I offered similar thoughts when Dating Ring first launched:
YC's public persona is all about "hyper-growth" and building "very large" companies[1]. But if you go through the list of companies it has funded, a good number would have a very difficult time making a prima facie case that they fit the profile of a business that can achieve significant growth and scale. Dating Ring is the perfect example of that.
There are numerous challenges associated with breaking into the online dating space generally. First, the costs of customer acquisition are typically quite high because there's so much competition. That makes it very difficult for new services to gain traction without significant investment in advertising. Second, there's an additional level of churn built in to this market because when a dating service works, it loses customers. That produces a constant need for investment in the aforementioned user acquisition which is so costly.
More specifically, Dating Ring seems to be positioned in no man's land (no pun intended). It can't compete with the quantity and immediate gratification of online services that cost nothing or roughly the same, and it can't compete with the quality and exclusivity of matchmaking services which generally have costs signaling much higher value.
If the OP's comment is true, Dating Ring would ironically appear to be offering the worst of both worlds by trying to package users from the former as part of a service masquerading as the latter. Even with adjustments to its model, the odds that this company ever achieves "hyper-growth" or becomes a very large business are next to nil.
None of this means that the founder hasn't experienced sexism, but she seems far too eager to ignore the inconvenient fact that some early traction and an impressive team don't necessarily mean you have an investable business.
