So, really, even without needing additional partners, leveraging repeatable reference implementations, reference architectures, quick starts, tutorials that get them going, again, and across different — we have these for all the industries that we’re working in, for all the functions within these customers, and including in government itself.
Ryan Taylor: And on the partnership front, you see we announced our partnership with Oracle. We’re seeing hyperscalers that are realizing that in order to drive compute, you need to move beyond chat, right? You need a solution that’s taking organizations beyond their — for their AI strategy, beyond chat. We’re seeing that happen there. And we’re expanding the partnerships across the space with partners implementing at our customers as well.
Alex Karp: So, we have, across our Company for the first time, ongoing discussions with hyperscalers that are well-known and with others, where we’re basically saying, look, we have the ideal product, you have the ideal distribution, you can build on top of our product and then capture your distribution at a higher margin. We’ve been having discussions like this in Japan, across UHG, but we have our efforts to provide our core infrastructure to defense tech startups, which are going very well, simultaneously allow us to expand our core architecture, core software development into the DoD, but also make us less competitive with people, which helps us a lot. So, a lot of what slows us down is people pretending they’re competing with us.
So, finding ways to build partnerships with those people so they don’t compete accelerates our revenue. And in US com, it’s a lot of what Shyam was saying. It’s — we are allowing customers to do what we had to do in the past, which is supply Palantir software engineers. There are just not that many Palantirians, so, we can’t scale. We have to allow — encourage and provide a platform where they can do it. And I would say what you see both on AIP and on foundry is de facto customers using our product pretty much on their own. And that’s, again, why that you see a revenue growth up to 26% compared to last year on per person revenue, because we’re making more money with the same number of people roughly. So — and that’s precisely because of these things that we’re doing.
And so, that has a lot of benefits for us, both alignment and quality of revenue. That’s why you have this rule of — that’s why we have 57% on the Rule of 40. That’s why our revenue is growing per person. That’s why we’re — we can get away with sales that are not perfect. And we’re thinking a lot about how to do that.
Ana Soro: Thank you. Turning back to a question from our shareholders, a lot of people have noticed that Palantir is pretty outspoken when it comes to geopolitics. How has this been received?
Alex Karp: Well, it’s a complicated question because I think internally — I mean, there have been people who have disagreed. There have been people who have disagreed to the point where they’ve left. And this has gone on over the last 20 years. When we — when we’ve refused to walk away from Special Forces, the US Army, when we took over Maven, when we refused to stop working with Homeland Security, when we had discussions about which countries we’d work with and which countries we wouldn’t, more lately, in a more timely version, when we supported Ukraine, it was less controversial. When we sold Israel our software, that was arguably more controversial. The fact that we — that I take I think the central risk to Palantir and America and the world is a regressive way of thinking that is corrupting and corroding our institutions that calls itself progressive, but actually, and is called woke, but is actually a form of a thin pagan religion.
That is a real danger to our society. And it is a real danger to Palantir if we allow — if we don’t discuss these things. The reason we have by far the best product offering in the world is because we have by far the best alignment around how to build software, what it means to build software, full alignment with our customers, a view that some — the Western way of living is superior and therefore it should be supported by the best products. People at this table have been in the trenches for over a decade each. Why do they stay? Why do they fight? Why do we come and do these calls? Why are we fighting for individual investors? Why do — why are we at — why do we actually care about revenue growth in quarter? I mean, honestly, everyone at this table has a lot of money.
It’s like we care and we fight for these things because we believe we are fighting for a stronger, better, less discriminatory, wealthier, more open, and better society by providing the friends of the West, US industry, US government, our allies with by far superior products. And that’s, by the way, how we — and you would be — and that’s how we align with our customers. By the way, I have customers who disagree with me, but they sure as hell know I’m telling the truth about what we believe. And probably more importantly, they know we’re not sophists. They know we believe in things. And that’s why we fight for this culture and that’s why we fight for our products. And that’s why our products are growing. Again, you can repeat all these numbers over and over again.
How do you get 68% growth in US com with a 57% Rule of 40? How do you nearly double your customer account, your deal count, your customer count, all these numbers? You do it by having full alignment and the best products in the world. Or you can do it by having weird things that barely work and trying to manipulate clients into buying your product until they realize it barely works because it’s thin and of no value. And that’s just not how we roll at Palantir. So, it has been really — and by the way, on the last note, how do we have the best investors in the world, especially individual investors? Why do they stick with us when times were hard? Why do they fight for Palantir? Why do they — every time someone writes something unique, Palantir’s gone MAGA.
Palantir doesn’t have a product. Palantir doesn’t have margins. I’m sure this quarter, Palantir’s growth is decelerating despite the fact it’s obviously being — we’re obviously crushing it in America. Palantir is too crazy. Palantir will never be profitable. Palantir can’t IPO. Palantir is too weird and odd to produce something that will be disruptive. We knew it was bullshit. The people who are out on the front fighting against that BS, fighting against lazy, inept, discriminatory in the sense that there’s ignorance, people maligning Palantir do it in great part because they believe that we are fighting for them, and we are, and we’re fighting for ourselves, and that’s why we have such a great Company. So, thank you.
Ana Soro: Thank you. That concludes Q&A for today’s call.
