Transcript generated automatically by AI and may contain errors.
Chapter 1: What is the main topic discussed in this episode?
How is it going? How is AIP Con this time around?
What's changed? Well, we're in a phase. Each one of these things marks a time. First of all, you guys are even more baller, more successful.
Thank you.
Some tendies in your pocket.
I think it might have been part of you. We got to say thank you. You blew us up.
You're one of the biggest guests. You're looking good. bigger and stronger. Hey, are you more attractive in your personal life now randomly?
Well, here's what we're actually focused on dead hangs. Yeah, yeah. So you came on last time you said your dead hangs around like five?
Oh, no, it's it's well, it's plateaued. And the last couple months at 535 30.
Okay, so we the thing is like people are going to hear that they're going to think hanging on a bar five minutes you got to go and do it the audience has to go try to do it we've started doing it we're still in the under we're still in between yeah one in two minutes somewhere around a minute 30. you feel like your tendons are going to rip 30 um 130 dead hang is respectable okay
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Chapter 2: How does Alex Karp define 'tokenmaxxing' and its implications?
And if you're involved in that thing, you're also making money. And then, last not least, in certain circles, if you want to be a research researcher or you believe essentially it's a religion. One of the things that's very charismatic, especially to people who've never had a religion, because all of a sudden that hole in your heart that was yearning for...
I don't know, I would say, you know, a established religion, Judaism, Christianity, Islam, is like being filled. And all the answers are there. But it's very, very successful at doing things that a company has to do. It is not actually solving the problem that enterprises are. Now, it can solve them. That's the trick. It's not binary. You can't say they're not valuable.
They're totally putting our business on steroids. Without LLMs, nobody would be talking about our ontology, about Apollo managing exploits, about our ability to manage an enterprise, essentially, turning all these companies into FDEs. These deploy codes, we love them because now every company wants a deploy code. You know how you do that?
You re platform on pound here and like, and it actually works. It's not somebody with no taste. Who's never done enterprise. Who has no earthly clue how these things work. Who's done something else. And there's like, just imagining they know how to do it. Right.
Yeah. As part, as part of this moment, quite entertaining for you because you guys have been working on understanding businesses at a deep fundamental level, creating, you guys have effectively been doing the work that people are promising AI could do for 20 years now, but actually doing it, finding all the really rough,
finding all the really rough edges and, and not and being at a point where you don't have to oversell the technology, you can sell both things. But now there's maybe, here we go. We got it together. Now there's maybe
Oh, it's the wrong side. That's why. Flip it around. There you go.
There you go.
Living the brand. Hopefully we got that. I don't know all this stuff. I trailed off, but is part of it entertaining to you that it feels like Palantir has always been, in some ways, not had competitors because there's nobody with Alex Karp running a company that does what Palantir does besides Palantir.
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Chapter 3: What challenges do enterprises face in leveraging AI effectively?
And then then it changed. And then three, it changes the standard. Now, what you're seeing now is like that times 100x. Yeah. And it does change, like, recruiting, retention, and, like, how you build a company.
And we're always thinking, you have to think about how to, being dyslexic is a huge advantage there, because, like, you don't have a playbook, and now you need things to shift, and we're doing that.
The central thing, though, that is just cannot be developed, even if you understood the playbook, a lot of these things are, like, appear like, it's like, you know, LM code appears like pound check code, but it isn't. forward to play thing appears like pound here, it isn't ontology, you could theoretically copy parts of it.
But they're essentially structures that are built deep into organizations that we own. And by the way, take you three years, and then three years, we're in a completely different world. But there is this magical thing called taste, like, in the end of the day, the reason why you guys have done so well, it's, of course, there's aptitude and diligence and showing up and all those things.
Yeah, but you have to be able to differentiate between two people who are in business, one of whom is saying something that sounds weird that is insightful, one of whom is parroting something that sounds weird, and that's all they're doing. And a lot of people, very few people can do that. And if you have the same thing, like the enterprises that succeed, there is a taste arbiter.
And at Palantir, we have taste in every product, taste in every deployment, taste in every casting. Who puts the people there? How do you put them there? How do you organize the thing? Our ontology then does that technically. How do you manage the whole org with taste? Who should be in charge? What data sets should come in? What are the ways in which you protect?
What should you push into the public crowd? What should be on-prem? I mean, leaving aside the law and like wars or ethics, what do you want to protect? What should you protect? What should you not protect? Quite frankly, you want that to be out there so you can get more data. All those things are orbited by taste, and then you have to have the credibility of having taste.
That's a real problem for a lot of these places because they're popular with their friends. They really don't understand how unpopular they are. They think it's like, oh, yeah, it's like the way I think I have a problem with professors at Columbia. It's like, no, it's a real problem. They think I'm Satan. It's like, I think we grew up in the same community. Let's talk about Heidegger.
They don't want to talk about Heidegger.
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