Ryan Taylor: Yeah. As we mentioned on the last earnings call, we were focused on usage and value of AIP, and we’re seeing that by the end of November, 140 organizations will have delivered boot camps too, and we’re seeing that and then the conversions that flow from that as well.
Shyam Sankar: And to put that number in perspective, I think roughly 70 of those boot camps will happen this month in November, which is more than the number of commercial pilots we did all of last year. So the velocity scale…
Alex Karp: And we’re just starting. So like we’re ramping up to doing them. It’s — yes.
David Glazer: And then I guess on the margin side, what you’re seeing is like we are investing pretty significantly. R&D is up sequentially 11%
Alex Karp: I think the thing that is confusing is our go-to motion now in U.S. com is so efficient. So as you could basically look at, it is 10x more efficient, and we are ramping it up. But this is the most efficient way for us to go to market. So it’s like there’s — it’s not constrained by dollars. It’s constrained by, do we have people that actually know the product? Do we — have we trained them? There’s not a way in which we can efficiently — because if you’re growing a business 52%, the obvious thing is you should be dumping money on it like a bonfire, especially if it’s the only market that actually really matters in the world. And by the way, if you’re recalibrating the standard. One of the things we did with PG, we did with GAIA, we did with MetaConstellation, it’s not just that we win clients.
It’s that we set a standard that the competition can never meet. And that this is really important for our go-to-market strategies. It’s like you can pretend you’re going to build PG. The French government announces they’re going to rebuild it for $40 million. You can’t rebuild PG for $40 million. You can’t rebuild it for $1 billion. You need us. You can’t rebuild foundry. You can’t really me. When we go to market with the clients are learning two things. They’re learning, oh, I could use this. They’re learning how to use it. They’re also now going to go to every other vendor and say, but I want my thing that provide operational results and Palantir has done this in 6 hours. I like you better. I’ll give you six days. I prefer you. Your steak dinner is better.
Your suit is better. You’re backing from the analysts is better. You don’t have the madman sticking up for things that are good and right in the world despite them being unpopular. And you get all that. I’ll give you an extra 10 days. Well, try that with PG, it’s ridiculous. Try it with foundry it’s ridiculous. Try it MetaConstellation, no one even bothers trying that. No one tries us on GAIA and they’re not going to try it on an AIP either. And that’s 1 of the most important things we do as a company because in the end, it is actually very attached to our mission. My view of what we should do is build products that are so good that the competition stops competing, whether that’s in commercial or on the battlefield and that’s what we’re doing.
And that’s what we’re seeing in AIP, and I haven’t seen something like this since PG, which is our first any chair (ph) product. No one bothers even — like currently, PG is blocked in Germany. That’s because somebody doesn’t — whatever, it it’s like — they’re waiting for a terror attacks [indiscernible] can win. It’s like an sent. So any case, no one’s both saying we should build another PG. You can’t build it. So you can just opt to not have the product. There’ll be people who do that. And that’s the aspiration for every single one of our products, and that’s what I see in AIP.
Ana Soro: Thank you all. Alex, is there anything you’d like to say before we end today’s call?
Alex Karp: As usual, it’s a wild ride if you’re an investor or if you’re an employee internally. We — there’s this term mission-driven culture, which I increasingly don’t like because almost everyone is saying it is just waiting to get attendees and then drop their mission and be a softest. But in fact, we are believers, we are fighters, and we are a mission-driven culture, and we welcome everybody who wants to participate that as an investor or as a Palantirian or someone who follows us.
Ana Soro: Thank you. That concludes Q&A for today’s call.
