Whatnot (<a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/whatnot/">W20) is a lively platform where collectors can buy, sell, go live, and geek out with other like-minded people across a wide variety of product categories. But, like every startup, the founders of Whatnot began with only an idea. YC’s <a href=https://www.ycombinator.com/"https://twitter.com/anuhariharan/">Anu Hariharan</a> sat down with the co-founder and CEO of Whatnot <a href=https://www.ycombinator.com/"https://twitter.com/grantlafontaine?lang=en\%22>Grant LaFontaine</a> to discuss their first five launches.</p><p>The takeaways are below, and the interview can be watched on <a href=https://www.ycombinator.com/"https://www.youtube.com/watch?v=OKD0IAcwMig\%22>Youtube.

00:40) Launch #1 Takeaway</strong></p><p>Build the buyer side of the marketplace – even if you have to hack your way there.</p><p>To build a great marketplace experience, both sides of the Whatnot marketplace had to be built out. Buyers would come, but only if sellers listed inventory. In the early days, the founders would list products on Whatnot that they didn’t have (i.e. fake listing), and when the item would sell, they’d purchase it on eBay.</p><p><strong>(<a href=https://www.ycombinator.com/"https://youtu.be/OKD0IAcwMig?t=266\%22>04:26) Launch #2 Takeaway</strong></p><p>Increase your returning visitor rate through creative marketing campaigns.</p><p>Whatnot launched with only a website and found it was not engaging enough for consumers to visit frequently. To solve this, they developed an app and a growth channel to push traffic to the app, called <a href=https://www.ycombinator.com/"https://www.facebook.com/watch/?v=2488270838055833\%22>Whatnot Drop</a>. Whatnot Drop was a raffle for Funko Grail, and consumers could load up on raffle tickets by sharing referral code and content assets that would draw people back to Whatnot.</p><p><strong>(<a href=https://www.ycombinator.com/"https://youtu.be/OKD0IAcwMig?t=377\%22>06:17) Launch #3 Takeaway</strong></p><p>Work with trusted influencers in the community.</p><p>Whatnot worked with a Funko Pop influencer who was trusted by the Funko Pop fanbase. The influencer created a Youtube video talking about their experience on Whatnot, which helped the audience trust Whatnot as a reputable marketplace for collectibles.</p><p><strong>(<a href=https://www.ycombinator.com/"https://youtu.be/OKD0IAcwMig?t=439\%22>07:19) Launch #4 Takeaway</strong></p><p>Build the seller side of the marketplace by encouraging high sell-through rates.</p><p>Whatnot delivered more sales to sellers by building a cross listing tool. Every seller on Whatnot could easily have their inventory cross listed to their eBay account – delivering more sales for sellers. </p><p><strong>(<a href=https://www.ycombinator.com/"https://youtu.be/OKD0IAcwMig?t=626\%22>10:26) Launch #5 Takeaway</strong></p><p>Experiment with new content formats to drive traffic.</p><p>Whatnot built and launched a live shop feature – a first in the collections industry. The seller tool was built into the product, so it was simple for sellers to go live on Whatnot and talk about their products to the community.</p>","comment_id":"6335e2416c330f000113fac3","feature_image":"/blog/content/images/2022/09/Screen-Shot-2022-09-29-at-1.06.17-PM.png","featured":true,"visibility":"public","email_recipient_filter":"none","created_at":"2022-09-29T11:21:53.000-07:00","updated_at":"2022-10-06T08:59:59.000-07:00","published_at":"2022-09-29T13:43:30.000-07:00","custom_excerpt":"Like every startup, the founders of Whatnot began with only an idea. YC’s Anu Hariharan sat down with the co-founder and CEO of Whatnot Grant LaFontaine to discuss their first five launches, and how they helped shape the company into a billion dollar marketplace today.","codeinjection_head":null,"codeinjection_foot":null,"custom_template":null,"canonical_url":null,"authors":[{"id":"61fe29e3c7139e0001a7106f","name":"Y Combinator","slug":"yc","profile_image":"/blog/content/images/2022/02/yc.png","cover_image":null,"bio":null,"website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/yc/"}],"tags":[{"id":"61fe29efc7139e0001a71172","name":"Video","slug":"video","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/video/"},{"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":"61fe29efc7139e0001a7114c","name":"Company 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":"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":"6228d9671c7f270001e3c0e0","name":"#13208","slug":"hash-13208","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":"61fe29e3c7139e0001a7106f","name":"Y Combinator","slug":"yc","profile_image":"https://ghost.prod.ycinside.com/content/images/2022/02/yc.png","cover_image":null,"bio":null,"website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/yc/"},"primary_tag":{"id":"61fe29efc7139e0001a71172","name":"Video","slug":"video","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/video/"},"url":"https://ghost.prod.ycinside.com/first-five-launches-with-whatnot/","excerpt":"Like