the most beautiful piece of engineering work. We had to be fast and agile. This is critical when you are pre-product-market fit. Our CEO Max and a few early employees would go to trade shows to present our product to customers, understand their needs, and learn what resonated with them. Max would call us with new ideas several times a day. It was paramount that our engineers were <a href=https://www.ycombinator.com/"https://angeladuckworth.com/grit-book//">gritty and able to quickly make changes to the product. Over the three or four days of a trade show, our team deployed changes nonstop to the platform. We experimented with offerings like:</p><ul><li>Free shipping on first orders</li><li>Buy now, pay later</li><li>Buy from a brand and get $100 off when you re-order from the same brand</li><li>Free returns</li></ul><p>By trying different value propositions in a short time, our engineering team helped us figure out what was most valuable to our customers. That was how we found strong product-market fit within six months of starting the company.</p><figure class=\"kg-card kg-image-card\"><img src=https://www.ycombinator.com/"https://lh3.googleusercontent.com/CrRDf25EV8if-oP6rfEnSYeA_ttfKsayeQoM61gMOYFODZvpYsId0z2Y5RQ8z5xH4zt8UQaPBOwe1xus8oaqKQW1zxqNxz_ss9LHTpWyCc6tWsyJUm6_g6lVUtb6PkHluwNcqIU9MN3silgCLqtNHO2S8RkPcQCHBYiVPhK9Fteoiq_w9dZJqaxTqA/" class=\"kg-image\" alt loading=\"lazy\"></figure><p><em>Our trade show storefront back when we were called Indigo Fair.</em></p><h2 id=\"2-build-a-solid-long-term-foundation-from-day-one\">2. Build a solid long-term foundation from day one</h2><p>The number one impediment to engineering velocity at scale is a lack of solid, consistent foundation. A simple but solid foundation will allow your team to keep building on top of it instead of having to throw away or re-architecture your base when hypergrowth starts.</p><p>To create a solid long-term foundation, you first need to get clear on what practices you believe are important for your engineering team to scale. For example, I remember speaking with senior engineers at other startups who were surprised we were writing tests and doing code reviews and that we had a code style guide from the very early days. But we couldn’t have operated well without these processes. When we started to grow fast and add lots of engineers, we were able to keep over 95% of the team focused on building features and adding value to our customers, increasing our growth. </p><p>Once you know what long-term foundations you want to build, you need to write it down. We were intentional about this from day one and documented it in our <a href=https://www.ycombinator.com/"https://craft.faire.com/handbook-89f166841ec9/">engineering handbook</a>. Today, every engineer is onboarded using this handbook.</p><p>The four foundational elements we decided on were:</p><h3 id=\"a-being-data-driven\">a. Being data-driven</h3><p>The most important thing is to build your data muscle early. We started doing this at 10 customers. At the time, the data wasn’t particularly useful; the more important thing was to start to collect it. At some point, you’ll need data to drive product decision-making. The longer you wait, the harder it is to embed into your team.</p><p>Here’s what I recommend you start doing as early as possible:</p><ul><li>Set up data pipelines that feed into a data warehouse.</li><li>Start collecting data on how people are using your product. As you add features and iterate, record how those changes are impacting user interactions. All of this should go into a data warehouse that is updated within minutes and made available to your team. As your product gets increasingly complex, it will become more and more important to use data to validate your intuition.</li><li>We use Redshift to store data. As user events are happening, our relational database (MySQL) replicates them in Redshift. Within minutes, the data is available for queries and reports.</li><li>Train your team to use experimentation frameworks.</li><li>Make it part of the product development process. The goal is to transform your intuition into a statistically testable statement. A good place to start is to establish principles and high-level steps for your team to follow when they run experiments. We’ve set principles around when to run experiments vs. when not to, that running rigorous experiments should be the default (and when it isn’t), and when to stop an experiment earlier than expected. We also have teams log experiments in a Notion dashboard.</li><li>The initial focus should be on what impact you think a feature will have and how to measure that change. As you’re scoping a feature, ask questions like: How are we going to validate that this feature is achieving intended goals? What events/data do we need to collect to support that? What reports are we going to build? Over time, these core principles will expand.</li><li>The entire team should be thinking about this, not just the engineers or data team. We reinforced the importance of data fluency by pushing employees to learn SQL, so that they could run their own queries and experience the data firsthand.</li><li>It’ll take you multiple reps to get this right. We still miss steps and fail to collect the right data. The sooner you get your team doing this, the easier it will be to teach it to new people and become better at it as an organization.</li></ul><h3 id=\"b-our-choice-of-programming-language-and-database\">b. Our choice of programming language and database</h3><p>When choosing a language and database, pick something you know best that is also scalable long-term.<strong> </strong>If you choose a language you don’t know well because it seems easier or faster to get started, you won’t foresee pitfalls and you’ll have to learn as you go. This is expensive and time-consuming. We started with Java as our backend programming language and MySQL as our relational database. In the early days, we were building two to three features per week and it took us a couple of weeks to build the framework we needed around MySQL. This was a big tradeoff that paid dividends later on.