Palantir Technologies Inc (PLTR) 2023 Q2 法說會逐字稿

Good afternoon. I'm Ana Soro from Palantir's finance team, and I'd like to welcome you to our second quarter 2023 earnings call. We'll be discussing the results announced in our press release issued after the market closed and posted on our Investor Relations website. During the call, we will make statements regarding our business that may be considered forward-looking within applicable securities laws including statements regarding our third quarter and fiscal 2023 results, management's expectations for our future financial and operational performance and other statements regarding our plans, prospects and expectations.

下午好。我是 Palantir 財務團隊的 Ana Soro，歡迎您參加我們的 2023 年第二季度財報電話會議。我們將討論收盤後發布並發佈在投資者關係網站上的新聞稿中宣布的結果。在電話會議期間，我們將就我們的業務發表在適用的證券法範圍內可能被視為前瞻性的聲明，包括有關我們第三季度和2023 財年業績的聲明、管理層對我們未來財務和運營業績的預期以及有關我們的計劃、前景的其他聲明和期望。

These statements are not promises or guarantees and are subject to risks and uncertainties, which could cause them to differ materially from actual results. Information concerning those risks is available in our earnings press release distributed after the market closed today and in our SEC filings. We undertake no obligation to update forward-looking statements, except as required by law.

這些陳述不是承諾或保證，並且存在風險和不確定性，可能導致它們與實際結果存在重大差異。有關這些風險的信息可在今天收盤後發布的收益新聞稿以及我們提交給 SEC 的文件中找到。除法律要求外，我們不承擔更新前瞻性陳述的義務。

Further, during the course of today's call, we will refer to certain adjusted financial measures. These non-GAAP financial measures should be considered in addition to, not as a substitute for, or in isolation from, GAAP measures. Additional information about these non-GAAP measures, including reconciliation of non-GAAP to comparable GAAP measures is included in our press release and investor presentation provided today. Our press release, investor presentation and SEC filings are available on our Investor Relations website at investors.palantir.com. Over the course of the call, we will refer to various growth rates when discussing our business. These rates reflect year-over-year comparisons unless otherwise stated.

此外，在今天的電話會議中，我們將提及某些調整後的財務措施。這些非公認會計原則財務指標應作為公認會計原則指標的補充，而不是替代或孤立於公認會計原則指標之外。有關這些非公認會計準則衡量標準的更多信息，包括非公認會計準則與可比公認會計準則衡量標準的調節，請參閱我們今天提供的新聞稿和投資者介紹。我們的新聞稿、投資者介紹和 SEC 文件可在我們的投資者關係網站 Investors.palantir.com 上獲取。在通話過程中，我們在討論我們的業務時會提到各種增長率。除非另有說明，這些比率反映的是同比比較。

Joining me on today's call are Alex Karp, Chief Executive Officer; Shyam Sankar, Chief Technology Officer; Dave Glazer, Chief Financial Officer; and Ryan Taylor, Chief Revenue Officer and Chief Legal Officer. I'll now turn it over to Alex for opening remarks.

與我一起參加今天電話會議的還有首席執行官 Alex Karp； Shyam Sankar，首席技術官；戴夫·格雷澤 (Dave Glazer)，首席財務官；首席營收官兼首席法務官 Ryan Taylor。現在我將把它交給 Alex 致開幕詞。

Welcome to our earnings. We are at a unique period at Palantir. Through the course of the last 20 years, we built what is an arguably one of the most interesting, impactful product offerings in the world: PG&E; Foundry; our target selection platform, Apollo. Our goal at Palantir was to be the most impactful, important software company in the world, a company transforming Western institutions. And the underlying goal there was to make the West stronger and to make Palantir the most important software company in the world.

歡迎來到我們的收益。 Palantir 正處於一個獨特的時期。在過去的 20 年裡，我們打造了可以說是世界上最有趣、最有影響力的產品之一：PG&E；鑄造廠；我們的目標選擇平台，Apollo。 Palantir 的目標是成為世界上最具影響力、最重要的軟件公司，一家改變西方機構的公司。其根本目標是讓西方變得更強大，並使 Palantir 成為世界上最重要的軟件公司。

In a weird way, in the last couple of months since we launched AIP, since we had AIPCon, we have seen the way in which technologies we built that seem to be of moderate utility were built almost in anticipation of the AI revolution, both algorithmatic and large language models. And that convergence has remade Palantir, taking Palantir away from its terminal value being it made the world better by making our institutions in the West stronger, more productive, more efficient, in some cases, more deadly, to giving us the aspiration and realistic perspective of being the most valuable enterprise software company in the world.

