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Obviously, we are loving these results

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and um uh loving what they mean for our

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customers and and broadly speaking the

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West. Um so

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reflections on how we got to 93%

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aggregate growth,

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just under 150% growth in US commercial

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and an aggregate growth of 115% in

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America, which is astonishing, uh even

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surpassing the already anomalous results

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we've posted in the past and at a very

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significant scale. Um And and this the

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the the story really does begin

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uh at the beginning when we dedicated

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ourselves to our most important partners
in the US government and we we built

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products to deliver value for them.

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We delivered those uh
value for those for them

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by looking at the world in its naked

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state. We did not have uh soft We did

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not have AI available. We had to work
with NLP. So, we had to develop forward

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to play uh engineer model to extend
the technology and deliver value. The The

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nascent version of ontology was developed.

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Sham, Aki, others strapped

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Blackberries around their head and made

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the code work in sensitive environments.

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And what we learned and what was built

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into this company is that there are

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there are things, values, structures

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that are more important than purely uh

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extracting value from a client. And we
rejected the the way in which we were

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being taught in Silicon Valley to build a

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software company at the time. Palantir,
of course, is now both infrastructure

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software FTEs, orchestration, and business
know-how. So, it's a completely

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different hybrid. But at the time, we
were being told our job was to trick the

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clients into giving us money for something
that made them attached to us,

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but really uh really added no value. So,

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essentially a parasitic model. Um and in

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the rejection of that, we fully aligned

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with our partners. Now, we To do that,

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as we went through the years, we built

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we built PG, Foundry, Gaia, Maven,

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Ontology, AIP. Now, we're taking the AIP

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stack and extending it for sovereign AI,
which requires us to be able to

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orchestrate and fine-tune models to

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provide a completely sovereign stack to

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our partners. But what What is the

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philosophical importance of that? We are

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offering a present that

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that augurs to a future that we want to

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live in. What does that future look

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like? We have more rights in the PG

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frame, there's it's safer. In the

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sovereign AI frame, which is arguably
by far the most important because, you

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know, all these other things are
downstream from GDP growth and GDP

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health. And what if we transform America
into the only democracy that actually

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grows, where the where production
is more efficient and manufacturing

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actually happens. What is that frame?

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That frame is not uh you are going to

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buy into a future where you have no job,

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where adversaries win, and everybody who
does win is a small tiny group of people

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living in a tiny place that somehow
believes because they eat vegetables and

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they don't support war fighters that they
deserve to have the total means of

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production of this country, uh and the

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rest of us should just sit by back
and absorb the cost of that revolution,

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which we're paying for.
How are we paying for it?

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In the in the enterprise context, people

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sign up for token uh self-pleasurings,

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and those that and that at a real cost

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like other forms of self-pleasuring.

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Where you are paying for the right for

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them to migrate your IP, your know-how,
your expertise to their model so that

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they can build a competitive business
that doesn't require your business, your

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people. And why are they doing it?
It's actually being done for what they

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believe are moral reasons.
They are superior to you. They deserve to

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colonize your enterprise. You deserve
to be colonized. And in Palantir, in A,

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it's interesting, it doesn't work as

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well or as efficient purely on the alpha

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side as having an application layer
owning your compute witness we built a

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partnership with Nvidia. We're expanding
our application layer. We are going to

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enter the market and already entering in

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the classified space as Sham alluded to

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of of fine-tuning models. So, the models

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actually fine-tuned by us in our

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enterprise on Nvidia stack outperform
frontier models. And you own the

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weights. You own the alpha. You own
everything. Every single enterprise in

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this country is going to either look at
doing this, find ways of doing it, or at

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least avoid the alternative of

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unprotected interaction with frontier
models. This is very dangerous. You're

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warned about this in high school.
And now you're learning about it in your

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enterprise. And in Palantir, we are
at the front line we are in the front of

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driving this revolution.
I am driving the business to grow at a

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rate equal or above to what we have in US

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commercial for the next 18 months, which

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is a very high goal, but it is one we
can actually get to because we are fully

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aligned with what's right and what's
good and what actually works well in an

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enterprise. And for the first time,

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people believe us. And if you didn't

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believe us, you can believe 149% growth

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in the US, a rule of of of of 40 that's

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155, 93% aggregate growth, and 90% growth

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uh in US com with 62-63%

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uh free cash flow margins.
People thought we wouldn't be profitable.