</p><h3 id=\"c-writing-tests-from-day-one\">c. Writing tests from day one</h3><p>Many startups think they can move faster by not writing tests; it’s the opposite. Tests help you avoid bugs and prevent legacy code at scale. They aren’t just validating the code you are writing now. They should be used to enforce, validate, and document requirements. Good tests protect your code from future changes as your codebase grows and features are added or changed. They also catch problems early and help avoid production bugs, saving you time and money. Code without tests becomes legacy very fast. Within months after untested code is written, no one will remember the exact requirements, edge cases, constraints, etc. If you don’t have tests to enforce these things, new engineers will be afraid of changing the code in case they break something or change an expected behavior.<br><br>There are two reasons why tests break when a developer is making code changes:</p><ul><li>Requirements change. In this case, we expect tests to break and they should be updated to validate and enforce the new requirements.</li><li>Behavior changes unexpectedly. For example, a bug was introduced and the test alerted us early in the development process.</li></ul><p>Every language has tools to measure and keep track of test coverage. I highly recommend introducing them early to track how much of your code is protected by tests. You don’t need to have 100% code coverage, but you should make sure that critical paths, important logic, edge cases, etc. are well tested. <a href=https://www.ycombinator.com/"https://leanylabs.com/blog/good-unit-tests//">Here are tips for writing good tests</a>.</p><h3 id=\"d-doing-code-reviews\">d. Doing code reviews</h3><p>We started doing code reviews when we hired our first engineer. Having another engineer review your code changes helps ensure quality, prevents mistakes, and shares good patterns. In other words, it’s a great learning tool for new and experienced engineers. Through code reviews, you are teaching your engineers patterns: what to avoid, why to do something, the features of languages you should and shouldn’t use. </p><p>Along with this, you should have a coding style guide. Coding guides help enforce consistency and quality on your engineering team. It doesn’t have to be complex. We use a tool that formats our code so our style guide is automatically enforced before a change can be merged. This leads to higher code quality, especially when teams are collaborating and other people are reviewing code.</p><p>We switched from Java to Kotlin in 2019 and we have a comprehensive style guide that includes recommendations and rules for programming in Kotlin. For anything not explicitly specified in our guide, we ask that engineers follow <a href=https://www.ycombinator.com/"https://kotlinlang.org/docs/coding-conventions.html/">JetBrains’ coding conventions</a>.</p><p>These are the code review best practices we share internally:</p><ul><li>#bekind when doing a code review. Use positive phrasing where possible (\"there might be a better way\" instead of \"this is terrible\"; \"how about we name this X?\" instead of \"naming this Y is bad\"). It's easy to unintentionally come across as critical, especially if you have a remote team.</li><li>Don't block changes from being merged if the issues are minor (e.g., a request for variable name change, indentation fixes). Instead, make the ask verbally. Only block merging if the request contains potentially dangerous changes that could cause issues or if there is an easier/safer way to accomplish the same.</li><li>When doing a code review, ensure that the code adheres to your style guide. When giving feedback, refer to the relevant sections in the style guide.</li><li>If the code review is large, consider checking out the branch locally and inspecting the changes in IntelliJ (Git tab on the bottom). It’s easier to have all of the navigation tools at hand.</li></ul><h2 id=\"3-track-engineering-metrics-to-drive-decision-making\">3. Track engineering metrics to drive decision-making</h2><p>Tracking metrics is imperative to maintaining engineering velocity. Without clear metrics, Faire would be in the dark about how our team is performing and where we should focus our efforts. We would have to rely on intuition and assumptions to guide what we should be prioritizing. </p><p>Examples of metrics we started tracking early (at around 20 engineers) included:</p><ul><li><strong>Uptime.</strong> One of the first metrics we tracked was <a href=https://www.ycombinator.com/"https://docs.datadoghq.com/integrations/uptime//">uptime. We started measuring this because we were receiving anecdotal reports of site stability issues. Once we started tracking it, we confirmed the anecdotal evidence and dedicated a few engineers to resolve the issue.</li><li><strong>CI wait time.</strong> Another metric that was really important was CI wait time (i.e., time for the build system to build/test pull requests). We were receiving anecdotal reports of long CI wait times for developers, confirmed it with data, and fixed the issue.</li></ul><figure class=\"kg-card kg-image-card\"><img src=https://www.ycombinator.com/"https://lh3.googleusercontent.com/KiE8tjsqkFvtJFmyY_6-IinXuT1A6C4x6JBUSX9qb9nDHB9lurJZAlHocGDEi3Sx_HSHNuBxozMBljGOsNokrQIJ9Hk6ZolI39yQtKPz0yuAbue0G2weaKWXqD65_Gbal_LYuEC5TpPoGIdCGd0jflhy1yRQzuG-pxV1IePbh8LuEtvqehC1gHs5lw/" class=\"kg-image\" alt loading=\"lazy\"></figure><p><em>This is a dashboard we created in the early days of Faire to track important engineering metrics. It was updated manually by collecting data from different sources. Today, we have more comprehensive dashboards that are fully automated.</em></p><p>Once our engineering team grew to 100+, our top-level metrics became more difficult to take action against. When metrics trended beyond concerning thresholds, we didn’t have a clear way to address them. Each team was busy with their own product roadmap, and it didn’t seem worthwhile to spin up new teams to address temporary needs. Additionally, many of the problems were large in scale and would have required a dedicated group of engineers. </p><p>We found that the best solution was to build <a href=https://www.ycombinator.com/"https://www.datadoghq.com/blog/the-power-of-tagged-metrics//">dimensions so that we could view metrics by team. Once we had metrics cut by team, we could set top-down expectations and priorities. We were happy to see that individual teams did a great job of taking ownership of and improving their metrics and, consequently, the company’s top-level metrics.