以一種奇怪的方式，自從我們推出AIP 以來，自從我們舉辦了AIPCon 以來，我們已經看到了我們構建的技術的方式，這些技術似乎具有中等實用性，幾乎是在人工智能革命的預期中構建的，無論是算法還是算法和大型語言模型。這種融合重塑了Palantir，讓Palantir 脫離了它的最終價值，即通過讓我們西方的機構變得更強大、更有生產力、更有效率，在某些情況下甚至更致命，讓世界變得更美好，從而給我們帶來抱負和現實的視角成為世界上最有價值的企業軟件公司。

We see a market, especially in the U.S., which is hungry for an ability to apply AI, both large language models and algorithms, to transform our businesses. I believe this transformation will change the GDP of America, and that Palantir will participate in that -- in the delta between where the GDP is now and where it will get to, powered by unique technologies that are almost exclusively being built in the United States and are being adopted more rapidly, more efficiently with more vigor.

我們看到一個市場，特別是在美國，渴望應用人工智能（包括大型語言模型和算法）來改變我們的業務。我相信這種轉變將改變美國的 GDP，而 Palantir 將參與其中——在 GDP 現狀與未來 GDP 之間的三角洲，由幾乎完全在美國建造的獨特技術提供支持並正在被更快、更有效、更有活力地採用。

Of course, there are headwinds. Many of the people and companies who have no product to offer and -- or do not have the technical capabilities to build them are trying to slow down this revolution for the obvious reason that they're not participating. And these tools are accelerating innovation so that if you're not participating in, you're literally standing still while everyone is accelerating. And there are no longer luxury products in the way people thought having world-class software was. So buying Foundry appeared to many institutions as well. Of course, it's the best product, but it's -- it would require us to change how we function or change how we procure a software.

當然，也有逆風。許多沒有產品可提供，或者沒有技術能力來構建產品的個人和公司正在試圖減緩這場革命，原因很明顯，他們沒有參與。這些工具正在加速創新，因此，如果您不參與其中，那麼當每個人都在加速時，您實際上就處於原地踏步。人們認為擁有世界級軟件的奢侈品不再存在。因此，收購Foundry也出現在許多機構中。當然，它是最好的產品，但它需要我們改變我們的運作方式或改變我們採購軟件的方式。

By the way, the large language model revolution has changed Palantir's relationships institutions because we were misaligned for years and years with IT, all globally. We were misaligned with the way in which we thought an enterprise should be run. But the way in which you actually can process large language models to get more exact, more precise, more operationally valuable insights, the way you can actually write them safely into your enterprise, meaning you can control your enterprise, the way you can turn them into logic that allows you to power your enterprise both in the read-write function with governance that is mandated by law or by ethics, we provide. Those ways of working are exactly the ways we always thought one would have to work. But before, the delta was insufficient. And then last not least, there's no road map.

順便說一句，大規模的語言模型革命已經改變了 Palantir 的關係機構，因為我們多年來與全球範圍內的 IT 都不一致。我們與我們所認為的企業經營方式不一致。但是，您實際上可以處理大型語言模型以獲得更準確、更精確、更具操作價值的見解的方式，您實際上可以將它們安全地寫入您的企業的方式，這意味著您可以控制您的企業，您可以將它們轉變的方式我們提供的邏輯允許您通過法律或道德強制的治理在讀寫功能中為您的企業提供動力。這些工作方式正是我們一直認為必須採用的工作方式。但在此之前，三角洲是不夠的。最後同樣重要的是，沒有路線圖。

Palantir is the world's best at no-road-map innovation, products built for a world where things disintegrate and you actually need to do things in the way they would be done in the natural state. So in the natural state, you would have something like Foundry, you would have an Ontology, you would have AIP. Institutions in America are going back to their natural state, a state for which we've built products especially in the U.S. You see this in Palantir's numbers. So why is that? Because we built products for the natural state of how an enterprise should work. That state is apparent to people because of the enormous power, the power to accelerate time, to change your business using large language models. And therefore, it is something which people embrace.