every startup, the founders of Whatnot began with only an idea. YC’s Anu Hariharan sat down with the co-founder and CEO of Whatnot Grant LaFontaine to discuss their first five launches, and how they helped shape the company into a billion dollar marketplace today.","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},"mentions":[{"id":13208,"slug":"whatnot","name":"Whatnot","batch_name":"W20","small_logo_url":"https://bookface-images.s3.amazonaws.com/small_logos/8cc4364cbc36079057551f98544d5fb6be675455.png","one_liner":"Whatnot is the largest livestream shopping platform in the U.S.","website":"https://www.whatnot.com","long_description":"Whatnot is the largest livestream shopping platform in the U.S., connecting buyers and sellers in real-time across any category – from collectibles like trading cards to comics, fashion, sneakers, and more. \r\n\r\nFounded by collectors, the platform couples rigorous seller vetting with unmatched buyer protection to create a trusted and welcoming space for people to share their passions with others.\r\n\r\nWhatnot is the fastest growing marketplace ever in the United States and has raised $485M from YC, A16Z, Capital G and others.","tags":["Marketplace","E-commerce"],"ycdc_status":"Active","logo_url":"https://bookface-images.s3.amazonaws.com/logos/8bb7742c2d08bf7332be3c0c6d435f87159c79cb.png","year_founded":2019,"team_size":400,"location":"Los Angeles, CA","linkedin_url":"https://www.linkedin.com/company/whatnot-inc/","twitter_url":"https://twitter.com/whatnot","fb_url":"","cb_url":"","is_hiring":true,"active_job_count":24}],"related_posts":[{"id":"61fe29f1c7139e0001a71c00","uuid":"97054c2c-02ab-42bd-9eeb-19a4567bf9d4","title":"Aspiring Founders Forum for Women Globally","slug":"aspiring-founders-forum-for-women-globally","html":"<p>On November 17, we are hosting our second <a href=https://www.ycombinator.com/"https://aff2021.ycombinator.com//">Aspiring Founders Forum</a> for women who aspire to become a startup founder. The event will be online, and whether you are curious about launching your own startup or are in the early stages of building one, you’ll walk away with the knowledge to define your own path.</p><p>Attendees will meet YC partners, our alumnae, and other entrepreneurial women. The one-day event will feature talks and panels (agenda <a href=https://www.ycombinator.com/"https://aff2021.ycombinator.com//">here), followed by breakout rooms with experts. Speakers will share their honest accounts of entrepreneurship, as well as essential startup advice.</p><p>Speakers include:</p><ul><li><strong>Jessica Livingston</strong>, Co-founder at Y Combinator</li><li><strong>Diane Green</strong>, Co-founder and former CEO at VMware</li><li><strong>Surbhi Sarna</strong>, Group Partner at YC and Co-founder at nVision</li><li><strong>Holly Liu</strong>, Co-founder at Kabam</li><li><strong>Kerry Wang</strong>, Co-founder and CEO at Searchlight</li><li><strong>Stephanie Simon</strong>, Head of Admissions at YC</li><li><strong>Carolyn Mooney</strong>, Co-founder and CEO at Nextmv</li><li><strong>Anu Hariharan</strong>, Continuity Investing Partner at YC Continuity</li><li><strong>Kat Mañalac</strong>, Head of Outreach at YC</li><li><strong>Erika Hairston</strong>, Co-founder at Edlyft</li><li><strong>Vivian Shen</strong>, Co-founder and CEO at Juni Learning</li><li>And more!</li></ul><p>If you’d like to attend, RSVP <a href=https://www.ycombinator.com/"https://aff2021.ycombinator.com//">here by November 10. This event is for women who are curious about starting a startup or have just started one. It will be particularly useful for women with science, engineering, or product management backgrounds, or with specific domain expertise that could turn into a startup.</p><p><em><em>At YC, we use an inclusive definition of “women” and welcome trans women as well as genderqueer and non-binary people who identify as women or femme in any way to include themselves in these listings.</em></em></p><p>The Aspiring Founders Forum is an evolution of Y Combinator’s <a href=https://www.ycombinator.com/"https://www.femalefoundersconference.org//">Female Founders Conference</a>. Since 2014, the Female Founders Conference has helped women who want to start and run their own startups. We believe creating a platform where successful women can share their stories and advice with founders who are just getting started is one way to bring about even more successful women-led companies.</p><p>We need more women-founded startups, and we hope to see you on November 17. If you have questions, please reach out to Events Director Lindsay Selvitelle at <a href=https://www.ycombinator.com/blog/\"mailto:ls@ycombinator.com\">ls@ycombinator.com.