</p><h4 id=\"an-example-transaction-run-duration\">An example: transaction run duration</h4><p>Coming out of our virtual trade show, <a href=https://www.ycombinator.com/"https://blog.faire.com/thestudio/faire-summer-market-2021-our-global-trade-show-event-is-coming-in-july//">Faire Summer Market</a>, we knew we needed significant investment in our database utilization. During the event, site usage pushed our database capacity to its limits and we realized we wouldn’t be able to handle similar events in the future.</p><p>In response, we created a metric of how long transactions were open every time our application interacted with the database. Each transaction was attributed to a specific team. We then had a visualization of the hottest areas of our application along with the teams responsible for those areas. We asked each team to set a goal during our planning process to reduce their database usage by 20% over a three-month period. The aggregate results were staggering. Six months later, before our next event—<a href=https://www.ycombinator.com/"https://blog.faire.com/thestorefront/announcing-faires-2022-winter-virtual-trade-show-events//">Faire Winter Market</a>—incoming traffic was 1.6x higher, but we were nowhere close to maxing out our database capacity. Now, each team is responsible for monitoring their database utilization and ensuring it doesn’t trend in the wrong direction.</p><h3 id=\"managing-metrics-with-kpi-scorecards\">Managing metrics with KPI scorecards</h3><p>We’re moving towards a model where each team maintains a set of key performance indicators (KPIs) that get published as a scorecard reflecting how successful the team is at maintaining its product areas and the parts of the tech stack it owns.</p><p>We’re starting with a top-level scorecard for the whole engineering team that tracks our highest-level KPIs (e.g., <a href=https://www.ycombinator.com/"https://docs.datadoghq.com/tracing/guide/configure_an_apdex_for_your_traces_with_datadog_apm//">Apdex, database utilization, CI wait time, severe bug escapes, flaky tests). Each team maintains a scorecard with its assigned top-level KPIs as well as domain-specific KPIs. As teams grow and split into sub-teams, the scorecards follow the same path recursively. Engineering leaders managing multiple teams use these scorecards to gauge the relative success of their teams and to better understand where they should be focusing their own time.</p><p>Scorecard generation should be as automated and as simple as possible so that it becomes a regular practice. If your process requires a lot of manual effort, you’re likely going to have trouble committing to it on a regular cadence. Many of our metrics start in DataDog; we use their API to extract relevant metrics and push them into Redshift and then visualize them in Mode reports.</p><p>As we’ve rolled this process out, we’ve identified criteria for what makes a great engineering KPI:</p><ul><li><strong>Can be measured and has a believable source of truth.</strong> If capturing and viewing KPIs is not an easy and repeatable task, it’s bound to stop happening. Invest in the infrastructure to reliably capture KPIs in a format that can be easily queried.</li><li><strong>Clearly ladders up to a top-level business metric.</strong> If there isn’t a clear connection to a top-level business metric, you’ll have a hard time convincing stakeholders to take action based on the data. For example, we’ve started tracking pager volume for our critical services: High pager volume contributes to tired and distracted engineers which leads to less code output, which leads to fewer features delivered, which ultimately means less customer value.</li><li><strong>Is independent of other KPIs.</strong> When viewing and sharing KPIs, give appropriate relative weight to each one depending on your priorities. If you’re showing two highly correlated KPIs (e.g., cycle time and PR throughput), then you’re not leaving room for something that’s less correlated (e.g., uptime). You might want to capture some correlated KPIs so that you can quickly diagnose a worrying trend, but you should present non-duplicative KPIs when crafting the overall scorecard that you share with stakeholders.</li><li><strong>Is normalized in a meaningful way.</strong> Looking at absolute numbers can be misleading in a high-growth environment, which makes it hard to compare performance across teams. For example, we initially tracked growth of overall infrastructure cost. The numbers more than doubled every year, which was concerning. When we later normalized this KPI by the amount of revenue a product was producing, we observed the KPI was flat over time. Now we have a clear KPI of “amount spent on infrastructure to generate $1 in revenue.” This resulted in us being comfortable with our rate of spend, whereas previously we were considering staffing a team to address growing infrastructure costs.</li></ul><p>We plan to keep investing in this area as we grow. KPIs allow us to work and build with confidence, knowing that we’re focusing on the right problems to continue serving our customers.</p><h2 id=\"4-keep-teams-small-and-independent\">4. Keep teams small and independent</h2><p>When we were a company of 25 employees, we had a single engineering team. Eventually, we split into two teams in order to prioritize multiple areas simultaneously and ship faster. When you split into multiple teams, things can break because people lose context. To navigate this, we developed a pod structure to ensure that every team was able to operate independently but with all the context and resources they needed. </p><p>When you first create a pod structure, here are some rules of thumb:</p><ul><li><strong>Pods should operate like small startups.