YC has never taught "build it and they will come" – they give plenty of advice and encouragement to find customers and will add, er, kinetic energy if you're not actively on that. That's a huge focus.

This, however, not so much:

> "You basically need 1-2 full time staff doing nothing but content creation and social media outreach marketing"

If that's the way you're thinking, YC's going to try to change your mind, and if you don't want to change your mind about that, YC's probably not a good fit.

(I'm not speaking for YC here! just from my own experience as a founder, observer, HN mod)

What’s your startup Dang? :)

Dan and Scott Bell did Skysheet.

I don't agree, the parent's point is directly attacking strategy:

> a lot of YC advice, especially w.r.t. what to prioritize, is from an era of startups about 10-15 years ago.

I'm saying any misalignment in strategy matters less than implied. I spend a lot of time with current and past YC founders these days, and the recurring thought has always been "if you know already know business they're not going to teach you that much".

> it adjusts the relative value of something that doesn't help you acquire customers.

Money is how you acquire customers. From outlasting competitors to advertising to improving your product, it's money that turns into customers. So YC being valuable for investing is tantamount to being valuable for gaining customers.