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Jessica Livingston
November 2015
A few months ago an article about Y Combinator said that early
on it had been a "one-man show." It's sadly common to read
that sort of thing. But the problem with that description is
not just that it's unfair. It's also misleading. Much of
what's most novel about YC is due to Jessica Livingston. If
you don't understand her, you don't understand YC. So let me
tell you a little about Jessica.
YC had 4 founders. Jessica and I decided one night to start
it, and the next day we recruited my friends Robert Morris and
Trevor Blackwell. Jessica and I ran YC day to day, and Robert
and Trevor read applications and did interviews with us.
Jessica and I were already dating when we started YC. At first
we tried to act "professional" about this, meaning we tried to
conceal it. In retrospect that seems ridiculous, and we soon
dropped the pretense. And the fact that Jessica and I were a
couple is a big part of what made YC what it was. YC felt like
a family. The founders early on were mostly young. We all had
dinner together once a week, cooked for the first couple years
by me. Our first building had been a private home. The overall
atmosphere was shockingly different from a VC's office on Sand
Hill Road, in a way that was entirely for the better. There
was an authenticity that everyone who walked in could sense.
And that didn't just mean that people trusted us. It was the
perfect quality to instill in startups. Authenticity is one of
the most important things YC looks for in founders, not just
because fakers and opportunists are annoying, but because
authenticity is one of the main things that separates the most
successful startups from the rest.
Early YC was a family, and Jessica was its mom. And the
culture she defined was one of YC's most important
innovations. Culture is important in any organization, but at
YC culture wasn't just how we behaved when we built the
product. At YC, the culture was the product.
Jessica was also the mom in another sense: she had the last
word. Everything we did as an organization went through her
first -- who to fund, what to say to the public, how to deal
with other companies, who to hire, everything.
Before we had kids, YC was more or less our life. There was no
real distinction between working hours and not. We talked
about YC all the time. And while there might be some
businesses that it would be tedious to let infect your private
life, we liked it. We'd started YC because it was something we
were interested in. And some of the problems we were trying to
solve were endlessly difficult. How do you recognize good
founders? You could talk about that for years, and we did; we
still do.
I'm better at some things than Jessica, and she's better at
some things than me. One of the things she's best at is
judging people. She's one of those rare individuals with x-ray
vision for character. She can see through any kind of faker
almost immediately. Her nickname within YC was the Social
Radar, and this special power of hers was critical in making
YC what it is. The earlier you pick startups, the more you're
picking the founders. Later stage investors get to try
products and look at growth numbers. At the stage where YC
invests, there is often neither a product nor any numbers.
Others thought YC had some special insight about the future of
technology. Mostly we had the same sort of insight Socrates
claimed: we at least knew we knew nothing. What made YC
successful was being able to pick good founders. We thought
Airbnb was a bad idea. We funded it because we liked the
founders.
During interviews, Robert and Trevor and I would pepper the
applicants with technical questions. Jessica would mostly
watch. A lot of the applicants probably read her as some kind
of secretary, especially early on, because she was the one
who'd go out and get each new group and she didn't ask many
questions. She was ok with that. It was easier for her to
watch people if they didn't notice her. But after the
interview, the three of us would turn to Jessica and ask "What
does the Social Radar say?" [1]
Having the Social Radar at interviews wasn't just how we
picked founders who'd be successful. It was also how we picked
founders who were good people. At first we did this because we
couldn't help it. Imagine what it would feel like to have
x-ray vision for character. Being around bad people would be
intolerable. So we'd refuse to fund founders whose characters
we had doubts about even if we thought they'd be successful.
Though we initially did this out of self-indulgence, it turned
out to be very valuable to YC. We didn't realize it in the
beginning, but the people we were picking would become the YC
alumni network. And once we picked them, unless they did
something really egregious, they were going to be part of it
for life. Some now think YC's alumni network is its most
valuable feature. I personally think YC's advice is pretty
good too, but the alumni network is certainly among the most
valuable features. The level of trust and helpfulness is
remarkable for a group of such size. And Jessica is the main
reason why.
(As we later learned, it probably cost us little to reject
people whose characters we had doubts about, because how good
founders are and how well they do are not orthogonal. If bad
founders succeed at all, they tend to sell early. The most
successful founders are almost all good.)
If Jessica was so important to YC, why don't more people
realize it? Partly because I'm a writer, and writers always
get disproportionate attention. YC's brand was initially my
brand, and our applicants were people who'd read my essays.
