[the_watcher]

The problem you had sounds like the mistake that was made was in what you learned from those customers. It's not an acquisition strategy, it's a strategy to get early users who will give feedback on the product. Figuring out how to sell it into non-YC companies is a separate challenge, but it comes after building a useful product.

[VeilEm]

The products were already useful, there just wasn't a viable enough market for them. It's hard to know that this is a problem when you have 5% growth for a few months and think you've gotten something that works only to see it slowly trickle to flat growth over time that may end up paying your bills in 10 years from now.

If you are able to have growth before getting into YC you will be better off than depending on YC to jump start your growth. Do you not think that lots of people are signing up to YC to get that jump start in growth?

[grey-area]

It's hard to know that this is a problem when you have 5% growth for a few months and think you've gotten something that works only to see it slowly trickle to flat growth over time that may end up paying your bills in 10 years from now.

This is a problem almost every project faces after launch (getting through the trough of despair) - finding enough customers/users almost always takes years of hard graft. Perhaps it is amplified a lot by joining YC though.

[pj_mukh]

People use YC for a myriad of reasons. Some use it to raise capital so they can build a product that requires upfront capital. Some use it to jump start growth for a product they know is useful already. Some use it because they are complete noobs, are technically capable but have never built a product before. Those are all places YC is hugely helpful.

[VeilEm]

Sure, I'm not saying YC is bad, it's immensely helpful in many ways. I'm just sharing some lessons that were very expensive and painful to learn.