Palantir 是世界上最擅長無路線圖創新的產品，它是為一個事物瓦解的世界而打造的產品，你實際上需要以自然狀態下的方式做事。所以在自然狀態下，你會有像 Foundry 這樣的東西，你會有本體論，你會有 AIP。美國的機構正在回歸其自然狀態，我們為此開發了產品，尤其是在美國。您可以在 Palantir 的數據中看到這一點。那麼這是為什麼呢？因為我們為企業應該如何運作的自然狀態打造產品。這種狀態對人們來說是顯而易見的，因為它具有巨大的力量，加速時間的力量，使用大型語言模型來改變你的業務。因此，它是人們所擁護的東西。

We've now moved from being -- and that product, our product, our culture fits both efficiently and in a way that's charismatic to especially U.S. commercial institutions and also government institutions that are realistically aware of the dangers of adversaries who are cunning and exceedingly competent especially at technology. So this puts us in a remade, transformed position where we can -- the aspiration of powering our most important institutions, which is clearly nowhere near done. So intelligence and defense has gotten us to the point where I think it's indisputable that Palantir's software in that space is the most important in the world.

我們現在已經不再是這樣的產品，我們的產品，我們的文化，既有效地適應，又以一種有魅力的方式適應，特別是美國商業機構和政府機構，它們現實地意識到狡猾和極其狡猾的對手的危險。尤其是技術方面的能力。因此，這使我們處於一個可以重塑、轉型的位置——為我們最重要的機構提供動力的願望，但這顯然還遠未實現。因此，情報和防禦已經讓我們達到了這樣一個地步：我認為毫無疑問 Palantir 在該領域的軟件是世界上最重要的。

Now while continuing to focus on that, we can focus on, okay, but given that we've built these precursor technologies, given that our product has moved from being nascent to having thousands of users, the AIP product, given that we believe that the reception to this is unlike anything we've seen in P&G, Foundry, Apollo, target selection, and given the receptivity of the market, also not to mention that we have been profitable now, we expect to be eligible for the S&P for several quarters. We've been profitable that we have over $3 billion in the bank, that positions us to fulfill our new aspiration. It allows us to see in the future how we would do that, which is to simply be the most valuable enterprise software company in the world. And we are joyous for this moment. And thank you for being with us today.

現在，在繼續關注這一點的同時，我們可以關注，好吧，但考慮到我們已經構建了這些先驅技術，考慮到我們的產品已經從新生髮展到擁有數千用戶，AIP 產品，考慮到我們相信對此的反應與我們在寶潔、Foundry、阿波羅、目標選擇中看到的任何事情都不同，考慮到市場的接受度，更不用說我們現在已經盈利了，我們預計有資格獲得標普幾個宿舍。我們已經實現盈利，銀行存款超過 30 億美元，這使我們能夠實現新的願望。它讓我們看到未來我們將如何做到這一點，那就是成為世界上最有價值的企業軟件公司。這一刻我們很高興。感謝您今天和我們在一起。

For the third consecutive quarter, our company achieved GAAP profitability and again maintained a GAAP operating income in Q2. This is a testament to our steadfast focus and commitment to delivering results and impact for our partners, all while innovating against the AI opportunities ahead.

我們公司連續第三個季度實現 GAAP 盈利，並在第二季度再次保持 GAAP 營業收入。這證明了我們對為合作夥伴提供成果和影響的堅定關注和承諾，同時針對未來的人工智能機遇進行創新。

Last quarter, we hosted AIPCon, which convened over 150 unique organizations as we formally launched our new AIP product offering and customers demonstrated how we're partnering with them to unlock the value of AI. For example, Jacobs Engineering highlighted how AIP is enabling them to monitor current system conditions and conduct future infrastructure planning in real time versus the months of analysis it would have taken previously. Similarly, J.D. Power's Chief Digital and Technology Officer asserted that the advantage comes not from the AI models you can build, but rather how you apply them to the data you have and deploy it into applications. This is where true value is created for our customers and where we stand poised to help.