</strong> Give them a mission, goals, and the resources they need. It’s up to them to figure out the strategy to achieve those goals. Pods at Faire typically do an in-person offsite to brainstorm ideas and come up with a prioritized roadmap and expected business results, which they then present for feedback and approval.</li><li><strong><strong><strong>Each pod should have no more than 8 to 10 employees. </strong></strong></strong>For us, pods generally include 5 to 7 engineers (including an engineering manager), a product manager, a designer, and a data scientist.</li><li><strong>Each pod should have a clear leader. </strong>We have an engineering manager and a product manager co-lead each pod. We designed it this way to give engineering a voice and more ownership in the planning process.</li><li><strong>Expect people to be members of multiple pods. </strong>While this isn’t ideal, there isn’t any other way to do it early on. Resources are constrained, and you need a combination of seasoned employees and new hires on each pod (otherwise they’ll lack context). Pick one or two people who have lots of context to seed the pod, then add new members. When we first did this, pods shared backend engineers, designers, and data analysts, and had their own product manager and frontend engineer.</li><li><strong>If you only have one product, assign a pod to each well-defined part of the product.</strong> If there’s not an obvious way to split up your product surface area, try to break it out into large features and assign a pod to each.</li><li><strong><strong><strong>Keep reporting lines and performance management within functional teams. </strong></strong></strong>This makes it easier to maintain:</li></ul><p>\t\t(1) Standardized tooling/processes across the engineering team and balanced \t\tleadership between functions</p><p>\t\t(2) Standardized career frameworks and performance calibration. We give our \t\tmanagers guidance and tools to make sure this is happening. For example, I \t\thave a spreadsheet for every manager that I expect them to update on a \t \t\tmonthly basis with a scorecard and brief summary of their direct reports’ \t\t \t\tperformance.</p><h3 id=\"how-we-stay-on-top-of-resource-allocation-census-and-horsepower\">How we stay on top of resource allocation: Census and Horsepower</h3><p>Our engineering priorities change often. We need to be able to move engineers around and create, merge, split, or sunset pods. In order to keep track of who is on which team—taking into account where that person is located, their skill set, tenure at the company, and more—we built a tool called Census.</p><p>Census is a real-time visualization of our team’s structure. It automatically updates with data from our ATS and HR system. The visual aspect is crucial and makes it easier for leadership to make decisions around resource allocation and pod changes as priorities shift. Alongside Census, we also built an algorithm to evaluate the “horsepower” of a pod. If horsepower is showing up as yellow or red, that pod either needs more senior engineers, has a disproportionate number of new employees, or both.</p><figure class=\"kg-card kg-image-card kg-card-hascaption\"><img src=https://www.ycombinator.com/"https://lh3.googleusercontent.com/pJk7SUqsmeQLU_dYU3BrN5wMnzyHwVySmydpuiNbHgDddt_FzwwQzCQ_pQH75FX-InduoRGg5hSVhcfXZxRC3FztBZ3aF_2JnwIFMBOhjSey2cgRQEqs38oORhgZgrtwrmgO7CM-WSU_34oeyp15hdzHOrH_FAXTlFlJOt-A87J4Brce_ri3MER8RA/" class=\"kg-image\" alt loading=\"lazy\"><figcaption>.</figcaption></figure><p><em>Census.</em></p><figure class=\"kg-card kg-image-card\"><img src=https://www.ycombinator.com/"https://lh3.googleusercontent.com/N7btbx4GDkomhZp8wj0CMlTiGywqDffV6qCakK6aZEILScjRiIqjhwjV1q2AlT6bmrzU9vqo_pa1ggXn8j_C0CWsO4BEQdHoq5EcPfOhZwhe8tg1oMmmmDeYQXNrjF99WOdM5AKVTT5GAisZM_idtecOsjdXH_qQ2ezvEVRLltbkMfmk1j3qouwt7g/" class=\"kg-image\" alt loading=\"lazy\"></figure><p><em>Pods are colored either green, yellow, or red depending on their horsepower.</em><br><br>One of the most common questions that founders have is how to balance speed with everything else: product quality, architecture debt, team culture. Too often, startups stall out and sacrifice their early momentum in order to correct technical debt. In building Faire, we set out to both establish a unified foundation <em>and</em> continue shipping fast. These four guiding principles are how we did it, and I hope they help others do the same.</p>","comment_id":"6357f9044557ad0001018040","feature_image":"/blog/content/images/2022/10/BlogTwitter-Image-Template-2.jpeg","featured":true,"visibility":"public","email_recipient_filter":"none","created_at":"2022-10-25T07:56:04.000-07:00","updated_at":"2022-10-26T12:38:29.000-07:00","published_at":"2022-10-25T09:00:00.000-07:00","custom_excerpt":"Faire’s engineering team grew from five to over 100 engineers in three years. 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retailers.","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/marcelo-cortes/"}],"tags":[{"id":"61fe29efc7139e0001a7116d","name":"Essay","slug":"essay","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/essay/"},{"id":"61fe29efc7139e0001a71181","name":"YC 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Building","slug":"company-building","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/company-building/"},{"id":"62d804e33644180001d72a1f","name":"#1543","slug":"hash-1543","description":null,"feature_image":null,"visibility":"internal","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/404/"},{"id":"61fe29efc7139e0001a71155","name":"Growth","slug":"growth","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/growth/"}],"primary_author":{"id":"61fe29e3c7139e0001a710d4","name":"Marcelo Cortes","slug":"marcelo-cortes","profile_image":"https://ghost.prod.ycinside.com/content/images/2022/10/Instagram-Image-Template--Square---7-.jpg","cover_image":null,"bio":"Marcelo Cortes is a co-founder and the CTO of Faire, an online wholesale marketplace connecting mostly small brands to independent, local 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It requires a lot of attention to make sure the pace of execution does not slow and cultural issues do not emerge as you scale.","reading_time":16,"access":true,"og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"email_subject":null,"frontmatter":null,"feature_image_alt":null,"feature_image_caption":null},{"id":"61fe29f1c7139e0001a717e9","uuid":"b3b9642b-eb24-447f-b21b-44ad60de5140","title":"How to Split Equity Among Co-Founders","slug":"splitting-equity-among-founders","html":"<!