","comment_id":"618c0a02cf1ec1000121a52c","feature_image":"/blog/content/images/2021/11/YC-AFF-Email.png","featured":false,"visibility":"public","email_recipient_filter":"none","created_at":"2021-11-10T10:05:54.000-08:00","updated_at":"2021-12-01T14:36:33.000-08:00","published_at":"2021-10-28T10:06:00.000-07:00","custom_excerpt":"The world needs more women-led companies. On November 17th, join YC for the second Aspiring Founders Forum, a virtual event for women globally and learn how to start a startup from inspiring entrepreneurs.","codeinjection_head":null,"codeinjection_foot":null,"custom_template":null,"canonical_url":null,"authors":[{"id":"61fe29e3c7139e0001a710a8","name":"Lindsay Selvitelle","slug":"lindsay-selvitelle","profile_image":"/blog/content/images/2022/02/Lindsay-S.jpg","cover_image":null,"bio":"Lindsay Selvitelle is the Director of Events at YC — primarily focusing on running Demo Day, the iconic three-day event where YC startups present to select investors.","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/lindsay-selvitelle/"}],"tags":[{"id":"61fe29efc7139e0001a7116f","name":"Female 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On November 17th, join YC for the second Aspiring Founders Forum, a virtual event for women globally and learn how to start a startup from inspiring entrepreneurs.","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":"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":"<p>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. </p><p><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. </p><p><strong>Why did you decide to raise minimal funding early in the company’s history?</strong></p><p>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.</p><p>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. </p><p><strong>Do you feel you had to ruthlessly prioritize when building the product because you didn't have the capital?</strong></p><p>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. </p><p>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. </p><p>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.</p><p><strong>What did your product cycles look like before you raised your Series A?</strong></p><p>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. </p><p>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. </p><p>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. </p><p>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. </p><p><strong>Founders need capital to hire employees. As a bootstrapped company, what was your strategy around hiring? </strong></p><p>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. </p><p>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. </p><p>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. </p><p>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. </p><p>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. </p><p>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. </p><p><strong>How have you navigated different market conditions? When do you decide to react?</strong></p><p>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. </p><p>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.</p><p>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. </p><p>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. </p><p>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. </p><p><strong>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? </strong></p><p>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. </p><p>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.</p><p>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. </p><p>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. </p><p>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.”</p><p><strong>In 2021, Snapdocs </strong><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?</strong></p><p>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.</p><p>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. </p><p>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.</p><p>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.</p>","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. 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Startup jobs also moved in the same direction: remote jobs grew 6.4x in the last year, and now 69.5% of all jobs are remote or remote-friendly.</p><p>Not surprisingly, the changing landscape meant that our startups looked worldwide for talent: hires were made in over 40 countries. And while the common belief is that companies hire abroad to lower costs, we’ve already started seeing the opposite. Some of our international startups are hiring US-based talent in IC and even leadership positions.</p><p>Lastly, our smaller startups (&lt; 50 people) were quicker to adapt to remote, moving to fully remote a good 6+ months ahead of our larger ones. With better HR infrastructure like <a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/deel/">Deel and <a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/pilot/">Pilot, both tools to onboard and pay employees wherever they are, we expect our startups to continue to adapt to the changing landscape.</p><h2 id=\"waiting-for-founders-to-contact-you-isn%E2%80%99t-always-the-best-way\">Waiting for founders to contact you isn’t always the best way</h2><p>Last year, we saw a whopping 150,000 messages sent on our platform, at a 4.5x YOY growth. 53% of first contact messages were sent by a founder to a job seeker. And our founders are equally responsive to interested candidates: some companies kept up a 60% response rate to inbound applications.</p><p>One thing we’ve learned, however, is that job seekers with high agency made it happen: 25% of new hires in 2021 were initiated by the candidate. To help them, we need to give more signals and tools to help them find “the one” — by size, funding, team makeup, and even the interview process. On that last point, our team works hard to teach founders how to hire with transparency and candidate experience top of mind, and we aim to build this more into the platform.</p><h2 id=\"how-can-we-help-in-2022\">How can we help in 2022?</h2><p>At YC, we tell founders to make something people want. We operate by this same mantra at YC’s Work at a Startup, and we’re seeing early signs of success – 600 people found jobs through our platform last year, at a clip of 1.5 per day. While that’s a drop in the bucket for larger companies, we know that a great hire at an early startup can be transformative – and be the difference maker in building the next Instacart or Dropbox.</p><p>And while it’s easy to just monitor metrics, building this platform has become closer to my heart. My own friends and former colleagues have found jobs on the platform: first a designer at a pre/seed startup, then an engineering manager at a Series C growth company, and later a CTO of a biotech startup. Similarly, our founders trust us to help build their teams. Yin Wu, founder at <a href=https://www.ycombinator.com/"https://www.ycombinator.com/companies/pulley/">Pulley, called our hiring platform “one of the best things about YC.” That’s high praise, and we aim to help out even more.</p><p>Reflecting on 2021, we are thankful for every single person who has given us a shot — checked out the site, met with founders, possibly found a job, or even just sent us an email for feedback.  We’re still learning, and we’re here to build the best way for you to find your next job — and just maybe something as resilient as our most enduring startups.</p><hr><p><sup><b>1</b></sup> Work from pajamas <a>↩</a></p>","comment_id":"61f5fc11eb74f90001a957b7","feature_image":"/blog/content/images/2022/01/BlogTwitter-Image-Template--21-.png","featured":false,"visibility":"public","email_recipient_filter":"none","created_at":"2022-01-29T18:46:41.000-08:00","updated_at":"2022-06-24T15:17:52.000-07:00","published_at":"2022-01-17T06:00:00.000-08:00","custom_excerpt":"Since launching Work at a Startup in 2018, we’ve collected a lot of data about the startup job landscape.\n\nWe wanted to share some trends we’ve seen over the last year that show where we’ve been – and inform where we’re going as a product:","codeinjection_head":null,"codeinjection_foot":null,"custom_template":null,"canonical_url":null,"authors":[{"id":"61fe29e3c7139e0001a710bf","name":"Ryan Choi","slug":"rchoi","profile_image":"//www.gravatar.com/avatar/36ba914c5f191f813e96db0296154469?s=250&d=mm&r=x","cover_image":null,"bio":"Ryan works with YC companies to find great engineers — from 2-person startups to larger ones like 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First Five Launches with Whatnot