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So, this is one of the more exciting
times to be at Palantir. It's one of the

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more exciting times to participate
in Palantir. And for everyone on the

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sidelines, you got to get off
the sidelines. This is a revolution that

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will affect the sovereign revolution,
where you stand in it, will affect your

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livelihood, the livelihood of the people

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you care, and whether America and the

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West win. We cannot regress to a thin

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philosophical model where only
a small group of people who think very

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differently than most of us actually
absorb all of the revenue and value in

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our business and transfer
all of the dangers to us.

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And that's what this revolution
is about, and it's extre- extremely

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motivating for those of us at Palantir.

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Thank you. >> Thanks, Alex.
Our first question is from

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Dan with Yorkville Ives. Dan, please
turn on your camera, and then you'll

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receive a prompt to unmute your line.

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>> Where's the prompt? >> [clears throat]

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>> Well, while we're waiting,
you can be entertained.

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>> Maybe we can circle back to Dan. Um our
next question is from Mariana with Bank

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of America. Mariana, please turn on your
camera and then you'll receive a prompt

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to unmute your line.

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>> I think I'm good.
Um, thank you. Can Can

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Can you walk through this at
the the sovereignty boot camp?

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What did you learn with talking
to customers that maybe

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you weren't expecting? I mean, obviously
just an overwhelming sort of group of

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executives. Can you just
talk about that, Alex?

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>> Well, first of all, yeah, for those
of you not in the know, we we we did a

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sovereign boot camp after this kind
of revolution exploded. Um, and just to

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give the backdrop here, you know,
2 years ago, we were said we we spent four

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or five months, Sasha who runs this,
organizing AIP Con. This was much more

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like, "Hey, let's invite our buddies
over to lunch." And then all of a sudden

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we start getting bombarded by people,
people we invited, people we didn't

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invite, all levels of the business. So,
like when you're working in enterprise,

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it's really important that the
operational people are interested. So,

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it was like CEOs, operational leads. Um,

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and there's a a huge educational
component and Cham talks about this a

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lot. Like we people understand that they
need a way of controlling their alpha.

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They understand broadly that token
maxing is at their own cost and they

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certainly understand that token maxing
is leading to them transferring their

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data, their prompts, the way they run
their business, their expertise to a

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third party. Um, but they don't they
they need education on what they can do

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about that with us, preferably, but also
without us. How do you do contracts? How

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do you How do you work with How do you
work with open weight models? How do you

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work with closed weight models? How does
this work in ontology? Is Is ontology

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the protective layer that they that they
they've been told? Does it create value

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the way they How would this look
in their own business? And how would they

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would they How would they work with the
compute stack? And so, there's a just

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this massive demand and we're in the

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business of educating people, both our

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customers and others. But it was a super
heterodox group of people both in terms

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of the kind of people showed up, the
demand for it, and also people we've not

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worked for. By the way, you know, one of
the reasons the NDR number is so strong,

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it's ridiculously strong. I mean, that
people always write these things about

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customer adoption and maybe, you know,
but the NDR number is anomalously

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strong. It it That is also
going to shift in a even as

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as hard as it is to believe, become even
more positive because some of our older

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partners we haven't really
interacted with, they also showed up.

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They're like, "Okay, now we now we get
why we would need you." And not just

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Foundry, they're migrating across
our stack. So, customers that were only

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using Foundry now want Ontology,
now want to be part of the Sovereign AI

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stack. I would say last not least,
you're asking the internal version,

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external version, internally, recruiting,
retention, excitement at Palantir.

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It's it's I mean, I'm very
excited. I think the people

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around this table are very excited. Uh

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the the legal department is excited.

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This I mean, that hasn't happened since
like that doesn't happen. Like, they're

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out like "Rock on." >> [laughter] >> Uh

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so, it's just it's more fun.
You know? Uh so, yeah, there's just it

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that that's the way this went down. And I
think this is going to this is the way

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beginning. So, you the way the way
at least we think about this internally is

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what portion of the market is available
to people who want to create value, mean

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create value and keep it. That portion
of the market has gone from a small

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portion of the market where we are we

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we're doing where till like a large
large part of the US GDP. And that's why

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we need partners.
Behind the scenes now we're trying to

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find partners. Now, partners we need
technically exceedingly competent

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partners. Partners doesn't mean
have We don't have to agree on every

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issue. We don't even have to agree
on every client. They can occasionally

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compete against us. We've seen this in
the defense tech stuff. Stack and Sham,

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you know, like the approach to defense
tech where we partner with people.

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Partner doesn't mean we agree, sometimes
we compete, but it means we're marching

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in a similar direction that allows us
to scale. So, those things are going to be

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a very big important part of like

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essentially the guide. Why am I pushing
the company to to grow not to the just

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to the end of the year, but next year?

