This is an instance of the more general rule that when startups think anything other than building great things and engaging with users will make them grow, they're usually mistaken.
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When YC tells founders that the only things they should do during YC are build things and talk to users (and live healthily and spend time with family), they're not saying something about YC. They're saying something about startups.
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Agree. My co-founder calls it chasing "logo salad." Having Your Startup + Fortune 500 Company in the same press release is some level of validation, but once chasing logo salad becomes a -goal- rather than outcome, that usually signals a problem.
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Happened to us. 1 big partner kept all our R&D maxed out on a single project and we were not in a position to say "no" because they were 90% of our revenue. Eventually, we told them we won't be continuing. Turning a product startup into a service company is dangerous
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I think this happens a lot. Services revenue is tempting until you have product revenue + it can be hard to see that taking services revenue is at odds with getting to product revenue until you've experienced it. Quantitative revenue is cool until you have qualitative revenue.
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And the data backs you up: Item 30:https://hackernoon.com/notes-on-super-founders-11254f693267 …
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same logic as people who think a big vc name will make or break the company.
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What makes you grow is one customer win after another after another. Grinding it out until you reach the tipping point of customer wins that feed off themselves. Partner deals are - at least in B2B SaaS - a later layer.
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