These comments I&#x27;ve reproduced below make me wonder again at what point will YC have their hands in to many pots and risk straying from the original formula which has worked so well. There is of course a need to evolve, change and add products. However in a small organization you also have to be able to manage all of that without having existing or new employees (or management) choke on the added complexity. Sama only has so many hours in a day. Even if there are more partners there is still glue that holds everything together. People at the top.<p>sama: &quot;In the same way YC was able to make the early-stage ecosystem better for founders, we think we can do the same for the late-stage ecosystem.&quot;<p>rdl: &quot;Curious if in 5 years YC figures out a way to OpenIPO YC companies, solving the private&#x2F;public market impedance mismatch which seems to be happening now.&quot;<p>dshankar: &quot;Instead, I wonder if YC can formalize &amp; self-regulate a secondary market as an intermediate step before IPOs. &quot;<p>rdl: &quot;I wonder how long until YC goes upstream of fellowship&#x2F;startup school: consolidated remote&#x2F;mini internships for high school students, or some other &quot;get involved with YC companies early&quot; kind of thing.&quot;<p>Many things going on. No way of knowing all of this could work out fine. Just to me, from my observation of business over many years (not specific to startups) I say &quot;DWR&quot; [1]<p>[1] Danger Will Robinson.