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Dan Siroker

10/26/13

@ Y Combinator

In our second venture, Carrot 6, we improved the time from our first line of code to our first paying customer from infinity to six months, but realized our growth pace wasn't sufficient for a large, impactful company.

Video

Dan Siroker at Startup School 2013

@ Y Combinator

Dan Siroker at Startup School 2013

10/26/13

Related Takeaways

Dan Siroker

10/26/13

@ Y Combinator

We decided to build a product we wished we had in Carrot 6, which led us to create Spradley, a company we applied to Y Combinator with in Winter 2010.

Parker Conrad

01/11/25

@ Y Combinator

After exiting Y Combinator, we achieved $200,000 in revenue within six weeks, and by the end of the year, we reached about $1 million, showcasing our rapid growth trajectory.

Hosain Rahman

10/15/14

@ Y Combinator

We scaled our company from zero to seventy million in revenue with just six people at the start, which was a challenging situation.

Michael Truell

05/01/25

@ Lenny's Podcast

Initially, we hired too slowly, which contributed to our rapid growth from $0 to $100 million ARR in just a year and a half.

Daniel Lereya

04/27/25

@ Lenny's Podcast

When we realized our competitors were shipping faster, we shifted our approach to product development, setting ambitious goals like building 25 new features in one month to drive innovation and focus.

Paul Buchheit

01/25/25

@ Y Combinator

Startups are now achieving significant milestones, like hitting a million dollars in annual recurring revenue (ARR) within six months, which was previously an aspiration for 12 to 18 months post-batch.

Reshma Shetty

06/01/16

@ Y Combinator

We raised money for the first time after five years of existence, once we had a clear picture of our market and customer traction.

Hosain Rahman

10/15/14

@ Y Combinator

We went from zero to seventy million in revenue in our first year after launching our product, which sold out in a few hours.

Danielle Morrill

02/24/15

@ Y Combinator

We had a beautiful growth graph, but we realized we were running a business with only a 5% margin, which isn't sustainable for a software company.