Congratulations to the 2023 YC Top Companies!

Treasury Prime</a> (YC W18) - Embedded banking software platform and marketplace</li><li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/onesignal/">OneSignal (YC S11) - Engage customers through personalized omni-channel messaging</li><li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/skill-lync/">Skill-lync (YC W19) - Online engineering college for India</li><li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/tigereye/">TigerEye (YC S22) - Modern enterprise software for sales leaders</li><li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/zeitview/">Zeitview (YC W15) - Inspection software for renewable energy & sustainable infrastructure</li><li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/ontop/">OnTop (YC W21) - A bank for remote workers connected to payroll</li><li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/obie/">Obie (YC S19) - Insurance and risk management for landlords</li><li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/nabis/">Nabis (YC W19) - The largest licensed cannabis wholesale platform</li></ul>Public:<ul><li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/presto/">Presto (YC S10) - Digital meets physical for big chain restaurants</li></ul>Exits:<ul><li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/nurx/">NURX (YC W16) - Medicine or testing kit, prescribed online, and delivered to your door </li></ul>One thing to note is that this is not an exhaustive list of YC’s top companies. We allowed founders to opt out of being listed for any reason. The full list of YC companies can be found <a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/">here. 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They flipped the equation of a typical startup founder: instead of raising money to enable a certain amount of growth, they eliminated the assumption of fundraising, controlled their spend, and evaluated how to ramp up spending based on what the business was bringing in. YC’s <a href=https://www.ycombinator.com/"https://twitter.com/anuhariharan/">Anu Hariharan</a> sat down with Christina and Wade to talk about their unique funding history in our first episode of <a href=https://www.ycombinator.com/"https://www.ycombinator.com/blog/new-yc-audio-series-same-same-but-different/">Same, Same but Different.</a> <div class=\"kg-card kg-audio-card\"><img src=https://www.ycombinator.com/"https://ghost.prod.ycinside.com/content/media/2022/07/SSBD_Final_1_thumb.jpg?v=1657216763245\" alt=\"audio-thumbnail\" class=\"kg-audio-thumbnail\"><div class=\"kg-audio-thumbnail placeholder kg-audio-hide\"><svg width=\"24\" height=\"24\" fill=\"none\" xmlns=\"http://www.w3.org/2000/svg\"><path fill-rule=\"evenodd\" clip-rule=\"evenodd\" d=\"M7.5 15.33a.75.75 0 1 0 0 1.5.75.75 0 0 0 0-1.5Zm-2.25.75a2.25 2.25 0 1 1 4.5 0 2.25 2.25 0 0 1-4.5 0ZM15 13.83a.75.75 0 1 0 0 1.5.75.75 0 0 0 0-1.5Zm-2.25.75a2.25 2.25 0 1 1 4.5 0 2.25 2.25 0 0 1-4.5 0Z\"/><path fill-rule=\"evenodd\" clip-rule=\"evenodd\" d=\"M14.486 6.81A2.25 2.25 0 0 1 17.25 9v5.579a.75.75 0 0 1-1.5 0v-5.58a.75.75 0 0 0-.932-.727.755.755 0 0 1-.059.013l-4.465.744a.75.75 0 0 0-.544.72v6.33a.75.75 0 0 1-1.5 0v-6.33a2.25 2.25 0 0 1 1.763-2.194l4.473-.746Z\"/><path fill-rule=\"evenodd\" clip-rule=\"evenodd\" d=\"M3 1.5a.75.75 0 0 0-.75.75v19.5a.75.75 0 0 0 .75.75h18a.75.75 0 0 0 .75-.75V5.133a.75.75 0 0 0-.225-.535l-.002-.002-3-2.883A.75.75 0 0 0 18 1.5H3ZM1.409.659A2.25 2.25 0 0 1 3 0h15a2.25 2.25 0 0 1 1.568.637l.003.002 3 2.883a2.25 2.25 0 0 1 .679 1.61V21.75A2.25 2.25 0 0 1 21 24H3a2.25 2.25 0 0 1-2.25-2.25V2.25c0-.597.237-1.169.659-1.591Z\"/></svg></div><div class=\"kg-audio-player-container\"><audio src=https://www.ycombinator.com/"https://ghost.prod.ycinside.com/content/media/2022/07/SSBD_Final_1.mp3/" preload=\"metadata\"></audio><div class=\"kg-audio-title\">Same, Same but Different with Vanta and Zapier</div><div class=\"kg-audio-player\"><button class=\"kg-audio-play-icon\"><svg xmlns=\"http://www.w3.org/2000/svg\" viewBox=\"0 0 24 24\"><path d=\"M23.14 10.608 2.253.164A1.559 1.559 0 0 0 0 1.557v20.887a1.558 1.558 0 0 0 2.253 1.392L23.14 13.393a1.557 1.557 0 0 0 0-2.785Z\"/></svg></button><button class=\"kg-audio-pause-icon kg-audio-hide\"><svg xmlns=\"http://www.w3.org/2000/svg\" viewBox=\"0 0 24 24\"><rect x=\"3\" y=\"1\" width=\"7\" height=\"22\" rx=\"1.5\" ry=\"1.5\"/><rect x=\"14\" y=\"1\" width=\"7\" height=\"22\" rx=\"1.5\" ry=\"1.5\"/></svg></button>0:00<div class=\"kg-audio-time\">/59:28</div><input type=\"range\" class=\"kg-audio-seek-slider\" max=\"100\" value=\"0\"><button class=\"kg-audio-playback-rate\">1×</button><button class=\"kg-audio-unmute-icon\"><svg