Boardroom Club的动态

Transcript

Kind of like going to the software development of the business. Can you share us a little bit more about how Palantir builds software platform from not only like Defense, but also the commercial, for example, Gotham, Foundry, AIP and the evolution of your products along the way? Sure. And and this I think what differentiates us from other companies is that we're very customer LED. So I think what we found when we went into a lot of the customers, and I've heard this a lot, especially in the early days, like no one actually people built what they want and then tried to fit into the box or whatever the customer was asking for. But what we did was actually we did boots on the ground in the private sector with the government customers and we understood the needs of the actual customer we built for them. So people are often surprised. There's lots of issues around here if you talk to someone who works around here. The one thing I'll never say is that the products don't work. We have no sales team or medium sales team. We have, you know, very little marketing team that we barely have, you know, people department. We have excellent products that work and the reason those products are excellent is because we listen to the end users and a lot of the time and that that's because one, that was our philosophy from going in day one and two it was. We were encountered so many places that were like, don't talk to me, I don't want another because, you know, right now we're in the AI era where everything is exciting about I, when I started, it was big data. So big data was a thing. And every, you know, CEO or CEO went to a conference, heard about big data, came back, emailed someone on there, you know, executive committee and said, I want to talk about big data with someone to make sure we're doing it. And so a lot of our meetings were OK, we don't really understand what big data is. Can you tell us? And so how do you convert that from? You know, OK, you're just, you know, trying to check a box too. The information you're currently sitting on is extremely valuable for your organization to make it more efficient, operate better, create more transparency, you know, check one of the boxes that every company organization wants to accomplish. How do you do that and how can we make it useful? And you have to do that on top, on the back of them having very negative experiences for the most part with legacy software companies. So, you know, I remember one of our first meetings with Airbus, they showed us a slide, Airbus, one of our biggest customers. He showed us a slide and they said these are the, all of the big data projects we have going on. We have 36 big data pilots currently going on. And they showed us the logos of all the pilots. They said we don't need, we don't need another one. We don't need another big data project. Basically, we don't really know what you're going to do for us or how you're here. But we did was, you know, in a matter of weeks, we had an operational tool on the shop floor that was built alongside the people who were actually going to use it. And we were able to come back to our next meeting and say, OK, you have a lot of. Data projects, that's fine. We were able to demonstrate that we can reduce delays in the production line of the A-350, which at the time was there, you know, best selling plane and look, you already have like 50 people who are using it who are not technically trained previously. So we had kind of like a show don't tell model because we weren't very good at the teller. So we, we, we had no choice. Yes. So moving on now to the present and future of Palantir, right. So very recently a great news at Pantry was added to the S&P not too many weeks ago and and you've talked about network effects, how important they are, the difficulty of getting the first big client then is eased with every big client that you get and now you're in the S&P 500 and. And it was a momentous occasion. And Alex Karp said the rebels won. OK, so you how what is the next logical step for Bellinger now that you are such an important position, now that you have these network effects? At the end of the day, you've already worked with these huge clients. Is there anything better than that? Well, I mean, just on the SMP, I think, you know, it was a really big deal for us because I think carbon, he said the rebels won was absolutely right. And it really felt that way too, especially because if you look around out here has never been shy and Carp has never been shy about we actually say what we believe and we're not afraid to say it. So, you know, he was the 1st Western CEO of a public company, the time to go to Ukraine. We were like one of the first companies along with a handful to express. Support for Israel, which was not a business decision, you know, certainly, certainly not. And I think especially at the time when people are afraid to say anything, we've been very outspoken on that issue. And I think the idea was, and This is why Carp is a genius, which is annoying to say in public, is that like, you can both be successful and not cave to be, you know, cave to be what is politically correct or viewed as corporate, you know, accepted corporate, blah, blah. And so we've never hit who we are. For a while, we were not welcomed many places. And also, you know, the rebels have been because we didn't do all of the things that everyone else did. We only were associated with Ferrari, which is a very normal corporate thing to sponsor a team because we work with them, right? And so that's, you know, we don't sponsor anything else. We don't have advertisements. We do with Ferrari, you know, sometimes, but. I think, you know, the SP was validating more so because the number of people I've been around here for 11 years as of yesterday. And so the number of people who even friends or whatever who first thought that we were toxic and, you know, CIA backed. And then it was, oh, it's not a real company, it's AI, it's vaporware, it's this, it's that it's just there's constantly something. And a lot of that was because, one, I think, you know, we never kind of played by the rules, especially like our leadership at the time. And two, we kind of just always said the same thing. Have the best products in the world, we hire the best people in the world and like this is what we're going to do. And I think there's a lot of people who didn't want that to happen. And so when something has establishment and respected and vetted as the S&P takes us into it. That's a huge deal and not as much for the financial reasons as you might think. It's more so because it just validates the, you know, the philosophy of doing what we believe in and following that. And, you know, a lot of times people tell us the things we were doing were crazy incorrect. We couldn't do it. You know, other companies trying to take us down various, you know, vapor copies. And we just kind of focused on what we know to be true. We build the best products. We believe in what we believe in. You don't think it's, you know, incorrect or politically incorrect to say that we believe in the West and its allies and we March forward. And so, like a lot of people, no one expected us internally to go public. You know, that was not a thing. So going public and that you're doing well and then getting to the S&P 500 and that short period of time, it's a very different place for employees. Like, no, this is, you know, every day is kind of a surprise. What's next? There's still a huge amount of ground to cover. People still don't understand, you know? People don't understand a lot of their technical problems they have. I have a huge number of calls every week with people still saying like, oh, but you know, we're going to build it ourselves. And we really think it's like, no, don't build it yourself. Don't waste hundreds of millions of dollars on something that's come out of size. And, you know, it's what we do is really hard and really technically challenging. And no one does it as well as we do. And no one's even pretending to at the moment. So, you know, we have a lot of ground to cover. And I think that's the most exciting part is that like from where you sit, it's your question is what's next? And. Where we said it's we have a daunting challenge ahead because we want to make sure that, you know, Western institutions are strong and like, you know, both private and public and we think that we can help do that and we want to expand that Notice the West is a very big place.