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It's because that also forces us to to

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find ways to scale to meet
the demand that's out there.

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>> Thanks, Alex. Our next question is from
Mariana with Bank of America. Mariana,

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please turn on your camera and then
you'll receive a prompt to unmute your

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line. >> Good afternoon, everyone.

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>> Hello.

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>> So, a follow-up to to Dan's question.

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When all this AI revolution started,
right? It was really clear for

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enterprises that data and proprietary
data and how you train your models was

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going to be the key. But then, we're

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like 3 years into that revolution
and now everyone started to realize, oh,

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owning my data and what I really learn
from my data is important. What happened

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there? Why you think that
you positioned yourselves

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back then in a different
approach to AI that

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enterprises weren't able to see? And why

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these numbers that reflect
that you're the winner of AI today,

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it wasn't that clear for any other
software application back then.

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>> Well, you can kind of divide it up
into two parts. There's the first part is

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efficacy, you know, and then the second
part is efficiency. That's not the quite

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the right word, but it's like how do you
scale it? In the zero to one phase, it's

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much more important to focus on the
application layer. Like, okay, this new

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thing has happened. How do we turn that
into economic value? And then as people

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started to experience the economic
value and as time started happening, you

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started to see that some of the people
who were partners out there were

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building things that were competitive
to you. And I think that took some time to

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kind of seep into the psyche and mindset
of, wait a second, this is maybe not

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you know, now I know this thing is
valuable in the right hands on the right

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platform, but I also am going to need to
control the weights. That the alpha that

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is being generated isn't simply the data

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that's resident in my enterprise. It's
also the metadata, the reasoning traces,

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the exhaust, the usage of this, which
I don't yet have mechanisms to control.

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And now I understand that's actually
probably more valuable than just the

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data in my enterprise. And that's
been a clarion call, I think, for for

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the market over the last
quarter, two quarters.

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>> There's the there's also the clash

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question implicit in your question is,

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you know, why did we get this right?

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And, you know, again, I think it's we

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are actually fully aligned with our
partners. Sometimes we make decisions

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like, you know, that are against
our economic interests. Like, we're

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supporting lots of institutions
in Europe. The growth sucks.

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I mean, clandestine institutions.
But, without our products, they would have

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rampant terrorism and their problems,
their migration problems, and the

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results would be 10 times worse.
It's not actually in our economic interest

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anymore to do this, but we still do it.

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And this is because we actually
are believers, for better or worse.

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I would say also, um, this is a company

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that from beginning, from inception, has

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valued artistic insights. Meaning, you

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can't model something purely
on science. You have to have an

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aesthetic or artistic appreciation for it.
And we've made huge bets, everyone

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at this sitting at this table, and many,
many hundreds of people at Palantir have

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essentially artistic insights. We've
always viewed ourselves, we've always

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said we're a colony of artists,
and people assume that means we're just

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difficult. And that's also true. But,

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you know, it's it's also we value

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insights that are way before anyone else

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would see them. And we build major parts
of our business. That's very hard for

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normal business to do because, I mean,
one of the jokes running around Palantir

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is we can we can definitely meet
our guide next year if we get paid for all

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the people copying us. You know, so even
we got a small portion of people copy

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you know of the of the of the of the
funds for the copyers, we do very well.

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Normal businesses, again, no critique
here, are built around there was a

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playbook, we execute on that playbook,

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and we're in a non-playbook

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world. So, executing on a playbook that

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worked 5 10 years ago essentially build
parasitic software and monetize it, that

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doesn't work now. And there's hundreds
of variants of that, but that is a

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central advantage we have. We are a

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colony of believers and artists that are

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very motivated to drive value. And that
sets us aside much more than I would

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have imagined 10 years ago if you'd
asked the same question. And it and then

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luckily for us, this is capitalism.
I mean, DSA wants to get rid of it, but

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until they do, you got to look at the
results. Because if our results and and

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the other thing I'll tell you that's
very special for us, we are outsiders.

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Outsiders, like you're an outsider.
You come to this country, you better have

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really good results. You know,
and like the same thing with

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Palantir, we know we need the best
results cuz people aren't buying our

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product because we're swinging the golf
club correctly or paying for the steak

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dinner. They don't even
invite us to steak dinners.

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So, that's and that outsider status has

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caused huge problems

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but in the first 18 years, but a lot of

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benefits in the next 18 years.

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And other people don't like being
outsiders. I'm I'm You know, in fact,

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I'm struggling with
our current popularity.

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>> Thank you. Our next question is from
Gil with DA Davidson. Gil, please turn on

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your camera and then you'll receive
a prompt to unmute your line.