But there is another reason: Jessica hates attention. Talking
to reporters makes her nervous. The thought of giving a talk
paralyzes her. She was even uncomfortable at our wedding,
because the bride is always the center of attention. [2]
It's not just because she's shy that she hates attention, but
because it throws off the Social Radar. She can't be herself.
You can't watch people when everyone is watching you.
Another reason attention worries her is that she hates
bragging. In anything she does that's publicly visible, her
biggest fear (after the obvious fear that it will be bad) is
that it will seem ostentatious. She says being too modest is a
common problem for women. But in her case it goes beyond that.
She has a horror of ostentation so visceral it's almost a
phobia.
She also hates fighting. She can't do it; she just shuts down.
And unfortunately there is a good deal of fighting in being
the public face of an organization.
So although Jessica more than anyone made YC unique, the very
qualities that enabled her to do it mean she tends to get
written out of YC's history. Everyone buys this story that PG
started YC and his wife just kind of helped. Even YC's haters
buy it. A couple years ago when people were attacking us for
not funding more female founders (than exist), they all
treated YC as identical with PG. It would have spoiled the
narrative to acknowledge Jessica's central role at YC.
Jessica was boiling mad that people were accusing her company
of sexism. I've never seen her angrier about anything. But she
did not contradict them. Not publicly. In private there was a
great deal of profanity. And she wrote three separate essays
about the question of female founders. But she could never
bring herself to publish any of them. She'd seen the level of
vitriol in this debate, and she shrank from engaging. [3]
It wasn't just because she disliked fighting. She's so
sensitive to character that it repels her even to fight with
dishonest people. The idea of mixing it up with linkbait
journalists or Twitter trolls would seem to her not merely
frightening, but disgusting.
But Jessica knew her example as a successful female founder
would encourage more women to start companies, so last year
she did something YC had never done before and hired a PR firm
to get her some interviews. At one of the first she did, the
reporter brushed aside her insights about startups and turned
it into a sensationalistic story about how some guy had tried
to chat her up as she was waiting outside the bar where they
had arranged to meet. Jessica was mortified, partly because
the guy had done nothing wrong, but more because the story
treated her as a victim significant only for being a woman,
rather than one of the most knowledgeable investors in the
Valley.
After that she told the PR firm to stop.
You're not going to be hearing in the press about what Jessica
has achieved. So let me tell you what Jessica has achieved.
Y Combinator is fundamentally a nexus of people, like a
university. It doesn't make a product. What defines it is the
people. Jessica more than anyone curated and nurtured that
collection of people. In that sense she literally made YC.
Jessica knows more about the qualities of startup founders
than anyone else ever has. Her immense data set and x-ray
vision are the perfect storm in that respect. The qualities of
the founders are the best predictor of how a startup will do.
And startups are in turn the most important source of growth
in mature economies.
The person who knows the most about the most important factor
in the growth of mature economies -- that is who Jessica
Livingston is. Doesn't that sound like someone who should be
better known?
Notes
[1] Harj Taggar reminded me that while Jessica didn't ask many
questions, they tended to be important ones:
"She was always good at sniffing out any red flags about the
team or their determination and disarmingly asking the right
question, which usually revealed more than the founders
realized."
[2] Or more precisely, while she likes getting attention in
the sense of getting credit for what she has done, she doesn't
like getting attention in the sense of being watched in real
time. Unfortunately, not just for her but for a lot of people,
how much you get of the former depends a lot on how much you
get of the latter.
Incidentally, if you saw Jessica at a public event, you would
never guess she hates attention, because (a) she is very
polite and (b) when she's nervous, she expresses it by smiling
more.
[3] The existence of people like Jessica is not just something
the mainstream media needs to learn to acknowledge, but
something feminists need to learn to acknowledge as well.
There are successful women who don't like to fight. Which
means if the public conversation about women consists of
fighting, their voices will be silenced.
There's a sort of Gresham's Law of conversations. If a
conversation reaches a certain level of incivility, the more
thoughtful people start to leave. No one understands female
founders better than Jessica. But it's unlikely anyone will
ever hear her speak candidly about the topic. She ventured a
toe in that water a while ago, and the reaction was so violent
that she decided "never again."
Thanks to Sam Altman, Paul Buchheit, Patrick Collison, Daniel
Gackle, Carolynn Levy, Jon Levy, Kirsty Nathoo, Robert Morris,
Geoff Ralston, and Harj Taggar for reading drafts of this. And
yes, Jessica Livingston, who made me cut surprisingly little.
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