上季度，我們舉辦了 AIPCon，會議召集了 150 多個獨特組織，我們正式推出了新的 AIP 產品，客戶展示了我們如何與他們合作以釋放 AI 的價值。例如，Jacobs Engineering 強調了 AIP 如何使他們能夠實時監控當前系統狀況並進行未來基礎設施規劃，而之前需要花費數月的時間進行分析。同樣，J.D. Power 的首席數字和技術官斷言，優勢不是來自您可以構建的人工智能模型，而是來自您如何將它們應用到您擁有的數據並將其部署到應用程序中。這是為我們的客戶創造真正價值的地方，也是我們隨時準備提供幫助的地方。

The CEO of Novartis was recently interviewed on CNBC discussing our partnership in which we created an integrated data lake that they are now leveraging to move AI forward quickly within the company, which the CEO calls Novartis' "fundamental advantage" over its peers. We launched AIP just 10 weeks ago, and already we're seeing unprecedented inbound interest. AIP is also opening expansion conversations with our largest, longest tenured customers as the new capabilities are causing them to reimagine how they can use our software. Looking at both existing and new customers, AIP is the solution for organizations who want to wheel the LLM securely in their enterprise. We remain focused on aggressively capitalizing on this momentum by driving compounding growth of AIP usage. As this fast-moving market evolves and expands, so too will we. And it's just the beginning. This increasing demand will be incremental to the results you see today.

諾華首席執行官最近接受了CNBC 採訪，討論了我們的合作夥伴關係，我們在其中創建了一個集成數據湖，他們現在利用該數據湖在公司內部快速推動人工智能發展，首席執行官稱諾華相對於同行的“根本優勢”。我們僅在 10 週前推出了 AIP，並且已經看到了前所未有的入站興趣。 AIP 還與我們最大、任期最長的客戶展開擴展對話，因為新功能使他們重新構想如何使用我們的軟件。無論是現有客戶還是新客戶，AIP 都是希望在企業中安全地推行法學碩士課程的組織的解決方案。我們仍然致力於通過推動 AIP 使用量的複合增長來積極利用這一勢頭。隨著這個快速發展的市場的發展和擴大，我們也將隨之發展和擴大。而這僅僅是開始。這種不斷增長的需求將增加您今天看到的結果。

Our U.S. commercial business continues to deliver outsized results. With our rapidly growing customer count, we are seeing the beginning of the network effects in the segment, whether in events like AIPCon through direct customer referrals to their network or by leaders working with us in one organization, taking us with them to their next one. We expect the expansion effect to be multiplicative.

我們的美國商業業務繼續取得巨大成果。隨著我們的客戶數量迅速增長，我們正在看到該細分市場的網絡效應的開始，無論是在AIPCon 等活動中，通過直接將客戶推薦到他們的網絡，還是通過在一個組織中與我們合作的領導者，將我們與他們一起帶到下一個組織。我們預計擴張效應將是倍增的。

At the same time, we're seeing success across many different industries. In Q2, we closed deals in U.S. commercial in roughly 30 different industries, including across pharmaceuticals, energy, consumer staples, utilities, health care, construction, automotive, transportation infrastructure, the list goes on, and spans industries and institutions at the core of today's society. While we see the breadth of our software spanning industries, we still have immense opportunity for growth, both through expansion within these industries and growth in our existing customer relationships.

與此同時，我們看到許多不同行業都取得了成功。第二季度，我們在大約 30 個不同行業完成了美國商業交易，包括製藥、能源、必需消費品、公用事業、醫療保健、建築、汽車、交通基礎設施等，涵蓋了核心行業和機構。當今社會。雖然我們看到我們的軟件跨行業的廣度，但我們仍然有巨大的增長機會，無論是通過這些行業的擴張還是現有客戶關係的發展。

For example, we're beginning to see this growth come to fruition in both health care and transportation, which grew 93% and 129% year-over-year, respectively. Foundry is being used at numerous health care facilities to generate their schedules and forecast patient placements, among other applications. For example, with Foundry, HCA now generates nurse schedules in 1 hour each month instead of 10 to 20. Tampa General has seen a 28% reduction in patient hold times and has reduced the time spent managing patient placements by 83%, and Cleveland Clinic has been able to accept an 8.5% increase in patient transfers from other hospitals in just 4 months since launch.