xmlns=\"http://www.w3.org/2000/svg\" viewBox=\"0 0 24 24\"><path d=\"M15.189 2.021a9.728 9.728 0 0 0-7.924 4.85.249.249 0 0 1-.221.133H5.25a3 3 0 0 0-3 3v2a3 3 0 0 0 3 3h1.794a.249.249 0 0 1 .221.133 9.73 9.73 0 0 0 7.924 4.85h.06a1 1 0 0 0 1-1V3.02a1 1 0 0 0-1.06-.998Z\"/></svg></button><button class=\"kg-audio-mute-icon kg-audio-hide\"><svg xmlns=\"http://www.w3.org/2000/svg\" viewBox=\"0 0 24 24\"><path d=\"M16.177 4.3a.248.248 0 0 0 .073-.176v-1.1a1 1 0 0 0-1.061-1 9.728 9.728 0 0 0-7.924 4.85.249.249 0 0 1-.221.133H5.25a3 3 0 0 0-3 3v2a3 3 0 0 0 3 3h.114a.251.251 0 0 0 .177-.073ZM23.707 1.706A1 1 0 0 0 22.293.292l-22 22a1 1 0 0 0 0 1.414l.009.009a1 1 0 0 0 1.405-.009l6.63-6.631A.251.251 0 0 1 8.515 17a.245.245 0 0 1 .177.075 10.081 10.081 0 0 0 6.5 2.92 1 1 0 0 0 1.061-1V9.266a.247.247 0 0 1 .073-.176Z\"/></svg></button><input type=\"range\" class=\"kg-audio-volume-slider\" max=\"100\" value=\"100\"></div></div></div>You can also listen on <a href=https://www.ycombinator.com/"https://open.spotify.com/episode/3c1CmZtpzCqMa2MxXK845H?si=Ay6GBKIuT4OPfZePwUO4bQ\%22>Spotify, <a href=https://www.ycombinator.com/"https://podcasts.apple.com/us/podcast/158-same-same-but-different-with-vanta-and-zapier/id1236907421?i=1000569160335\%22>Apple Podcasts</a>, or <a href=https://www.ycombinator.com/"https://twitter.com/i/spaces/1vAxRkrNwoXKl/">Twitter. 3:20 - Christina, why did you wait so long before raising your first round? Vanta was bootstrapped until raising a Series A round that ended up looking more like a traditional Series C. The company has surpassed 3,000 customers and is valued at $1.6B. <ul><li>Investors want to fund businesses that don't actually need funding.</li><li>Christina talks about ensuring they were truly building something that people wanted and finding product-market fit. </li></ul>7:10 - Christina, what was the scale of Vanta when you decided to raise? Why did you decide to raise if you were cash-flow positive? <ul><li>Vanta had true signs of product-market fit, as shown by the impact of sales and marketing.</li><li>Christina talks about raising to ensure they didn’t lose the market they created. </li></ul>10:50 - Christina, how did you say no to the investors wanting to fund Vanta? What was your mental model? <ul><li>Be pragmatic with how you plan to spend funds; ensure the dilution from fundraising is worth it.</li><li>Christina talks about already hiring as quickly as possible and funds not helping with this challenge. </li></ul>14:15 - Wade, tell us about your experience raising a seed and why you decided not to raise again. Zapier raised only a $1.3M seed round in 2012 and has been profitable since 2014. The company is valued at $5B. <ul><li>Treat each funding round like it will be the last money you ever get.</li><li>Wade talks about his personal experience working for a quickly-growing, bootstrapped company, growing Zapier in a cost-effective way, and addressing constraints without fundraising. </li></ul>20:00 - Wade, did you always want to build a bootstrap company? When did you know Zapier had product-market fit and that it was a business model predisposed to being bootstrapped? <ul><li>When you make something people care about, it’s easy to sell to customers.</li><li>Don’t hire until it hurts.</li><li>Wade talks about finding product-market fit, their repeatable go-to market strategy to grow their base without a ton of capital, and their philosophy around hiring and building a remote company. </li></ul>24:30 - Wade, how did you attract talent without big headlines about fundraising news? <ul><li>Wade talks about hiring in a distributed way, writing about their learnings, and unique hiring tactics to raise the profile of Zapier as an employer. </li></ul>27:00 - Wade, what was the hardest part about hiring for a bootstrapped company? <ul><li>Wade talks about this not being an issue when hiring outside of Silicon Valley and already being profitable. </li></ul>29:15 - Christina, can you highlight Vanta’s journey to product-market fit? <ul><li>You can’t raise your way into the right product.</li><li>Christina shares insight into her first customers and advice on testing the value proposition with early users. </li></ul>35:45 - Christina, when did you know you had product-market fit and what were the signs? <ul><li>The path to product-market fit isn’t linear.</li><li>Christina speaks to the mistake of focusing solely on hiring versus selling in the early days. </li></ul>38:45 - Christina, how did you attract talent without big headlines about fundraising news? <ul><li>Christina shares how her pitch to candidates changed throughout Vanta’s journey. </li></ul>44:10 - Wade, how has hiring changed since the pandemic? <ul><li>Wade speaks to more companies competing in this remote environment and how this is shifting again given today’s economic climate. </li></ul>46:45 - Wade, what is your advice for founders whether to fundraise or not? <ul><li>Determine the constraints in your business and figure out how to address those.