Assuming what you are doing is disrupting the industry, the end goal will almost entirely depend on the degree of conviction which the Founder / CEO has in their company and their motivations / aspirations.
Of course, the funny thing about motivations and aspirations is that they could appear clear till the time there is an inflection point in the business and results surpass expectations. Knowing you are spearheading and are part of a 'cult-backed' growth can often set back your prior motivations of cashing out on a big payoff from an established player.
Why stop now and if I do, what do I do next? Can I ever replicate this high again?
So an acquisition by an established player or an IPO to further cement your position is ultimately a function of what underlying motivation is driving the leader. Just like everything else, motivation nowadays is often as fluid and agile as the product you are developing.
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Assuming what you are doing is disrupting the industry, the end goal will almost entirely depend on the degree of conviction which the Founder / CEO has in their company and their motivations / aspirations. Of course, the funny thing about motivations and aspirations is that they could appear clear till the time there is an inflection point in the business and results surpass expectations. Knowing you are spearheading and are part of a 'cult-backed' growth can often set back your prior motivations of cashing out on a big payoff from an established player.
Why stop now and if I do, what do I do next? Can I ever replicate this high again?
So an acquisition by an established player or an IPO to further cement your position is ultimately a function of what underlying motivation is driving the leader. Just like everything else, motivation nowadays is often as fluid and agile as the product you are developing.