And this is exactly my problem with the principles guiding the decision-making of many Nigerians.
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Nigerians (as investors): don't build house for rent because the rental yields are low (even though that is the standard).
Same Nigerians (as customers): arh! Rental prices are too ridiculous jare. What do you mean ₦1mm for self-con.
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Nigerians (as investors): what do you mean I am going to earn 20% per annum on my investment? That's too low jeez! Me I can not wait for one year to earn 20% o.
Same Nigerians (as borrowers): 35% interest rate on loans??? How??? Do you want businesses to die??? How can businesses generate that kind of profit in our inflationary environment??
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Nigerians (as employees): there is no reason why graduates should earn below ₦300k salary.
Nigerians (as entrepreneurs): nah, there is no reason why we should pay more than ₦200k for an entry-level job. What value are they adding yet? Anyone who wants more than that has to demonstrate capacity and potential.
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This is not even about selfish interest. It is normal for that to happen, but you have to know that the principles have to be consistent.
Maybe the way we think about things could change if we understood that most of these variables don't move in isolation. They are connected.
I asked Claude to look at https://t.co/HmBEnDd1jo the site with details of YCombinator startups that didn't make it and this was what it found:
Here's what stands out when you look across the graveyard on https://t.co/HmBEnDd1jo, combined with the broader failure research:
1. Premature platform ambition — winning a niche, then abandoning it
Posterous is the clearest example: it launched with a genuinely elegant premise, drove 30% month-over-month growth, and hit 15 million monthly visitors — then abandoned its winning position to fight a social media war it was never built for. Feature accumulation eroded the product's clarity. By March 2012, monthly visitors had collapsed from 15 million to 1.33 million. This pattern — find a sharp edge, then blunt it chasing a bigger vision — recurs constantly across the list.
2. Timing mismatch (too early, not too wrong)
Loopt is the canonical case: Sam Altman built what we now take for granted in apps like Google Maps, Life360, and Find My — but in 2008 the smartphone ecosystem, social norms around location sharing, and carrier infrastructure weren't ready. The idea was right; the moment was wrong. Looking at the https://t.co/HmBEnDd1jo list, this appears repeatedly in the community/social cluster — Openland, Allo, Tress, Quest — products that might have found audiences at different points in the cycle but launched into a market not yet ready or already saturated.
3. The "feature, not a company" problem — especially brutal in the AI wave
The W22–S23 cohort on the list is telling: Flike, Parabolic, Fabius, CoffeeAI, Dialect, Mercator, Demo Gorilla — almost all AI-wrapper companies doing one thing (AI sales emails, AI customer support, AI outreach, AI forms). When ChatGPT can do 80% of what your product does for $20/month, your margin for differentiation becomes razor-thin. These companies weren't solving hard problems — they were building thin layers on top of foundational models that rapidly caught up with them.
4. Marketplace leakage — the disintermediation trap
Tutorspree's business model had a structural flaw baked in: once a tutor and student connected on the platform, nothing stopped them from cutting Tutorspree out of the transaction. The company was taking 50% of tutor fees, giving both sides a massive incentive to bypass it. This same trap hit many marketplace plays on the list — Gigster, The Muse, Creative Market — where the platform creates the match but can't hold the relationship.
5. Regulatory/compliance exposure in regulated industries
Call9 (healthcare at nursing facilities), LendUp (predatory lending regulations), Argovox (healthcare billing), SimpleCitizen (immigration) — companies operating in highly regulated spaces ran into the same wall. They built genuine utility but couldn't survive the compliance overhead, regulatory shifts, or the cost of becoming legitimate at scale. LendUp in particular is interesting: it raised significant capital on a "socially responsible" fintech mission but ultimately ran afoul of the CFPB for the very lending practices it claimed to be reforming.
6. Over-dependence on a single acquisition channel
Tutorspree was almost entirely dependent on Google search traffic for new student acquisition — any algorithm change could significantly reduce their traffic and in return their users. As resources dwindled and the traffic dried up, there was no alternative funnel to fall back on. This single-channel dependency is a recurring killer across the list, especially for consumer and marketplace plays.
7. The acqui-hire as soft failure — talent over traction
A large chunk of the "Acquired" column on https://t.co/HmBEnDd1jo aren't real exits — they're acqui-hires: Twitter buying Posterous for the Garry Tan/Sachin Agarwal team, Apple absorbing Raven Tech, Google absorbing Bump. About 40% of YC startups ultimately achieve an exit, but a significant portion of those are acqui-hires with very small outcomes for early investors. The acqui-hire is the startup world's equivalent of a graceful funeral — the company dies but the founders land softly, which obscures how common actual failure really is.
8. Community/social products without cold-start solutions
Looking at the community cluster — Openland, Allo, Tress, BlackOakTV, Quest — none found a way to solve the cold-start problem. A community product is worthless to user #1 and only marginally useful to user #100. None of these had the distribution engine, the density play, or the content moat needed to get over that hump. At YC's early stage, companies fail because they give up or the founders don't get along, and another big reason is the company is not making what people really want. In the community sector specifically, founders often build for a demographic they believe in (Black women's hair care, neighboring families, audio career advice) without finding a sustainable engine for growth.