</li><li>Wade shares their biggest challenges and his mental model to determine whether to raise or not raise. </li></ul>49:00 - Wade, talk about your early days and how you were able to reach product-market fit as a remote company. <ul><li>When building a company, pick a lane: all remote or all in-office; the hybrid approach is the most challenging.</li><li>Wade talks about how this played out for Zapier, including working in-person with his co-founders the first few years and reaching product-market fit during this time. </li></ul>51:15 - Christina, do you recommend in-person, remote, or hybrid? <ul><li>Christina talks about the importance of documentation for remote and hybrid companies. </li></ul>53:30 - Christina, how long in Vanta’s experience was in-person important? <ul><li>Christina shares the challenges of shifting from in-person to remote. </li></ul>55:30 - Christina, how are you thinking about fundraising today in this funding environment and what advice do you have for founders? <ul><li>If you can, push your fundraising out — and if you can’t, it’s all about unit economics.</li><li>Christina talks about her recent experience fundraising (<a href=https://www.ycombinator.com/"https://www.vanta.com/blog/vanta-announces-series-b/">$110M Series B</a>) and the importance of metrics. </li></ul>58:00 - Wade, what advice do you have for founders in this funding environment? <ul><li>Running a good business never goes out of style. Focus less on what investors care about and a lot more on what your customers care about.</li></ul>","comment_id":"62c640aadb59f2000159e618","feature_image":"/blog/content/images/2022/07/Same_Same_1600x900_72DPI.png","featured":false,"visibility":"public","email_recipient_filter":"none","created_at":"2022-07-06T19:10:50.000-07:00","updated_at":"2022-07-07T10:59:27.000-07:00","published_at":"2022-07-07T08:55:00.000-07:00","custom_excerpt":null,"codeinjection_head":null,"codeinjection_foot":null,"custom_template":null,"canonical_url":null,"authors":[{"id":"61fe29e3c7139e0001a7106f","name":"Y 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They flipped the equation of a typical startup founder: instead of raising money to enable a certain amount of growth, they eliminated the assumption of fundraising, controlled their spend, and evaluated how to ramp up spending based on what the business was bringing in. ","reading_time":4,"access":true,"og_image":null,"og_title":null,"og_description":null,"twitter_image":"https://ghost.prod.ycinside.com/content/images/2022/07/Same_Same_1600x900_72DPI-1.png","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":"63d45276ba7a5900012d1cb7","uuid":"539ff8b7-1511-483b-aade-1dccd48511b1","title":"Learnings of a CEO: Snapdocs’ Aaron King on navigating market cycles","slug":"learnings-of-a-snapdocs-aaron-king-on-navigating-market-cycles","html":"Welcome to the fourth edition of Learnings of a CEO. You can read previous editions <a href=https://www.ycombinator.com/"https://www.ycombinator.com/blog?query=learnings%20of%20a%20CEO\%22>here. <a href=https://www.ycombinator.com/"https://www.snapdocs.com//">Snapdocs is the leading digital closing platform for the mortgage industry. Today, the company touches 25% of all US real estate transactions and is valued at $1.5B. Founder and CEO <a href=https://www.ycombinator.com/"https://twitter.com/a_w_king/">Aaron King</a> and his team have expertly navigated fundraising and market cycles. We sat down with Aaron to hear his insight into getting a business up and running with minimal outside funding and building through volatile market conditions. Why did you decide to raise minimal funding early in the company’s history?I never considered funding to be a requirement for building — but I also didn't know much about fundraising early on in the company’s history. Snapdocs was started as a side project a couple of years before ever thinking about applying to YC. By the time I applied, we had a live product, customers, and revenue. Even after YC, we didn’t raise much immediately. We stayed focused on building and then raised a seed round later in the year.It wasn’t until three years later that we raised our Series A. By then, we had spent about $1MM of our seed round and were at a $5MM revenue run rate. Around that time we started working with much larger customers, and it was clear we would need more capital