Shashwat Sehgal

Which means that if we, for example, have to provide visibility into AWS or we have to provide control over GCP, then we'll have to eventually build a product that scales with the total number of identities within that particular cloud.

What this means is that we are always building an architecture that we eventually want to scale to tens of thousands of employees and hundreds of thousands, if not more, of workloads and machine identities. That is where we are looking to land.

What this means is that we are always building an architecture that we eventually want to scale to tens of thousands of employees and hundreds of thousands, if not more, of workloads and machine identities. That is where we are looking to land.

What this means is that we are always building an architecture that we eventually want to scale to tens of thousands of employees and hundreds of thousands, if not more, of workloads and machine identities. That is where we are looking to land.

And the foundations of that architecture, when we laid down, we always wanted to make sure that, hey, we don't have to re-architect large parts of our product as and when we hit that scale. But at the same time, it's also important to not boil the ocean when you only have like 200, 300 employee companies as your customers in the early days.

And the foundations of that architecture, when we laid down, we always wanted to make sure that, hey, we don't have to re-architect large parts of our product as and when we hit that scale. But at the same time, it's also important to not boil the ocean when you only have like 200, 300 employee companies as your customers in the early days.

And the foundations of that architecture, when we laid down, we always wanted to make sure that, hey, we don't have to re-architect large parts of our product as and when we hit that scale. But at the same time, it's also important to not boil the ocean when you only have like 200, 300 employee companies as your customers in the early days.

So I would answer that question as by saying that we laid down some foundational elements of an architecture which will allow us to scale seamlessly to hundreds of thousands of identities over time.

So I would answer that question as by saying that we laid down some foundational elements of an architecture which will allow us to scale seamlessly to hundreds of thousands of identities over time.

So I would answer that question as by saying that we laid down some foundational elements of an architecture which will allow us to scale seamlessly to hundreds of thousands of identities over time.

But at the same time, we also did not go overboard in making sure our architecture was performant at scale, especially when we were servicing early customers, which were not more than 100, 200, 300 engineers accompanying us.

But at the same time, we also did not go overboard in making sure our architecture was performant at scale, especially when we were servicing early customers, which were not more than 100, 200, 300 engineers accompanying us.

But at the same time, we also did not go overboard in making sure our architecture was performant at scale, especially when we were servicing early customers, which were not more than 100, 200, 300 engineers accompanying us.

I'm proud of how far we've come. I'm proud of how many customers we have serviced, especially at scale. And more than anything, I'm proud of the culture of ownership in the team that we've been able to establish where people are stepping up to solve extremely difficult problems day in, day out. At the end of the day, what we are building is not something that has ever been attempted before.

I'm proud of how far we've come. I'm proud of how many customers we have serviced, especially at scale. And more than anything, I'm proud of the culture of ownership in the team that we've been able to establish where people are stepping up to solve extremely difficult problems day in, day out. At the end of the day, what we are building is not something that has ever been attempted before.

I'm proud of how far we've come. I'm proud of how many customers we have serviced, especially at scale. And more than anything, I'm proud of the culture of ownership in the team that we've been able to establish where people are stepping up to solve extremely difficult problems day in, day out. At the end of the day, what we are building is not something that has ever been attempted before.

And what I mean by that is if you look at identity as a space, there are various companies that are trying to solve small problems within the overall identity domain. And ultimately, we believe that the winner in the entire identity space will be someone who can build a performant platform as quickly as possible and get it to the market as quickly as possible.

And what I mean by that is if you look at identity as a space, there are various companies that are trying to solve small problems within the overall identity domain. And ultimately, we believe that the winner in the entire identity space will be someone who can build a performant platform as quickly as possible and get it to the market as quickly as possible.

And what I mean by that is if you look at identity as a space, there are various companies that are trying to solve small problems within the overall identity domain. And ultimately, we believe that the winner in the entire identity space will be someone who can build a performant platform as quickly as possible and get it to the market as quickly as possible.

But building a platform required is a challenge all by itself because you have to keep building. There's so many things to build and you're almost always prioritizing what needs to be built to get to your next milestone, your next landmark, your next bunch of customers. It almost always becomes a race to make sure you have what you need to be able to get to where you want to be.