--kg-card-begin: html--><p><strong>Founders often ask how they should split equity with their co-founders.</strong></p>\n<p>Founders often ask how they should split equity with their co-founders.When I search the web on this topic I often see horrible advice, typically advocating for significant inequality among different founding team members. We see this trend reflected in the thousands of applications we review at Y Combinator every year.</p>\n<p>Here are some of the most often cited reasons for unequal equity splits:</p>\n<ul>\n<li>I came up with the idea for the company</li>\n<li>I started working <em>n</em> months before my co-founder </li>\n<li>This is what we agreed to</li>\n<li>My co-founder took a salary for <em>n</em> months and I didn’t</li>\n<li>I started working full time <em>n</em> months before my co-founder </li>\n<li>I am older/more experienced than my co-founder </li>\n<li>I brought on my co-founder after raising <em>n</em> thousands of dollars</li>\n<li>I brought on my co-founder after launching my MVP</li>\n<li>We need someone to tie-break in the case of founder arguments</li>\n</ul>\n<p><strong>Founders tend to make the mistake of splitting equity based on early work.</strong></p>\n<p>All of these lines of reasoning screw up in four fundamental ways:</p>\n<ul>\n<li>\n<p><strong>It takes 7 to 10 years to build a company of great value.</strong> Small variations in year one do not justify massively different founder equity splits in year 2-10.</p>\n</li>\n<li>\n<p><strong>More equity = more motivation.</strong> Almost all startups fail. The more motivated the founders, the higher the chance of success. Getting a larger piece of the equity pie is worth nothing if the lack of motivation on your founding team leads to failure.</p>\n</li>\n<li>\n<p><strong>If you don’t value your co-founders, neither will anyone else.</strong> Investors look at founder equity split as a cue on how the CEO values his/her co-founders. If you only give a co-founder 10% or 1%, others will either think they aren’t very good or aren’t going to be very impactful in your business. The quality of the team is often one of the top reasons why an investor will or won’t invest. Why communicate to investors that you have a team that you don’t highly value?</p>\n</li>\n<li>\n<p><strong>Startups are about execution, not about ideas.</strong> Dramatically unequal founder equity splits often give undue preference to the co-founder who initially came up with the idea for the startup, as opposed to the small group founders who got the product to market and generated the initial traction.</p>\n</li>\n</ul>\n<p><strong>Equity should be split equally because all the work is ahead of you.</strong></p>\n<p>My advice for splitting equity is probably controversial, but it’s what we have done for all of my startups, and what we almost always recommend at YC: <span id='r1'>equal equity splits among co-founders. [1] These are the people you are going to war with. You will spend more time with these people than you will with most family members. These are the people who will help you decide the most important questions in your company. Finally, these are the people you will celebrate with when you succeed.</span></p>\n<p>I believe equal or close to equal equity splits among founding teams should become standard. If you aren’t willing to give your partner an equal share, then perhaps you are choosing the wrong partner.</p>\n<p><em>Thank you to Justin Kan, Qasar Younis, and Colleen Taylor for reading drafts of this essay</em></p>\n<p>Notes:</p>\n<p>[1] If you fear what will happen if you have to break up with a co-founder, make sure you have a proper vesting schedule. In the Valley, a typical setup is to have four years of vesting with a one year “cliff.” In other words, while you might own 50% of the company on paper, if you leave or get fired within a year you walk away with nothing. After the one year point you get 25% of your stock. Every month after that you get an additional 1/48th of your total stock. You only earn all of your stock at the end of four years. This ensures that founders are a good fit for the long haul — and if there is a problem you can fix it without harm in year one. Another good contingency measure is for only the CEO to hold a board seat before a significant equity fundraise. That will prevent board disputes during tough decisions, such as in the unlikely event that the CEO has to fire a co-founder.</p>\n<!--kg-card-end: html-->","comment_id":"1097587","feature_image":"/blog/content/images/wordpress/2019/06/How-Much-Equity-to-Give-Your-Cofounder-Michael-Seibel.jpeg","featured":false,"visibility":"public","email_recipient_filter":"none","created_at":"2015-12-02T04:48:05.000-08:00","updated_at":"2021-10-20T13:41:24.000-07:00","published_at":"2015-12-02T04:48:05.000-08:00","custom_excerpt":null,"codeinjection_head":null,"codeinjection_foot":null,"custom_template":null,"canonical_url":null,"authors":[{"id":"61fe29e3c7139e0001a710b0","name":"Michael Seibel","slug":"michael-seibel","profile_image":"/blog/content/images/2022/02/Michael.jpg","cover_image":null,"bio":"Michael Seibel is a Group Partner and Managing Director, Early Stage at YC. He was the cofounder and CEO Justin.tv and Socialcam. 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There is a massive divide between the promises of cryptocurrency and the use cases they currently support. Most skeptics point out reasonably that there’s little to show regarding real adoption. At the same time, people in the industry argue that they need time to finish the infrastructure before they can deliver game changing apps. And the tribalism clouding the topic doesn’t help. There is room for dialogue that would benefit both sides.