例如，我們開始看到醫療保健和交通運輸領域的增長取得成果，分別同比增長 93% 和 129%。 Foundry 被許多醫療保健機構用於生成時間表和預測患者安置等應用。例如，借助Foundry，HCA 現在每月只需1 小時即可生成護士排班表，而不是10 到20 小時。坦帕總醫院的患者等候時間減少了28%，管理患者安置的時間減少了83% ，而克利夫蘭診所自推出以來的短短 4 個月內，來自其他醫院的患者轉診量增加了 8.5%。

While we continue to increase our breadth and expansion across industries, we also continue to grow at our existing customers. We had over 2 dozen U.S. commercial customers that brought in more than $1 million in revenue each during last quarter alone. And we're seeing outsized growth from our newest customers. 54% of the U.S. commercial revenue, excluding strategic commercial contracts, is from customers that have started since the beginning of 2021, with nearly all of the year-over-year growth coming from those same customers. We expect this trend to continue.

在我們不斷擴大跨行業廣度和擴張的同時，我們也在不斷擴大現有客戶。我們有超過 20 個美國商業客戶，僅上個季度就為每個客戶帶來了超過 100 萬美元的收入。我們看到最新客戶的大幅增長。美國商業收入的 54%（不包括戰略商業合同）來自 2021 年初以來開始的客戶，幾乎所有同比增長都來自這些客戶。我們預計這一趨勢將持續下去。

We are investing in pockets of momentum within our international commercial business, such as Japan, Korea, Canada and the Middle East, among other targeted opportunities across the world. For example, through our go-to-market partnership, Fujitsu has seen recent success onboarding 8 new large-cap, household-name Japanese customers. At the same time, we are seeing AIP lead to expansion conversations with our largest long-standing customers in Europe, all against the challenging backdrop of today's climate.

我們正在投資國際商業業務中的一些有動力的領域，例如日本、韓國、加拿大和中東，以及世界各地的其他有針對性的機會。例如，通過我們的市場進入合作夥伴關係，富士通最近成功吸引了 8 家新的大型家喻戶曉的日本客戶。與此同時，我們看到 AIP 引發了與我們歐洲最大的長期客戶的擴展對話，所有這些都是在當今充滿挑戰的氣候背景下進行的。

On the international government side, our U.K. government business was particularly strong in Q2 as a result of our work with organizations such as the NHS and U.K. Ministry of Defense, including the Royal Navy. Within our U.S. government business, while the revenue results in Q2 are disappointing, they belie the long-term strength of our business. We remain focused on converting significant deals in the pipeline and growing existing contracts through which we are core to the government mission. In Q2, we secured a multiyear contract award from the U.S. Special Operations Command worth up to $463 million, new contract awards for the Air & Space Forces of $110 million and conversion of Army Research Lab R&D funding to longer-term work with COCOMs, starting with CENTCOM. We believe in the criticality and meaningful impact our work is having in today's world events and its eventual monetization as well as the exceptional user impact we deliver. At the same time, our U.S. government business can be lumpy, and we continue to expect there to be near-term uncertainty around timing of contract awards.

在國際政府方面，由於我們與 NHS 和英國國防部（包括皇家海軍）等組織合作，我們的英國政府業務在第二季度尤其強勁。在我們的美國政府業務中，雖然第二季度的收入結果令人失望，但它們掩蓋了我們業務的長期實力。我們仍然專注於轉化正在醞釀中的重大交易並增加現有合同，通過這些我們是政府使命的核心。第二季度，我們從美國特種作戰司令部獲得了價值高達4.63 億美元的多年期合同，為空軍和太空部隊獲得了1.1 億美元的新合同，並將陸軍研究實驗室的研發資金轉為與COCOM的長期合作，開始與中央司令部。我們相信我們的工作對當今世界事件及其最終的貨幣化以及我們提供的卓越用戶影響具有重要意義和有意義的影響。與此同時，我們的美國政府業務可能不穩定，我們仍然預計合同授予時間近期存在不確定性。

Turning back to the overall business, we are excited about our vast opportunities in the quarters ahead. We're already seeing that AIP will be transformational for our customers and for our business. We look forward to continuing innovating at the forefront through this revolution.

回到整體業務，我們對未來幾個季度的巨大機遇感到興奮。我們已經看到 AIP 將為我們的客戶和我們的業務帶來變革。我們期待通過這場革命繼續走在最前沿進行創新。

Lastly, on the back of our inaugural AIPCon in Q2, we're excited to share that we're hosting 2 additional events, the next AIPCon on September 14 and a new event, the software for government, S4G Summit, on September 21, and which is specifically designed for our government customers. We look forward to sharing a recap of the events with you at future calls.

