So honestly, this was probably the best alex carp, slash, palantir interviews i have seen in the past year or maybe even ever. How do you think about you know the snowflakes of the world, the data bricks of the world and that product's sweet as it were compared to yours, alex carp just did a whole 55-minute interview with kevin warsh. If you haven't seen it, i suggest you do. I think there's a lot of value in dedicating a whole hour into watching this video, because they break down a lot of the stuff that you're wondering about planeteer, that for the first time alex carp actually talks about.

You know. Slings and errors are interesting. Like you know, we get attack data platform financed by the cia, so you should watch the whole thing. The link is going to be below in my description, but it's also on palantir's youtube channel, which you can access quite easily.

Now i care about very specific things. When it comes to palantir, so i did watch the whole thing. But for me the philosophical debates of how the world is changing macroeconomics in that respect and palantir's vision - that's interesting to hear about, but i don't think it has a lot of weight for me as far as the valuation of the company, i'm interested in very specific Things, and as far as those things, i think that they did cover three topics where i think that they had a lot of value for me, so the first topic was basically the competition. For the first time i heard alex harp address the issue of competition and specifically the interviewer actually named snowflake and like oh, my god.

For the first time, we're going to hear alex carp talk about snowflake and, of course he didn't take massive shots at snowflake and i think that's going to be just unprofessional of him to do it. However, he did say something very interesting so on your commercial business um, i'm going to take a shot at your competitors for a minute. So are your would-be competitors? Some of them have a lot of nice products. It strikes me as the non-technologist.

Their products are narrower than yours, maybe more easily digestible, certainly more easily saleable. How do you think about you know the snowflakes of the world, the data bricks of the world and that product sweet as it were compared to yours? He basically said well. All of the competition we have right now is not really competing with any of the stuff that we're doing, because they're very narrow solutions, we're talking about a platform with 400 different solutions that we can offer and while they trying to scale up and offer stuff that Are a little bit more than what they can give we're trying to scale down? Well, that's both a shot at them and a in a a and a could be a legitimate critic, critical interesting question about pound. Here our our products are uh deeper than any other products on the market.

Have an institutional veracity. That's differentiated are doing things that are arguably more important. I don't think anyone would. I don't think, that's a really subject debate.

I do think what is a legitimate question? Is if a product is uh future oriented and has a pre requires a depth of understanding of the product and or um uh? It doesn't inherently map to selling a wrench to a pre-existing technical org. Will you capture the full value of those products? So i think you can ask the critical question of various companies you mentioned to there are many: are the products actually thick enough to be valuable? You could ask the question of palantir. Is it thin enough to be fully monetized and um, and i think both questions are legitimate? What i would say is our view of palantirs we're we're very differentiated in building these products before they exist, um and uh. On the thick part.

We are without competition. So then, there's a question of on. Are we able to supply parts of our product or various products, for example, products that we're building now products that we have in foundry to an enterprise that may in fact prefer uh something that fits into their architecture? That is thinner, um and, and that gets into a very legitimate question which is okay forget now it's like is palantir building the product of the future, but willing to supply into the current environment by providing products that are more digestible into a an organization that, maybe Isn't it wants to go their own way and wants to buy a certain product for a certain thing, but does not want to buy all foundry uh by the way? So the answer in the near term has been yes but um in the future. We are going to continue to focus very much on what you're calling kind of thick future oriented products because they're differentiated, but then, as the parts of this product become less differentiated and more for lack of a better word commodity like there's, eight companies that supply them Figuring out ways to decouple the product and sell these things in a modular way, partly because there's an assumption, which is just not true.

That is very intuitive that if you have a full stack product that the sums of the product are less valuable than if they were taken apart, i.e that each wrench each part of that product is inferior to a product. That's just that product is actually not true. At all, it's actually the opposite and part of what we will be doing over the next couple years is both continuing to build things that are on not understood, sell them to deal with the macro conditions that you have um have outlined that i agree, but also Um democratizing parts of our product, so that people who want a different version of the product can also buy it. We're not super ideological there as long as our core mission is to continue to be entrepreneurial outsiders in the product realm, which is where again i we would like to continue to stay in a world where we're not competitive.

I mean our platform is massive and just too thick in his words and what we're working on is basically creating a modularized kind of structure when clients can pick and choose whatever they need from foundry, because founder is freaking huge, and i think that was really interesting, Because i think in that, for the first time he alluded to the fact that they're trying to work out a model where smaller businesses can actually access, palantir and foundry, which has not been possible. Palantir has been known to be a government contractor on the gotham side and they've been known to be a fortune 500 destination for companies. Not a lot of small businesses can afford foundry and most of them don't need. Like 80 percent of the platform, they need very specific things, so, basically rxharp talking about it and how they're trying to create like a modular structure when clients can pick and choose the little things they need is a huge, huge comment, because it actually talks about the Fact that in two years, palantir is going to be available as an operating system as a bi system.

