Last week the Zypp leadership team went to Thailand wearing T-shirts that said, “Zypp IPO Loading…49%.” At the airport a few people asked if we were going public. We told them yes, Zypp will definitely go IPO, but not immediately. And honestly this trip wasn’t about announcing anything. This was more of an IPO mindset workshop. Somewhere along the way, IPO becomes a milestone in people’s heads. It turns into a date on the calendar, a liquidity event, a headline everyone waits for. But if you only start behaving like a public company when the IPO process begins, you are already late. Public markets don’t reward stories, they reward consistency. So during the trip we asked ourselves a simple yet uncomfortable question: if we were already a listed company today, what would we change from Monday morning? That question shifted the entire tone of each of our leadership discussions. We went deep into our AOP, not at a surface level but in detail. We examined revenue assumptions, cost structures, cash discipline and leadership ownership across functions. We challenged projections, called out optimism bias and debated the real trade-offs between growth and margins. The alignment was clear... growth and profitability must move together, not in phases. We agreed that from now on we operate as if we are already an IPO company. Every number we commit to is a promise. Every miss needs clarity, not excuses. Every leader must think beyond their function and take ownership of the full business, not just their vertical. The best part: Every leader on that trip subscribed to this mindset. Outside the sessions we also had amazing time to just be together. That speedboat ride was a reminder of how far we have come. We spoke about the early days, the pressure of building at scale, the responsibility we carry towards our teams and the BHAG ambition we still have ahead of us. There were a few emotional moments, there was celebration, But more than anything, it strengthened trust. And that kind of bonding doesn’t happen inside boardrooms. The organisation will only move as fast and as responsibly as its leaders do. The 49% on our T-shirts was never about time remaining. It was about how much internal alignment has already happened :) The most important thing was that post the trip, every leader could visualise not 49 but 100% and with that, I felt my job as a leader was well done :) Coz agar dikh gaya, to ho b jaayega 🙏🤞⚡️ Zypp Electric Rashi Agarwal Tushar Mehta
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Acting public before going public is what builds the discipline that markets eventually trust. Alignment like this doesn’t start with filings, it starts with mindset. The 49% feels less like a milestone and more like a mirror.
Akash Gupta This is a powerful reframing, treating IPO as a mindset, not an event, changes how decisions get made daily. Operating with public-company discipline early is what builds consistency, trust, and real readiness at scale.
IPO isn’t an event. It’s a way of operating early. The real shift happens when teams start thinking like public companies before they need to.
Nice ,very good , Maybe you Remember this, I'm drop you message directly But still after one week+ I'm waiting for solution this issue
When you start manifesting enough no goal is big enough Akash Gupta
Love this Akash Gupta Zypp Electric IPO 49% Loading...Waiting for this to happen, dikh gaya hai ab ho jaega :)
Akash Gupta Love the energy in this. IPO as a mindset, not just a milestone — that’s the real shift. A lot of people treat an IPO like a finish line. But operating like a public company before you’re public? That’s discipline. That’s culture. The 49% on the T-shirt is clever; just not a countdown, but a signal of internal alignment. And honestly, alignment + ownership + a little Thailand bonding = a powerful combination If leadership can already see 100% clearly… the rest is execution.
Love this mindset shift. Operating like a public company before IPO builds discipline, alignment, and long-term credibility. Vision with accountability wins.
The 49% on the T-shirts is such an honest way to put it. It’s not about a countdown; it’s about the mental transition from startup chaos to public accountability. If the leadership sees the 100%, the execution usually follows. Rooting for the Zypp team to bring that energy back to the office.