to be successful in this bigger market. So, we raised our Series A. After we closed the round, our lead investor revealed how capital efficient we had been compared to our peers. Do you feel you had to ruthlessly prioritize when building the product because you didn't have the capital?Yes, and I’ve learned that you should take the same approach even when you do have the capital to be less disciplined. Back then, ruthless prioritization was our only option. We couldn’t afford to build features that weren’t essential. There were always a hundred distractions that would result in a broader, less focused product. But our capital constraints kept us focused on going deep with our paying customers. That helped us avoid the common trap of building products no one wanted. It also meant that when we decided to build a product, we had to think about the smallest version of that product in order to quickly ship. That helped ensure we had a short feedback loop from our users and ensure our resources were continuously being invested in building the right features. Looking back, I’m amazed at how much we were able to accomplish without spending much capital. Being capital constrained forced good behaviors that served us well even after we raised more funding. We continue to be thoughtful about every dollar we spend. But, there is a cost to this approach, and we’re paying for it today. We built many things that weren't engineered for scale or flexibility. However, now we can afford to reengineer those unscalable solutions because we built something people want.What did your product cycles look like before you raised your Series A?We were always heavy on customer involvement when building product. We spent a lot of time in our customers’ offices watching them use what we were building and understanding their work. We also kept a lot of our prospects in the loop as we built new features. Some of the best feedback came from people who had chosen to not yet work with us. Responding to that feedback with a killer feature was a great way to ultimately get them on board. We built a lot of trust and rapport with these early customers, and the in-person interactions helped immensely. As a result, they would call one of us the moment they thought there was a problem or if they thought a competitor was doing something compelling. Customer churn for Snapdocs has always been incredibly low as a result. We created a disciplined product release process, even in those early days, but we were still able to move quickly. We shipped code every day, sometimes multiple times a day. Customers were impressed by how quickly we could respond to issues and feedback. Interestingly, not having too much pressure from investors early on allowed us to experiment more in an underappreciated part of our market. The Serviceable Available Market (SAM) of our initial product was roughly only $20MM, but we believed it would allow us to expand into more critical parts of the mortgage ecosystem. It was the type of opportunity that would be hard to discover through market analysis or spreadsheet exercises. You had to get deep into the problem set to see the opportunity and develop the right strategy—and that ultimately worked to our advantage. Founders need capital to hire employees. As a bootstrapped company, what was your strategy around hiring? Hiring was hard, but we did a few things that worked well. Even before the company could afford full-time employees, I worked with talented contractors. I also leaned on friends to help me work through both technical and business challenges. Someone would come over and whiteboard with me or we’d get into the code and work through a problem. When I could afford to hire full-time employees, I treated them like founding team members. I was generous with equity and shared everything about the potential and challenges of the business. We built a lot of trust as a small team. Getting a few really good people into the company early on was foundational to the company’s success. The first person to join full-time was an engineer I had worked with in a previous role (and one of the friends that would help in those early days). The second and third hires were applicants from job postings on Hacker News. All three turned out to be excellent. None of us initially had large networks in the startup world, so most of our early hiring involved lots of interviews and hiring a few of the wrong people. We couldn’t attract well-known talent and took risks; invested in people we thought had a lot of potential. One mistake I made in the early years was being too timid to approach more of the people I respected. I should have tried to convince them to quit