That says more about the framing of success stories than anything else. When your third company sells for seven figures, you get to say your first and second were learning experiences rather than things you had to give up because they weren't going to succeed. When you're a unicorn, you get to build side projects or embark upon codebase rewrites involving more people than most companies ever hire, and people will praise both your desire to explore new ideas decisiveness when you fire them and shut them down rather than dismissing it as a petty distraction (and something you gave up on). And the most successful startups get to say all the many investment and acquisition offers and commercial deals they passed on
weren't great opportunities, and have reason to even believe it.
If we're doing airplane bullet stories, it's like trying to figure out how to fix airframes by looking at the aircraft that didn't get hit at all...