thirteen
WHAT COMES NEXT
As I said in the previous chapter, Todd and I viewed Okta’s IPO as a high school graduation. During the previous eight years, we had mastered the basics of creating and running a great company. We’d figured out a product that large enterprises wanted to buy. We’d refined it into a powerful offering. We’d put all the pieces in place to execute on a large scale. And we’d proven that we could generate continuing and meaningful profits. But we still planned to get bigger than we were when we filed our S-1 and rang the bell on the NASDAQ. Much bigger. Going public just meant we were ready to really start scaling.
The IPO was a strategic choice. It wasn’t about cashing out and retiring, as the popular mythology would sometimes ...
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