their successful jobs and join our small (yet risky at the time) startup. I’m fearless on this approach now, but back then I was intimidated to try to convince a friend to join a company that might fail. In hindsight, I did them a disservice by not trying to recruit them. The truth is that these people are smart and you’re not harming anyone by sharing your vision and the potential of the company with them. As long as you’re honest and transparent about the inherent challenges, you should give them the opportunity to take a risk on you. As Snapdocs grew, it became easier to pull from the team’s networks. We continued to build a lot of trust within the team, and they started referring their friends to apply. Eventually, we attracted well-known investors, and that, along with our culture and growth, made hiring easier. Because we were capital constrained, we also didn’t hire anyone until there was a clear and painful need. It made running the company harder because we were all spread thin but ultimately made us incredibly productive, as it meant we were always working on the most important things. How have you navigated different market conditions? When do you decide to react?A big part of our success has come from selectively ignoring some market changes while reacting quickly to others. It has always been a question of how the change aligns with our resources, vision, and north star metric of market share growth. For example, the biggest and most dynamic change we regularly experience are fluctuations in the number of mortgages that happen in a given month or year. This can change quickly based on a host of economic factors. When we are well-resourced and growing fast, we can ignore some of those market downturns and stay focused on market share growth — knowing we have the momentum and capital to power through it. Other times we’ve had to scale up or scale back based on the size of the fluctuation.But other market dynamics can change quickly too, like the industry’s appetite for new technologies and the competitive landscape. There have been times when the market was demanding a technology but we believed there were underlying factors in the industry that would prevent that tech from scaling. If we built the technology, it would pull resources away from the priorities that drove us toward our long-term goals. And so, sometimes to the protests of our sales team, we ignored it or invested minimally in these trendy areas. By doing so, we were able to stay focused on the things that were truly going to transform the industry. It’s also worth noting that navigating change was relatively easy in the first few years of building the company. It was a lot easier to adjust course on company direction or strategy when the team was smaller and could all fit in the same room. The product cycles were relatively short and malleable. The cost of making a change was low. As the company has grown, we’ve had to be a lot more thoughtful and methodical about changing the speed or direction of the business as we react to market changes. The cost of making a change has increased a lot. Investments take longer to play out. Changes to headcount take longer to scale up or down. There are more people on the team and more layers in the organization to communicate the change through. In March 2020, Snapdocs made a huge shift because of changes you were seeing in the housing market. How did you communicate this shift to your team and ensure their goals were aligned with the new priorities? COVID accelerated demand for our product, but with that came a shift in what our customers wanted from a platform like ours. We had to expand quickly to serve their needs, and we had to pivot our roadmap on a dime. It’s a testament to the team that we were able to pull that off. To make decisions quickly and then communicate them, we worked in concentric circles. We started by discussing the change in a smaller group of 3-4 people. This is where the hardest and messiest conversations took place. We moved quickly to define the problems and opportunities and set a direction for the company. We then looped in the senior leadership team for further discussion and to arm them with everything they needed to share the directional changes with their teams. Finally, we held a company-wide meeting to share the new direction and answer questions. All of this happened over the course of about 2 weeks.Now, our business required more speed and flexibility as information was coming in and changing week on week. We dealt with this by creating temporary pods of 4-5 team members focused on solving specific challenges that would spin up for a few weeks and then dissolve once the