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>> Thank you, Ryan. The topic
of sovereignty, you focused a lot on how

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dangerous it is to give the keys
to the labs because they could choose to

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compete with you. Is there another
aspect of this as well though that if

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you choose a lab and you buy the
orchestration and the consulting and the

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harnesses from them, you're
beholden to their models and if

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something happens, if it's not the best

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model anymore, if the model gets pulled,

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then you as a customer are stuck and you

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may have a mission critical system
fail and this isn't hypothetical. This

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happened a couple of times this year
where one of the frontier models got

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pulled by either the government
or or the company. Well, if you work with

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Palantir, it I would assume that when
that happens, you can go to your

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customer and say, "Hey, if that model
doesn't work, I can plug in another

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model for you." >> Now,
I mean, I'll let Ryan and Shyam

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comment here, but we're already doing
that across the USG, US government. We

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have a product that allows you to about
switch out models. I've Look, at the end

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of the day, if if you are locked into
a product, you're going to I mean, that's

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the nature of monopoly capitalism. That
that's why people want the lock-in cuz

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then they can raise the prices
and reduce the quality. We're against that

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because we're on the side of the American
worker, the American people and

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its great institutions and other
institutions across the West. Um but

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yes, there you know, and enterpr- people
are running big enterprises in this

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country are very sophisticated. They're

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aware of these risks and they don't like

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people who are kind of flaunting like

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setting this up so that they feel
they're being made fun of or they're

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being they're sucker, basically. So,
there's a lot Honestly, there's a lot of

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anger here. I spend interestingly a fair
bit of my time trying to explain to

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people that, you know, some of the people
involved in these things are not

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the caricatures they think they are, but

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because the business setup looks like
heads I win, tails I win and American

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business people don't like that.

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But then, I don't know, there's a lot
of things on the contractual front that

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would that would support that.

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>> Yeah, I would say
like that's, you know,

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our whole focus is converting tokens
to value. The example Shyam gave,

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uh that's happening across the board in
the conversations with customers. That's

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why they're looking to expand to convert
how they position themselves in the

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industry with us in their industry. And
so, we're seeing like extreme alignment.

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It's not about being beholden to one
model, it's about being bringing the

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right models to bear for the right
purposes. And our contracts, our

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structures are set up to do that to
support and compound their alpha in the

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organization. >> I think
you know, I mentioned it

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earlier, but you're going to see
this like we've been beholden to a small

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number of benchmarks that people
have been designing models to and then

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releasing models saying like look how
well it does on this benchmark. But the

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benchmark has actually almost nothing
to do with your business. Well, so how do

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you figure out how to make the benchmark
that represents your reality, what

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you're trying to succeed at, what you're
trying to get better at, and then see

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what model makes sense. And the natural
consequence of doing that, even even

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leaving aside all of your other
arguments for sovereignty, it's like oh,

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how do I how do I climb that hill? How
do I figure out what it is that I do as

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a business that I feed back into weights
that I can control, which presupposes an

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open model and sovereignty. And then
you're not just going to do that where

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you're waiting, hey, maybe I'll switch
it out when this model gets pulled, when

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the rug gets pulled out from underneath
me. You're actually going to be

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leveraging the automation to do that
constantly to figure out when you have a

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next checkpoint that you can pivot maybe
there's a new model. I I mentioned the

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example I I literally almost felt gaslit
when within 24 hours of getting Nemotron

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up with no post training. This is
vanilla Nemotron Ultra. It did better

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than Frontier. You know, if you just
looked at the numbers, you would say,

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well, it's nowhere near the Frontier.

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That shouldn't even be possible.
But of course, the benchmarks are wrong. I

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mean, the benchmarks are right for what
the benchmark's measuring, but that's

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not my business. Those are not the tasks
my customers had that they were trying

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to solve. And so then moving this to
an empirical basis is I think is is how

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we're going to accelerate the realization
of tokens to real economic value.

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>> Thank you. Alex, as always, we have
a lot of individual investors on the line.

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Is there anything you'd like
to say before we end the call?

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>> Well, you know, uh Uh, your support has

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was crucial to getting us this far and

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uh, you know, crucial to getting us to
where we're going to go, which is a much

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much much much larger company.

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Um, this is one of the most exciting times

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to be involved in the Palantir mission.

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Um, we are going to help transform
especially this country but allied

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countries both in commercial
and government and

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uh, this sovereign frame that is we're
using as our organizational principle is

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the one that is

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inclusive of everybody who wants to have

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a better world today and tomorrow and we
invite everyone to engage with it in

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some form and thank you.