9. The "idea whose time came and went" — wave mistiming
Escher Reality (AR backends, 2017), NeoWize (ML algorithms), https://t.co/lDXrKbzS1p (AI for investing), CrowdAI (vision AI) — these companies were building on technology waves that either didn't materialize at the expected pace or got absorbed by the foundational layer providers (Apple ARKit eating Escher Reality, for instance). They weren't wrong about the technology, but the value accrued to the platform, not the middleware.
The meta-pattern across all of it
What https://t.co/HmBEnDd1jo reveals most starkly is that YC's selection process gets founders in the door but doesn't solve the three things that actually kill companies: finding a defensible position (not just a clever insight), building a business model with structural integrity, and surviving long enough for the market to catch up to the idea. Most of the dead companies on that list had real ideas — some of the ideas are now worth billions in other hands. The gap between insight and execution, between timing and readiness, between building something people want and building something that sustains itself financially — that's where the graveyard fills up.
@ScarTissue101 ...in a case where the quantity of life (time) increases but with a significant to low quality of life(morally, more time to spend together), some don't want to be a pain in other people while they're going through pain too. Having that option available is his point i think
@ScarTissue101 Age is just a component of quality of life. Like when you consider age for dietary advice.
The point of discussion is quality of life, the cost and quantity of life. Here, normally, healthcare cost should improve both the quantity and quality of life but...
Unfortunately one of the most effective ways to train your child to be confident and challenge the status quo and question authority in their adulthood, is to allow your child to challenge YOU and question YOU as a child. There's ways to do this healthily. Not easy but doable.
I don't know much about this reformed debate here but most foundations are really shaky. Need to crash everything and rebuild from the foundation again and let the foundation be deeper in Christ. The building on top would take care of itself if the foundation were deeper.
Beware of the leaven of reformed theology here. Their theology will strip you of everything. You will lose many things you have gained in God.
Please, beware. I beg of you. I beg of you. Please do whatever you can to shield yourself.
Beware of the leaven.
@thompson_praise@AlaleYusufIsaya I think in simpler terms he is asking the tenet of faith or what you believe in or your belief system. Well, it is not a criterion as an atheist and an unbeliever in the Christian faith can also call out error.
It is now left for the calling out to miss road or hit the mark
Jesus did not and does not always offer temporary healing as the answer to sickness. Sometimes he has a bigger plan. Sometimes he offers discipline and trial for character building. You cannot read the gospels divorced from the epistles and think you’re fine. You cannot ignore all the texts of the Apostles sicknesses and weaknesses, and think you have found revelation. You’ve found your idol.
We must always pray for healing when we are sick. In fact, to not pray is a sin. It is a signal of self-sufficiency, a proclamation that there are areas of our life that doesn’t concern Jesus. And we pray with full trust in a good God.
But After we have prayed and put our trust in Jesus for relief and we still don’t see it, We can rest in God’s goodness and sovereignty that the one who sees all things can sovereignly choose not to give temporary healing because He has something better.
God heals A LOT. I’ve seen quite a few. So when we fall sick we ought to approach Him who is our Father. We must ask and receive healing in faith. But sometimes…. HE HAS SOMETHING BETTER for us.
At such times, We, like Paul, can say “I boast in my weakness so that grace can rest with me. I am content with suffering because when I am weak then I am strong.���
If your theology cannot speak like Paul, if your theology has no space to accept that God does not always heal because healing is not the greatest gift, you are in danger.
IF YOUR THEOLOGY ASSUMES THAT HEALTH AND WEALTH ARE THE BEST THINGS THAT CAN HAPPEN TO A SUFFERING MAN AND GOD COULD NOT POSSIBLY WITHDRAW THESE FOR A GREATER REASON YOU ARE IN DANGER.
It means THE GOOD to you is not eternal life. The good to you is this world. Your faith is not a real faith. Your earthly desires are higher than your eternal reward. It means your faith cannot stand fire. You’re standing on sand not on rock. You will not be able to say…
“What shall separate me from the love of God? Shall sickness….?”
Sooner or later, because God’s sovereignty is the constant, you will learn these things by force. Sooner or later you will see that God has the final say on healing and not human faith. You will see, whether you like it or not, that God’s final say is not always yes to temporary healing.
And when that day comes I pray you will receive mercy to remember these words and your faith will not fail. I pray you will remember the truth, that you will not buckle under the American gospel of health and be offended.
I pray that when it eventually happens to or around you, your heart will be stable and full of the assurance of Jesus’ love for you! I pray you will remember that mortal health is inferior to immortality.
I pray your faith will not fail that day but will be refined and overflow into a joyful expectation of immortality and rest that you will receive.
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@Fadeke_ It's only 'more logical' if you have a preconceived conclusion.
A king, a whole stubborn king, would issue a proclamation, and they would bring the case of disobedience to him in front of everybody looking at the king on what the king would do and it is to change his mind like