challenge was addressed. We also increased the frequency of our company-wide all-hands meetings from monthly to weekly so we could keep the whole company up to speed. Luckily we had a deep culture of transparency that goes back to the beginning of the company. We’ve always tried to share everything with our entire team — our cash balance, monthly growth rate, burn, our biggest challenges. This got harder as the team grew, but we’ve largely continued this transparency to today. It’s much easier to be transparent in times of great change if you've laid a foundation of trust and transparency in the past. We also worked hard to be intellectually honest about the growth we were experiencing. It’s easy to take credit when the business accelerates, but our message to the team wasn't, “Look at how great we're doing.” The message was closer to, “This industry works in cycles. We're in an up cycle now and that's great. There's going to be a down cycle. We don't know when or how strong it's going to be. But we should not overly congratulate ourselves for the current situation, just as we shouldn’t be too hard on ourselves when we’re fighting through an inevitable downturn in the future.”In 2021, Snapdocs <a href=https://www.ycombinator.com/"https://www.snapdocs.com/resource-center/blog/announcing-our-150m-series-d-funding-round/">announced a Series D round. How did this change your mentality around resources?It was clear that the pandemic would be an accelerator for our business, and we needed to move fast to stay ahead of the market. We went from being frugal to raising larger rounds of capital and hiring seasoned executives who could help us scale. It’s important for companies to evolve at the right points in time and ask themselves, “Is what I did yesterday the thing that's going to get me to where I need to be tomorrow?”. We asked that question and decided we needed to change parts of our culture and capital investment strategy if we wanted to win.When we raised capital in 2021, transactions on Snapdocs had steadily increased to millions of closings a year and thousands of lenders and title companies were using our technology every month. Demand for mortgages throughout the pandemic was strong, and we deployed an intentional strategy of prioritizing effectiveness over efficiency. We needed to get aggressive and expand our market position, which required capital. The market turned again later in the year, with demand for mortgages cooling. It was clear that it was time to go back to some of our old ways of doing things. We ditched the motto of being effective over being efficient. This meant a return to ruthless prioritization of our focus. We shifted away from investing so heavily in future scale as we wouldn’t need to tap into these systems for a few years.I find it helpful to remember that market fluctuations are normal and unavoidable. Startups should scale up at times and scale back at others. It’s hard and painful. There’s nothing easy or enjoyable about being understaffed to meet customer demand on one side, or needing to let team members go on the other. But these ups and downs are natural and a necessary part of building an enduring company. In a startup, you’re always making hard decisions based on insufficient information. You’re never going to be able to perfectly predict the future. You need to keep making the best decisions you can — knowing all the while that you may be wrong and need to change course again once the future becomes clearer.","comment_id":"63d45276ba7a5900012d1cb7","feature_image":"/blog/content/images/2023/02/BlogTwitter-Image-Template--24-.png","featured":true,"visibility":"public","email_recipient_filter":"none","created_at":"2023-01-27T14:38:46.000-08:00","updated_at":"2023-02-22T18:17:22.000-08:00","published_at":"2023-01-30T08:59:00.000-08:00","custom_excerpt":"Founder & CEO Aaron King expertly built Snapdocs through volatile market conditions and with minimal outside funding into the mortgage industry's leading digital closing platform, valued at $1.5B today. This is what he learned about navigating market cycles.","codeinjection_head":null,"codeinjection_foot":null,"custom_template":null,"canonical_url":null,"authors":[{"id":"61fe29e3c7139e0001a710a7","name":"Lindsay Amos","slug":"lindsay-amos","profile_image":"/blog/content/images/2022/02/Lindsay.jpg","cover_image":null,"bio":"Lindsay Amos is the Senior Director of Communications at Y Combinator. In 2010, she was one of the first 30 employees at Square and the company’s first comms hire.","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/lindsay-amos/"}],"tags":[{"id":"61fe29efc7139e0001a71174","name":"Advice","slug":"advice","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/advice/"},{"id":"61fe29efc7139e0001a71181","name":"YC