A good method for discovering startup ideas is to look into technological breakthroughs and think about what they unlock that wasn’t possible before. In this introductory post, we are going to use this framework. We’ll look at Bitcoin and consider potential use cases that we can directly deduce from its properties. We’ll discuss the common counter-arguments and what needs to happen for each use case to become widely adopted. Finally, we’ll outline the posts coming up in this series–each will dive deeper into specific use cases.
Why
When Satoshi Nakamoto released the Bitcoin Whitepaper he defined it as a peer to peer electronic cash system. Its main achievement was solving the double spending problem without any centralized authority. It was a significant leap, allowing us to transact without intermediaries. It’s not a coincidence that the whitepaper was published after the 2008 subprime mortgage crisis. Just like the printing press removed the power of knowledge from governments and religions, Bitcoin and other cryptocurrencies give people the tools to control their own money.
Bitcoin kickstarted the so-called decentralized future1, where products could be built not by centralized companies or authorities but by groups of peers that work together towards a common goal. These new products would exhibit the main features and benefits of Bitcoin. Let’s dive into the clear use cases.
1 – A New Asset Class
With most cryptocurrencies anyone can make transactions but, once they are confirmed, nobody can alter or roll them back. They are tamper-proof. Most cryptocurrencies also have a limited supply of coins by design. The maximum number of coins is set in the source code and nobody can create more. Bitcoin, Litecoin, and Monero are examples of this. And its value isn’t stored in a physical object therefore nobody can destroy or seize your coins.
This property leads to the first real use case of cryptocurrencies, a digital store of value. Bitcoin is probably the best-positioned to dominate this use case because it’s the most adopted and its network is the most secure because it has the most miners. So far, we have seen adoption by citizens in countries with record-setting inflation rates like Venezuela2.
However, for first world countries and their institutions to take the Bitcoin market seriously it needs to grow. The gold market sits at around $7T3, and the offshore-account market is about $30T4. The Bitcoin network value now is around $130 billion, so there’s still a long way to go. The release of futures by the CME and rumours about a potential ETF are signs that point in the direction that adoption is going to keep increasing.
Investing in crypto assets to gain a financial return has been incredibly profitable for the last few years. However, skeptics would quickly remind you that it has been a market with high volatility and big doses of speculation. That said, cryptocurrencies and crypto assets might be the philosopher’s stone of a modern portfolio. Chris Burniske and Jack Tatar suggest that crypto assets have low/negative correlation with traditional asset classes5. They could offer diversification and thus, reduce the risk of your portfolio. The asset class is starting to gain traction as an investment; according to a Citi report, it amounts to several GDP points in countries like Russia, New Zealand, Nigeria, and the UK6.
There are still significant risks when you use cryptocurrencies as a way to store your wealth or as an investment. The price volatility is an emotional test for investors, seeing them decrease by 60% in a week is not easy to stomach. Investing in it and keeping your investment safe is not simple. Your private keys can be damaged, lost forever, or stolen. Nobody can save you if it happens. Nobody can rollback illegal transactions made with your private keys. Multisig wallets, hardware wallets, time-locks and vaults are initial attempts to solve this problem but they are way too complicated for the normal user. In the next few years, custody is going to become more and more critical, and a new industry will be created to solve it.
2 – Disintermediation
Thanks to blockchain technology, all transactions included in the ledger can never be altered. Every transaction contains an identifier from the previous one and you cannot change the ID without changing the content. That makes this ledger immutable and tamper-proof. Today, we resort to many layers of documentation and mediators to ensure that transactions happen. In many cases it is more costly and time consuming to prove that you did something than actually doing the work. You can see this behavior in real estate property rights and transfers.
