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Hello everybody. We are here
at Palantir's ninth AIP Con with the CEO

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and co-founder of Palantir, Alex Karp.

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Alex, thanks for being here.
>> Great to be with you.

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>> Over the past 6 months, a lot
of people have had a lot to say about your

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company. The media has stuff to say,
investors have stuff to say, short

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sellers have stuff to say. What do you
have to say about what's happened over

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the past 6 months with Palantir?

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>> Um well, you know, maybe we should
ask what the mullahs have to say about

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what's happened over the last 6 months
at Palantir. I think you should start

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there. You know, like let's go right to

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the people of the customers.

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Ask the customers. You know, it's

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uh yeah, I you know, um we spent

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uh we started 20 years ago saying
we're going to do value creation.

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Uh don't for you know, it's like we're
not going to you know, take your weird

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category you learned at business school
at Harvard probably, you know, about how

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to build software, build a parasitic
little trinket and install it because

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that's what venture capitalists wanted,
because that's what analysts wanted,

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because that's what banks
would underwrite, because that's

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how they gave you your underwriting fee

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and and pre-bought your equity before

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they sold it to retail after their hedge

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fund friends got in and you got [__]
and they got laid. Uh um and we said

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we're not going to do any of that.
We were going to build things

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uh that were super valuable and de facto

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get paid. I've been telling people for

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decades now we essentially get paid uh

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uh uh after we create value for you.

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>> Right. >> On your terms, according
to your institution. We did this with

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clandestine services, special forces,

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Maven, every institution in government,
every ally in the world, some of which

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love to admit they work with us, many
of which don't admit they work with us. We

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then went into commercial. Everyone
said we had no commercial product. But we

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grew commercial at a rate
no one's ever seen before.

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>> The last earnings were one of the
craziest earnings we've seen in the

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history of not just Palantir,
but in the entire stock market.

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Why are you guys growing
as fast as you guys are growing?

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>> Well, again, it's very much linked to
this. Everybody is still You build these

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organizations commercial,
military, institutional,

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clandestine services.

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You can't really They're not built to

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change. At best, they're built to adapt.

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Our organization is maximally adaptive

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on the back of a couple I principles and

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has maximal range of motion. And that

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and they are built for right now,

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meaning people want value. And like,
you know, now people who are trying to

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understand where the value is work with
broad categories, large language models

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versus software versus hardware versus

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like the client, whether it is the US

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military now doing in my view, you know,
it is all of our jobs to protect the

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warfighter. Even if you don't agree
with any other part of government or this

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administration, once the warfighter
is putting their life in danger, it's our

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responsibility, in my view, to support
them, especially business leaders who

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are making doing very, very well in this
country. But it's like, you know, at the

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end of the day. And then the other thing,
by the way, is one of the biggest

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critiques of Palantir still is, but what
is it? Is it software, hardware, LLM? I

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mean, read read the somewhat innate
often I don't even think they're I think

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at this point they're probably just
hired help when they're writing these

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crazy short things about us. But it's
like, but but the legitimate thing is we

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don't fit into any of these categories.

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>> Yeah. >> But that's
why we're valuable. That's

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why the client All of our clients need
to move from categories that make no

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sense for them to the category that does
make sense to them, which I'm the best

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in the world, whether it's the US
CENTCOM or whether it's commercial

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clients. And by the way, it's the same
thing internally. Like we're just trying

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to slot people into a position where we

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can get the most value for themselves
and then therefore for Palantir.

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>> Software companies have gone through
a fundamental re-rating in the broader

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market. A lot of people are wondering
is AI eating software? The interesting

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thing about Palantir is I don't think
you ever characterize yourself as just

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an AI company, just a software company.

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It was we are a value company. We get
paid when we deliver value. How do you

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think you survive in this new
world of AI disruption?

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>> Well, no, the thing is they they they
of course they need broad categories and

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the broad category they may have
of course but again, in the beginning the

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broad category that they had of us is we
weren't a software company because we

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were a services company. By the way, one
of the most important indicators in the

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market is everybody wants to be us.

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>> Yeah. >> Every two days >> Well,
four deployed engineers is now

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being used everywhere.
>> like you're going to see all the

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research labs are all everybody's going
to have like a Palantir because it's the

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only way to create money for the
customer which is the only way to get

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paid. Everything is too amorphous.

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Everything else is too amorphous and not
quantifiable and you're going to be

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competing at the end of the day with
somebody who's going to buy Palantir and

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how the [__] you're going to explain
to them that your your hype trinket is

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going to create value when it doesn't.

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Especially where the delta value

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creation on timelines, margins and our

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pure alpha is so large. Um, but

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to your point, no, we were never ever

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viewed ourselves as like we are X plus

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minus one. Right. We are a sui generis

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unique way of doing things which does

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include like a

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actual human labor augmenting the labor

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now with AI, uh encoding it both
the knowledge of your institution meaning

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the data but also more importantly your
assumptions around the data, especially

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assumptions that are impossible
to capture like basically your tribal

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knowledge and melding that into
something that is unique. And and part

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of the reason people don't want
to understand is you know this famous

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thing, you know, you sit you sit you
stand where you sit. It's very hard to

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acknowledge these things because this
is a radically have have not world and a

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lot of people including the software
thing, if you can't plausibly create

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value rapidly, you're going to disappear.

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Like and like but by the way, it's like,
you know, white-collar workers, certain

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weak software companies, it's like steak
dinners and a widget, that's not going

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to survive. It doesn't matter. You could
do weird financial machinations. None of

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it is going to work. Uh and if you're
just doing pure, you know, pure pure

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pure LLMs, well, that's very hard
to make that work in enterprise. You see

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this again, without going into all the

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Pentagon drama, it's like, "Yeah, but

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you know, it's like that's
nice and we're replacing you."

