Shai Morag

What is the most significant initiative you have led recently?
The most significant initiative I have undertaken recently was founding Oak together with my co-founder, Tal Marom. We identified early on one of the major challenges emerging in the AI era: identity and access management, which is becoming increasingly complex and decentralized within organizations.
For me, this was about much more than choosing a market or an idea. It was about choosing a path: identifying a real, significant problem, choosing the right partner for the journey, and building a team and network of partners who share the same ambition and have the ability to turn the vision into reality. 

What do you consider to be the company's key strengths?
Oak's greatest strength is, first and foremost, who we are. We are people who choose to tackle big, complex, and still-unsolved problems, with the courage, experience, and resourcefulness to build solutions from the ground up.
We bring together the right people at the right time to address a fundamental and pressing challenge for organizations in the AI era. But what truly sets us apart is how we operate. We have deep trust in one another, a high level of maturity, and a genuine commitment to our mission. People here don't wait to be told what to do. They identify problems, take ownership, and find ways to move forward.
At the same time, we are a company built on collaboration. We think, debate, build, and support one another. There is little distinction between "us" and "them"; we share a common goal, and everyone contributes their strengths.
I believe this combination makes Oak unique: great ambition without ego, boldness without arrogance, and strong execution driven by people who trust one another. We are not here merely to participate in this market. We are here to build something meaningful that will transform it. 

What key initiatives have been undertaken recently to strengthen the company in the coming years?
Our journey began with listening to the market. Before building the product, we spoke with hundreds of cybersecurity and identity professionals to validate that we were addressing a genuine and significant problem as experienced in the field. Maintaining close customer engagement has been, and remains, an integral part of how we build.

At the same time, we set out to build the company right from day one, bringing together people at the forefront of the industry, with deep expertise, extensive experience, and exceptional execution capabilities. We are building a company that is AI-centric by nature - not only in its product, but also in how we think, work, and make decisions.

These are not short-term initiatives. They are the foundations on which we will build Oak in the years ahead: exceptional people, deep customer engagement, groundbreaking technology, and a culture of execution, accountability, and collaboration.

We are not simply trying to build another successful company. We are building the next powerhouse in the field-getting the foundations right and moving at an unprecedented pace.

What are the company's main challenges in the coming years?
Our biggest challenge in the years ahead is to keep moving at the pace the world demands, without compromising on the excellence we’ve built. We are operating in a time when technology, markets, and customer needs are evolving at an unprecedented pace, while expectations for companies to deliver and succeed are rising significantly. In this environment, the ability to move fast and continuously adapt is critical. Just as important, however, is our ability to maintain the high standards we’ve set across every aspect of the business — the people we hire, the technology we build, and the way we engage with our customers.

I believe great companies are measured not only by their ability to grow, but also by their ability to do so without losing their identity. Our challenge is to remain true to who we are, to the vision that led us to establish Oak, and to the principles we believe in when it comes to building a company.

We have the right people, the experience, and a clear understanding of the problem we set out to solve. I’m confident that this combination will enable us not only to navigate the challenges ahead, but also to continue leading and setting the standard in our field.

What advice would you give to a manager at the beginning of their career?
1. Always fall in love with your customers' problems, not the solutions you want to build. That is the only way to maintain the flexibility needed to move forward quickly.
2. Leadership is not about knowing everything; quite the opposite. It means hiring people who are smarter and more experienced than you, giving them the space and trust to lead, and removing obstacles so they can deliver results.
3. Continuously refine your understanding of the precise value you and your team create for the organization. Take risks when appropriate, and above all, lead with courage and intention. Indecision is the greatest enemy of growth.

What is important to remember during difficult times?
That they pass. With time and experience, you learn that even the most challenging periods are part of the journey and that no challenge lasts forever. You need to face it head-on, address it seriously, learn what you can, make decisions, and take action - but also remember that perspective changes. Tomorrow, a new challenge will arise, and we will be busy solving it.