Many people would argue that all you need to solve this excess of paperwork is a good distributed database. However, a distributed database without incentives wouldn’t be maintained but if this distributed database is maintained by a company, you are trusting a third party. When you put sensitive data in the hands of a single trusted entity like a health company, a bank or Equifax, your information is eventually going to get exposed7. The question is not whether they are going to be hacked or not, the question is when. These are natural honeypots for hackers.
Another benefit of removing intermediaries is that you can perform tasks that were prohibitive before because of pricing. Now, with LTC or the Bitcoin Lightning Network you can send cents or fraction of cents to anyone in the world with nearly zero fees. Micropayments may seem like a pretty niche use case. Many people would be right to remind us than Venmo, Paypal and other solutions work perfectly for us today. Why do we need an alternative? How often do we send fraction of cents?
A compelling answer may be then that six billion people don’t have access to these applications, let alone bank accounts. Andreas Antonopoulos argues that the same way many developing countries leapfrogged directly into mobile phones and skipped landlines, they will skip traditional banking and have a crypto account in their mobile phone8. They will still need to compete with services such as M-Pesa that attempt to solve this problem and are quite mature.
Cryptocurrencies provide a clear path to transact without borders and offer banking resources to the unbanked. In order to do so, they need to improve their wallet user experience considerably. Clearer and more natural ways to convert to/from fiat currencies are also needed.
3 – Governance
The Bitcoin whitepaper also created a network of participants that collaborated on a single project without knowing each other. Bitcoin has a primitive governance mechanism that ensures that the incentives are aligned. Mutual trust is built-in, enforced, and ensured by the miners.
“But miners are centralized!” Yes, they are to some degree. Decentralization is not black or white, it is a range and it is going to keep evolving. We can see Bitcoin as the first iteration. It is just the starting point. The mechanism for change and how to evolve a network based on consensus from the participants is what matters. Dfinity, Tezos or Aragon are exploring this space further.
We also touched on incentive alignment. The average tenure of an employee in Silicon Valley is less than two years9. One of the causes is the lack of alignment between employees and the owners. This is called the Principal-Agent Problem. Every group of people has principals (owners) and agents (employees) and it is easy for them to become misaligned. What may be good for the employee may not be good for the company. In startups, principals and agents are the same. That’s why they are all really motivated to work together and can create enormous amount of progress in small periods of time. The velocity in crypto development teams like Ethereum exhibit this same energy along a greater number of participants.
Another interesting parallel happens between startups and cryptocurrencies. Most corporations govern by law and process. Startups in their early stages govern with a limited process. Most actions occur implicitly, built on trust. As companies get bigger, you have to deal with procedures and rules to get anything done. An avid reader may note that Bitcoin’s community lack of consensus also stalled the network and it precipitated the creation of several forks like Bitcoin Cash. The difference here is that there is a mechanism for evolution (forks) and the decisions are taken by all the participants, not just by the owners (consensus mechanism).
Cryptocurrencies provide a way of organizing people at scale with the potential to prevent the Principal-Agent problem and the tragedy of the commons. Bitcoin participants were so aligned, and the network effect was so strong that they ended up creating the most prominent computer network.
4 – Tokens
Bitcoin is also programmable. It’s programmable money. You can define certain conditions to trigger transactions if they are met. For example, if you want to add extra security you could say that any transaction bigger than $1,000 USD needs to be verified by both you and your father. Ethereum took the concept a step further and supported more complex functionality in its smart contracts. Everyone can now create their own token that models their network, assets or team and distribute it accordingly. We wrote more about this token effect here.
The token conversation is particularly confusing because of the variety of tokens and use cases they support. Tokens are being used to raise money through ICOs. They are a way to raise funding from many contributors. It is important to note that you can also have a cryptocurrency or token without raising money through an ICO. Bitcoin or Litecoin never did an ICO.
A common question about raising money through tokens is “how are they different from crowdfunding?” There are three key differences. First, you don’t trust any centralized entity to do the fundraising. Second, you have a lot more flexibility in what you can offer to your contributors (equity included). Third, contributors can transfer their assets instantly and easily to other people (pending regulation).
Tokens can be used to incentivize participants and prevent the rent seeking behaviour that affects many communities and networks. This problem basically states that many participants of the network look to capture value without creating any. One specific version of this is spam. Any sufficiently adopted tool will see many people advertising their own endeavors for their own personal gain, decreasing the overall quality of the network and reducing trust. Online communities are littered with this problem and all of them devote countless amounts of time and money to keep the quality of their community safe from trolls and spammers.
Tokens resolve these two problems. You need to contribute if you want to participate in the network. If you want to run some code on Ethereum you need to pay for it. It basically makes spam and rent seeking costly and, ultimately, not viable. If you have an online community, in order to post you need to stake your reputation. If your post benefits the network, you get rewarded, if it doesn’t, you get penalized and next time you want to post you will be charged accordingly. Steemit is experimenting with some of these ideas.
Historically it’s been very complicated for companies to give equity to early adopters that help kickstart their products. Using tokens new companies can create network effects that help them compete with established incumbents. Tokens allow new ventures to bootstrap networks from the beginning with a solid wave of early adopters invested in their product that are committed to help it grow. Ethereum, from its inception and through its ICO, has created a strong decentralized community with skin in the game.