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>> Well, 2 years ago you said at AIP Con
number four that the world will split up

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into chips and ontology. And quite
frankly, you said it in a very simple to

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understand way that to this day I hear
from people saying, "Oh yeah, Karp told

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us 2 years ago the LLMs will be useful,
but they will not be where the value

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comes from." Do you think
the world has figured that out yet?

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>> No, what the world has figured out,
I don't know. It's very hard. I think it's

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it's super hard for people like No one's
figured out this world completely. And

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we have never seen anything like this.

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We have like technology has in the modern
world has been very aligned with

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the society itself. >> Yes.
>> But this technology is not purely

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aligned with the society the way it
originally was. You have like people

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who've historically had the best jobs
in the world, the most protected, most

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respected, most interesting. Yeah,
but those jobs are going to disappear and

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very rapidly. And those people are not
used to having like, you know, the way

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vocational labors are treated, right?

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So, it's like that's going to be We
we have on the military front, all of a

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sudden America's doing things that, you
know, like 2 3 years ago a lot of people

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were looking at America as like, "Well,
we could definitely do that, especially

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if we didn't spend half the money,
right?" No one thinks that now.

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And and it's like on every front.
So, this is a We're in We're in unchar-

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charted territory. And the best thing
that can happen to you is you And again,

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this is where people could learn from
retail. You first of all, you have to be

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on the front line yourself. You cannot
outsource what you're doing to an expert

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unless that expert then conversely the
definition of an expert nowadays has to

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be you were right and therefore I think
you might be right tomorrow not you have

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some weird degree or something or someone
says you're an expert or you you

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know and and then you really have
to investigate these things yourself and

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you have to be open to yeah things
are changing so rapidly that yeah what

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existed yesterday is not
going to exist tomorrow.

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>> There's a war happening right now. I'm
sure there's a lot of people that have a

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lot of thoughts about it. What is
Palantir's message about what's happening?

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>> Well, everybody who's watching this

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should just reflect no matter
where you are on war or this

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administration or anything else this

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country has an ability to define itself

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meaning the our constitutional order and

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the spirit around it

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and our economic success because it is

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defended by courageous men and women who

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are willing to put
their life on the line and

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by the way life on the line they also
have many most have like children at

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home spouses at home like these are

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people taking on enormous risk that have
a lot to lose and at Palantir we're you

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know as has been reported on the front

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line of a lot of these things and we

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obviously believe once once once the

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proverbial bullets start flying we have
one side we're on that side we're going

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to support it all the way through
beginning during and after we're not

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particularly attenuated to popularity or

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polls the warfighter is fighting for us

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and we are going to fight for them.

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>> A lot of people have debated the value
of what makes an AI company an AI

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company and you know you have what's
happening in the world right now with

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different models competing for the
infrastructure to be able to provide

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value some models not being liked
by the government. Is Palantir in a strong

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position over the coming years
to continue supporting the Department of

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War regardless of what AI models are in

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power or in popularity?

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>> Well, I mean,
it's uh we provide the the

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the air the layer that makes these

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models value valuable and it it it

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orchestrates where where and how they're

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used and and a lot of things that can't

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be discussed in public, but um I look,
I'm very focused on we will do

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whatever's best for the warfighter.

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We're That's that's the priority,
maximum priority for us.

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Uh I think we're doing
pretty well as a company and

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you know, people will We're just
going to be a very exciting ride.

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>> The operating margins of Palantir also
have grown pretty exponentially. I mean,

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a year ago they were at 17%. We're now
pushing 50%. We have not seen anything

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like this in software. What is >>
Well, what about our rule of 127?

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>> Well, it's it's a new rule
every 90 days >> Hey, size matters.

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It matters. People want to say it

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doesn't matter.

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>> Um what is the magic behind putting
up the most insane numbers we've seen in

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software history?
Is it internal culture? Is it

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>> it's it's the sum is the parts are very

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strong and the sum is much stronger than

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the parts. I mean, we are an artistic
Look, there there there are very

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Nietzsche once said there were two
artists of the German language and

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somewhat arrogantly, a kind of arrogance
I relate to, said, "Uh myself and

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Heine." There are very
few artists in business.

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I am one of them. Palantir is an

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artistic project and everybody else is

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trying to build things
in like a non-artistic,

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very much based on what they has been

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understood in the past kind of way when
the there is no road map, there's no

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playbook, and it's it really is the

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neuro divergence Yes. of Palantir as a

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company and our ability
to manage highly in their own way

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differentiated and often in their
own way without even realizing it

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neurodivergent people against a task
that is more important than us. And then

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that seeps into the quality of the

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products and and and the way we execute.

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And you know, it's that concatenation
um and then you could just judge us by

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our enemies. Look at them.
Judges by our enemies.

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Yeah. >> Got it. Okay.
Alex Karp, CEO, thank you so much.

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>> Yeah. Thank you. Yes.
>> That was great. Hopefully nice meeting

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you for you. Good stuff. >> Yeah,
I know. I always like seeing you.

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It's one of my highlights. >> Yeah,
you know, I like seeing you, too.

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It's fun. >> Alex Karp, what do
you think about the brick work here?

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>> I like the whole thing. >> You know,
my background at my home studio is bricks.

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>> Yeah, I know.
>> I know Iliano picked out the

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>> It's fake bricks. So just the ongoing
joke online is like oh, the bricks are

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fake, they're real.
>> Yeah, everyone's debating.

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>> Bricks and mortar. Hey.