Continuity","slug":"yc-continuity","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-continuity/"},{"id":"61fe29efc7139e0001a71152","name":"Founder Stories","slug":"founder-stories","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/founder-stories/"},{"id":"61fe29efc7139e0001a71158","name":"Leadership","slug":"leadership","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/leadership/"},{"id":"61fe29efc7139e0001a71170","name":"Startups","slug":"startups","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/startups/"},{"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/"},{"id":"63d45389ba7a5900012d1ccf","name":"#622","slug":"hash-622","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":"61fe29e3c7139e0001a710a7","name":"Lindsay Amos","slug":"lindsay-amos","profile_image":"https://ghost.prod.ycinside.com/content/images/2022/02/Lindsay.jpg","cover_image":null,"bio":"Lindsay Amos is the Senior Director of Communications at Y Combinator. In 2010, she was one of the first 30 employees at Square and the company’s first comms hire.","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/lindsay-amos/"},"primary_tag":{"id":"61fe29efc7139e0001a71174","name":"Advice","slug":"advice","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/advice/"},"url":"https://ghost.prod.ycinside.com/learnings-of-a-snapdocs-aaron-king-on-navigating-market-cycles/","excerpt":"Welcome to the fourth edition of Learnings of a CEO. You can read previous editions here. ","reading_time":9,"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":"620da5f7d710a50001fba7dd","uuid":"2e869860-9ab1-45e5-9761-e49ec49f7a45","title":"Y Combinator Top Companies - February 2022","slug":"y-combinator-top-companies-feb-2022","html":"We’re excited to share the <a href=https://www.ycombinator.com/"https://www.ycombinator.com/topcompanies/">2022 YC Top Companies</a>. In addition to the list of top companies, we also launched the <a href=https://www.ycombinator.com/"https://www.ycombinator.com/topcompanies/breakthrough/">YC Breakthrough Companies</a> list to highlight the fast-growing companies that have received between $15M-$300M <a href=https://www.ycombinator.com/"https://www.ycombinator.com/continuity//">from YC</a>.\nBoth lists include private, public and exited companies valued at $150M or more and are sorted by valuation<a href=https://www.ycombinator.com/"#fn1\" id=\"fnref1\">[1]</a> or market cap as of February 2022.\nHere are some stats about this year’s list:\n<ul>\n<li>\nMore than 260 YC companies are valued at $150M+ and more than 60 companies are valued at $1B+.\n</li>\n<li>\n99 new companies joined the list since our last update in July 2021.\n</li>\n<li>\nMore companies are operating remotely\n<ul>\n<li>11% of the top companies are remote first.</li>\n<li>Three of the top ten private companies are remote first (<a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/opensea/">OpenSea, <a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/brex/">Brex, <a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/gitlab/">Gitlab)./n/n/n
/n
20 countries are represented\n<ul>\n<li>6 new countries represented: Algeria, Tunisia, Senegal, Chile, Brazil, and Singapore</li>\n<li>Of the companies that are new to the list, 28% are outside of the US.</li>\n</ul>\n</li>\n<li>\nTop 10 valuation jumps since July 2021:\n<ul>\n<li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/flock-safety/">Flock Safety</a> (jumped 74 spots to #31)</li>\n<li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/solugen/">Solugen (jumped 74 spots to #51)</li>\n<li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/gem/">Gem (jumped 69 spots to #76)</li>\n<li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/modern-treasury/">Modern Treasury</a> (jumped 52 spots to #48)</li>\n<li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/xendit/">Xendit (jumped 49 spots to #37)</li>\n<li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/captivateiq/">CaptivateIQ (jumped 35 spots to #71)</li>\n<li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/easypost/">EasyPost (jumped 34 spots to #60)</li>\n<li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/h1/">H1 (jumped 30 spots to #98)</li>\n<li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/veriff/">Veriff (jumped 28 spots to #61)</li>\n<li><a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/promise/">Promise (jumped 21 spots to #121)</li>\n</ul>\n</li>\n</ul>\nYou can read more about some of the featured companies <a href=https://www.ycombinator.com/"https://www.ycombinator.com/topcompanies/featured/">here.