by Y Combinator9/29/2022

Today Whatnot (W20) is a lively platform where collectors can buy, sell, go live, and geek out with other like-minded people across a wide variety of product categories. But, like every startup, the founders of Whatnot began with only an idea. YC’s Anu Hariharan sat down with the co-founder and CEO of Whatnot Grant LaFontaine to discuss their first five launches.

The takeaways are below, and the interview can be watched on Youtube.

(00:40) Launch #1 Takeaway

Build the buyer side of the marketplace – even if you have to hack your way there.

To build a great marketplace experience, both sides of the Whatnot marketplace had to be built out. Buyers would come, but only if sellers listed inventory. In the early days, the founders would list products on Whatnot that they didn’t have (i.e. fake listing), and when the item would sell, they’d purchase it on eBay.

(04:26) Launch #2 Takeaway

Increase your returning visitor rate through creative marketing campaigns.

Whatnot launched with only a website and found it was not engaging enough for consumers to visit frequently. To solve this, they developed an app and a growth channel to push traffic to the app, called Whatnot Drop. Whatnot Drop was a raffle for Funko Grail, and consumers could load up on raffle tickets by sharing referral code and content assets that would draw people back to Whatnot.

(06:17) Launch #3 Takeaway

Work with trusted influencers in the community.

Whatnot worked with a Funko Pop influencer who was trusted by the Funko Pop fanbase. The influencer created a Youtube video talking about their experience on Whatnot, which helped the audience trust Whatnot as a reputable marketplace for collectibles.

(07:19) Launch #4 Takeaway

Build the seller side of the marketplace by encouraging high sell-through rates.

Whatnot delivered more sales to sellers by building a cross listing tool. Every seller on Whatnot could easily have their inventory cross listed to their eBay account – delivering more sales for sellers.

(10:26) Launch #5 Takeaway

Experiment with new content formats to drive traffic.

Whatnot built and launched a live shop feature – a first in the collections industry. The seller tool was built into the product, so it was simple for sellers to go live on Whatnot and talk about their products to the community.

Author

  • Y Combinator