Value gets created when a company does things like build widgets and sell them to customers. As a rough guideline, it’s good to stay in roles where you’re close to the doing.
It’s easier to sit around and talk about building a startup than it is to actually start a startup. And it’s fun to talk about. But over time, the difference between fun and fulfilling becomes clear. Doing things is really hard—it’s why, for example, you can generally tell people what you’re working on without NDAs, and most patents never matter. The value, and the difficulty, comes from execution.
A corollary of this seems to be that investors (such as YC) provide little value because they don't execute. This seems incorrect on its face; most YC founders find the experience to be very beneficial. Maybe I'm missing your point, Sam?