/n
One thing to note is that this is not an exhaustive list of YC’s top companies. We allowed founders to opt out of being listed for any reason. Here's the <a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/">full list</a> of YC companies.\nCongratulations to all of the fantastic companies highlighted here. We’re delighted to be part of their stories and hope these lists help potential employees, customers and investors identify companies they’d like to work with as well. \n \nThis list was published in late February 2022, just as the fighting in Ukraine began. We didn’t think it was an appropriate moment to be celebratory, and wanted to take time to turn our attention to <a href=https://www.ycombinator.com/"https://www.ycombinator.com/blog/supporting-ukraine/">the Ukrainian people</a> and the YC community being impacted by the invasion of Ukraine. \n \n<hr class=\"footnotes-sep\">\n<section class=\"footnotes\">\n<ol class=\"footnotes-list\">\n<li id=\"fn1\" class=\"footnote-item\">Why do we use valuation? We have always said that valuation is not the best way to measure a company’s value, and we consistently warn our companies not to over-optimize their fundraising for a high valuation. That said, it’s the most commonly available metric to compare companies in the startup world. Other metrics, like revenue, are often kept private. We have a number of impressive companies who would appear on the list or rank even higher if we counted other metrics (revenue, revenue/employee, etc). <a href=https://www.ycombinator.com/"#fnref1\" class=\"footnote-backref\">↩︎</a>\n</li>\n</ol>\n</section>\n","comment_id":"620da5f7d710a50001fba7dd","feature_image":"/blog/content/images/2022/02/yc-top-companies-list-og-image-2.png","featured":true,"visibility":"public","email_recipient_filter":"none","created_at":"2022-02-16T17:33:43.000-08:00","updated_at":"2022-04-19T16:33:56.000-07:00","published_at":"2022-02-28T08:44:00.000-08:00","custom_excerpt":"We’re excited to share the 2022 YC Top Companies. 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Congratulations to the 2023 YC Top Companies!
by Y Combinator2/27/2023
We’re excited to present the 2023 YC Top Companies!
The startups are separated into 3 lists: YC’s top private, public, and exited. Private companies and exits are sorted by the company's valuation from their latest funding round, and all are valued at over $150M. Public companies are listed in alphabetical order.
The Breakthrough Companies list highlights the fast-growing companies we’ve doubled down on – which means they’ve all received significant additional investment from YC in their post-Demo Day rounds.
Here are stats about the companies on this year’s list:
> More than 290 private YC companies and 33 exits are valued at over $150M, over 90 are worth more than $1B, and 16 are public.
> 58% of the companies have HQs in the Bay Area. 27% of the companies are fully remote, and 55% list themselves as partially remote.
> YC Top Companies have HQs in 40 countries including: United States, India, United Kingdom, Canada, Colombia, Indonesia, Mexico, Nigeria, Argentina, Brazil, Chile, France, Spain, Israel, Netherlands, Philippines, Portugal, Germany, Egypt, Ireland, South Korea, Peru, Singapore, United Arab Emirates, Australia, Bolivia, Switzerland, Algeria, Estonia, Finland, Hungary, Italy, Norway, Romania, Sweden, Senegal, Uganda, Uruguay, Venezuela, Vietnam
> YC W16 is the most represented batch (by percentage). 23% of the companies from W16 are on the YC Top Companies list.
> Here’s a sector breakdown of the top companies:
B2B Software and Services: 43%
Financial Technology and Services: 19%
Consumer: 13%
Healthcare: 12%
Industrials: 7%
Real Estate and Construction: 3%
Education and Government: 3%
> 10 new companies joined the lists since August 2022:
Private:
Treasury Prime (YC W18) - Embedded banking software platform and marketplace
OneSignal (YC S11) - Engage customers through personalized omni-channel messaging
Skill-lync (YC W19) - Online engineering college for India
TigerEye (YC S22) - Modern enterprise software for sales leaders
Zeitview (YC W15) - Inspection software for renewable energy & sustainable infrastructure
OnTop (YC W21) - A bank for remote workers connected to payroll
Obie (YC S19) - Insurance and risk management for landlords
Nabis (YC W19) - The largest licensed cannabis wholesale platform
Public:
Presto (YC S10) - Digital meets physical for big chain restaurants
Exits:
NURX (YC W16) - Medicine or testing kit, prescribed online, and delivered to your door
One thing to note is that this is not an exhaustive list of YC’s top companies. We allowed founders to opt out of being listed for any reason. The full list of YC companies can be found here.
Congrats again to the companies recognized on the 2023 YC Top Companies list!
Categories
YC News Startups YC Continuity
Companies Mentioned
Skill-lync (W19)
Online engineering college for India. Learn technical skills & get…
Presto (S10)
Digital meets physical for big chain restaurants
Zeitview (W15)
Inspection software for renewable energy & sustainable infrastructure
OneSignal (S11)
Engage customers through personalized omni-channel messaging
5 open jobs
Treasury Prime (W18)
Embedded banking software platform and marketplace
Ontop (W21)
Simplifying hiring and payments for the global workforce
Nabis (W19)
Nabis is the largest licensed cannabis wholesale platform.
1 open jobs
TigerEye (S22)
AI analytics for GTM
Obie (S19)
Moving Investment Property Insurance Forward
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