Experts like David Sacks and Balaji Srinivasan believe that ownerships will get blockchained the same way content (video, text, and music) got packetized and sent over the internet10. Once tokenized, they can be subdivided into near infinitely small pieces and exchanged freely, providing liquidity. Legal instruments of ownerships like deeds or securities will benefit from using a blockchain in terms of affecting transfers and chains of title. At the same time, it is also true that many things that are being tokenized now are just attempts of raising quick money from unwary investors. We need some type of regulation here and a solid framework to foster innovation while minimizing bad actors.
5 – Power (And Data) To The People
Bitcoin is cryptographically secure. You can transact with other people without ever exposing your private key i.e the series of characters that give you access to your funds. It is like signing up to many websites on the internet without communicating your password.
Bitcoin has a 150 billion dollar bounty on it. So far the protocol has never been hacked. People may argue that Mt Gox, Okcheck, and other exchanges have been hacked, but Bitcoin the protocol has never been hacked. Exchanges, wallets, and custodians were compromised. Again, central, trusted parties can be hacked and will be hacked because they are honeypots.
In this day and age, we see hacks happening every week. We need to handle dozens of passwords with complex passwords managers. Blockchains and cryptocurrency will solve this problem. Using a Decentralized exchange or playing Crypto Kitties without needing to create an account is a magic moment.
You can now own all your data and assets. Nobody can access your information without your private key. Third parties like social networks would not be able to benefit from it without your permission. Your privacy, finally, belongs to you. This use case is gaining adoption. For example, Microsoft is working on decentralized digital identities11.
However, right now you need to install browser extensions like Metamask to interact with websites that enable “crypto functionality”. They are still really clunky and the average user does not know they even exist. Native and more polished experiences both on web and mobile to sign and validate transactions need to happen for this to become meaningful. Until then, only tech savvy adopters will benefit from secure identification on niche use cases.
6 – Permissionless Innovation
Bitcoin, Ethereum, and most cryptocurrencies are open source. Every person in the world can contribute and send a pull request. Innovation is pushed to the edges. Innovation is not controlled by Satoshi, Vitalik Buterin, or any group of developers. It is permissionless. You can rely on being able to build your business on top of it.
The Internet started the same way. It was built on open protocols like email or TCP/IP and everyone was able to create an easy to discover website. That’s not true in the internet anymore. Closed networks like Facebook or Twitter are gated communities that use their user data to gain an unfair advantage. They also have the potential to shut you down as soon as you compete with them or violate their ToS 121314. And rightly so, they spent many years building their walled gardens and they don’t want to grow their successor in their yard.
These closed entities or corporations argue that it is all about blockchain, not about cryptocurrencies. They say that private blockchains would be used to empower business process and increase efficiency. In my opinion, a blockchain without a cryptocurrency is just a distributed ledger or a glorified spreadsheet. There is no censorship resistance, no alignment of incentives, no network effect, and no trustless collaboration. This is extremely important if we want to empower equal networks where any individual can participate without being censored.
An inclusive network allows any participant to innovate and the group benefits from it. Organizations and networks that restrict innovation will eventually stall and lose momentum. It already happened on the intranet vs internet debate. A lot of people argued for intranets at the beginning. They become really difficult to maintain and the content eventually stalls. A similar thing is happening between permissioned and permissionless blockchains right now. Permissioned blockchains will probably exist in closed organizations, but they will be interconnected by open permissionless blockchains.
These open blockchains are powering protocols that will support open and permissionless applications. Decentralized computing, storage, and payments are setting up the groundwork for the proclaimed next web15. These decentralized alternatives are fighting a difficult battle because their unit economics and/or customer experience may not work better than centralized options like Amazon Web Services. Censorship resistant may not be appealing enough for end consumers in many applications.
However, because of its permissionless nature, you now may access a global and decentralized world computer that nobody owns. Whether this world computer would become the new standard or just for use cases where censorship-resistance is important remains to be seen. It has been true in the past that open innovation trumps permissioned innovation and we can sincerely hope this trends continues. The alternative doesn’t look different from an Orwellian future where we use government cryptocurrencies. Everything is recorded but still in the possession of the few.
Conclusion
In my opinion, real adoption is coming. There is an infrastructure inversion on the horizon. We have suffered several infrastructure inversions in the past century. They are never obvious, only in hindsight. Cars were made fun of when they got stuck in mud roads dominated by horses. Once the infrastructure switched and roads improved, horses could still walk on them, but cars got way faster. Telecommunication companies refused for years to switch from analog to digital to communicate more data. Once they did, it was trivial to run voice over their new infrastructure, but the other way around was almost impossible. I think the same is true with Bitcoin: traditional banking that takes days and charges high fees can be easily implemented on Bitcoin, but the opposite is not true.
That new infrastructure is being built today. During this series we are going to speak with subject experts that are building it to make these long held promises possible. We are going to release deep-dives on the following topics:
A New Age of Investing.
The Future of Payments.
The Future of Organizations.
Turning Assets into Tokens.
Security starts with Identity.
The New World Computer.