Whatever you want to call it for pretty much any business, anybody can afford volunteer at a certain configuration whatever it is the little stuff they need, and i think there's going to be a massive growth engine, i absolutely loved how he actually broke it down. I think that was probably for me one of the best pinnacles of the interview. I did also like the second part, where kevin wars asked them about employee retention. At some level, all you are is trying to recruit the best talent on the planet and then build a culture.

So they can do the most incredible things and if i, if i've got that right or somewhat right, tell me about what that's like today in the world versus four five six by the way it's it's recruit, retain and lead without the people feeling like you're, a Dictator, so there is a leadership part, it's just very different to begin to answer your question, the the way people think so like world-class engineers. There's a track is attracting world-class engineers retaining them, but retaining them, while also um inspiring them, maybe to think differently about how they would build a product. If you build a product for engineers, you have a very interesting product that no one buys i.e where buying is a metaphor for worldly impact, so you you you do it is it is. It is the the like.

The the recruitment and retention is a cultural plus, in our case, track record of doing this uh, which is you know, unique in in in the world. Basically, in my view, and the view of the people that come is commonly known fact that palantir gets among, if not the best software engineers in the world and we've been doing this for a long time and we're still getting the very best in the world. So but then there's so there's that, but there's also you know if you want, you know, foundry to be built or pg to be built or apollo to be built or or you want to modulate these project products so that you can sell them in different ways. You need to you, have a high convincing, it's not conviction but high convincing culture, meaning you're going to have to convince people that are basically not fireable, because they know they're the best in the world, and they also know, unlike most people, who evaluate software, that the Ability to build a product is not is maximally uh unfair in the sense that really only a couple people in the world can build the kind of products we have, and so you you have to convince them, cajole them uh get inside their thought process to build.

The product - it's not just the one that they might want to build, but one that will actually disrupt the world and alice carp really broke it down in a way that i didn't really think about it, and he said it's not only about retention kevin. It's about recruiting retention and direction without being a dictator, which i found fascinating and i could not agree more. He basically talked about the fact that hey, we got the best talent and i think in the industry, in the enterprise software industry, in the bi industry. Everybody knows that palantir attracts the best talent in the industry.

It's not only about recruiting the best people, because once you recruit them, you have to retain them because otherwise they'll leave, you know if they get a better offer, but even if you recruited them and you managed to retain them, you have to be able to rein Them in and to get them to do what you need for the business and not to get them to work on their own little manageable side projects that they're interested about that don't have a lot of total addressable market. So you have to be able to also direct these people and it's not so easy because we're talking about the top point, five percent uh of of these sort of employees in the industry and the way you basically achieve that according to carp, which i found really Fascinating how to explain this is basically you can achieve. All of these three factors recruit retain and direct without being a dictator without telling people well you're gon na do this because i told you so the way you do it if you convince them that what they're working on is the next big disruptive piece of software. It's basically, if you do that, they'll come they'll, stay and they'll do what it takes to make it happen if they're going to be part of that vision - and i think what he alluded to as well here - is that that's the part of the stock based competition.

If you give out a lot of stock based compensation - and you convince these employees - that this is the next - you know best enterprise software - this is a massive disrupter, then you recruit, retain and direct without really working too hard on being an and absolutely loved. His answer - and it now makes a lot of sense for me, which it also did before, but now it should make a lot of sense to you why stock based compensation was such a huge part of what palantir is doing now at the end of the interview He took a little shot at ross gerber, you know, slings and errors are interesting. Like you know, we get attack data platform financed by the cia, but i the one of the things i would say is you get the slings and arrows, because if the terror attacks had happened, uh that uh that our software with the help of uh people using It uh stopped uh you, you would not have the slings and arrows actually if this thing's a layer hose often because the situation is good enough. You can hate us and we helped make the situation good enough.

You can hate us and you know it's like. Maybe that's the price to pay for what many of the things our software does, but it is. It is an interesting thing that many of the slings and arrows are only the result of a situation. That's good enough, so you can, you know, go try to attack the reason why it was reasonably good and he basically kevin asked him about the criticism that they're getting and he kind of laughed it off.

Yes, we're funded by the cia hardy harhar. Basically, his answer was quite brilliant. He basically said: well the only reason people like ross gerber, he didn't name him specifically right, but the only people that people are allowed to criticize us and tell us. Oh you're, like the cia funded company, is because we help western governments to allow you the freedoms, to criticize us.

If it didn't help western governments to allow you the freedom to criticize us, then you couldn't just look at what's going on in china. Why don't you try to criticize the ccp while you live in china, see what happens and i think that's the best answer right now. You can criticize all you want the us there's no other place on earth. You want to live in as far as freedom of speech and go to china and try to exercise your freedom of speech, see what happens go to russia and try to exercise your freedom of speech, see what happens.

So. This is all fluff by a bunch of people who don't understand what palantir is and what it isn't and they can keep barking and yapping about how palatia is funded by the ca, which is completely nonsense by the way and it's their prerogative, no problem at all. I think you should watch the full interview. I think it was brilliant and kudos to kevin warsh.

I think he did the phenomenal work. I just want to give him my own highlights. I hope this was helpful. Thank you so much as always.

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