最後，在第二季度舉行的首屆AIPCon 上，我們很高興地告訴大家，我們將舉辦另外2 場活動，即9 月14 日舉行的下一場AIPCon 以及9 月21 日舉行的一項新活動，即政府軟件S4G 峰會，這是專門為我們的政府客戶設計的。我們期待在未來的電話會議中與您分享活動回顧。

I'll now turn it over to Shyam.

現在我將把它交給 Shyam。

Thanks, Ryan. At AIPCon this past June, we introduced Palantir's AI platform, a core set of technologies designed to bring LLMs to your enterprise to supercharge and accelerate your experiences. From integrating data and hydrating your ontology to building AI-enabled applications and human agent teams with copilots. AIP enables you to deploy LLMs anchored in your data on your private network and to safely orchestrate your enterprise with tools, actions and other AI models. All of this in a controlled, governed and trusted AI operating system.

謝謝，瑞安。在今年 6 月的 AIPCon 上，我們介紹了 Palantir 的 AI 平台，這是一套核心技術，旨在將法學碩士引入您的企業，以增強和加速您的體驗。從集成數據和充實本體到構建支持人工智能的應用程序和帶有副駕駛的人工代理團隊。 AIP 使您能夠在專用網絡上部署錨定在數據中的 LLM，並使用工具、操作和其他 AI 模型安全地編排您的企業。所有這一切都在一個受控、治理和可信的人工智能操作系統中。

The accelerating pace of AI developments continues to be all inspiring. The key to capturing value is a fundamental recognition that we are dealing with something new and different that demand solving new integration and engineering challenges. It is, in many ways, easier to define an LLM by what it is not. It is not algorithmic reasoning. It is not human thought. Algorithmic reasoning operates as a process so well specified that there is no ambiguity in its execution like traditional code. Human thought is inherently creative and its previously most defining form, natural language, is inextricably wrought with ambiguity.

人工智能發展的不斷加快仍然令人振奮。獲取價值的關鍵是從根本上認識到我們正在處理一些新的、不同的事物，需要解決新的集成和工程挑戰。從很多方面來說，通過法學碩士不是什麼來定義它更容易。這不是算法推理。這不是人類的思想。算法推理是一個經過明確指定的過程，其執行過程不會像傳統代碼那樣存在歧義。人類思維本質上具有創造性，而其先前最具定義性的形式——自然語言——卻不可避免地存在著歧義。

Large language models occupy a middle ground between algorithmic reasoning and human thought. They are fluent in natural language, yet they don't really understand what they say. They are not good at executing algorithms, yet they can be instructed in ordinary prose. They are something else, non-algorithmic compute.

大型語言模型占據算法推理和人類思維之間的中間地帶。他們能流利地使用自然語言，但他們並不真正理解他們所說的內容。他們不擅長執行算法，但可以用普通的散文來指導他們。它們是其他東西，非算法計算。

LLMS are statistics, not calculus. And the introduction of even one stochastic variable into a deterministic system makes the entire system now stochastic. At AIPCon 2 in September, I'm going to unpack some of the foundational engineering challenges that we've solved to manage and harness the stochasticity of these models and to enable the acceleration in our products.

LLMS 是統計學，而不是微積分。即使將一個隨機變量引入確定性系統，也會使整個系統變得隨機。在 9 月份的 AIPCon 2 上，我將解析我們已經解決的一些基礎工程挑戰，以管理和利用這些模型的隨機性，並實現我們產品的加速。

We are focused on driving compounding usage. Across industries, the problems that matter haven't changed. AIP and LLMs radically accelerate the solutions. We are building on nearly 20 years of our products and experience solving these problems across more than 50 industries and every function in the value chain, only now doing it substantially faster. To name a few: a nurse shift handoff copilot for HCA; our pharmacokinetics translation assistant for Novartis; an inventory balancer copilot for a plant-based protein company; a supply chain copilot for a major beverage company. Our warranty claims copilot for a U.S. auto manufacturer has made analysts twice as productive, saving them 3 to 4 hours a day.

我們專注於推動複合使用。在各個行業中，重要的問題沒有改變。 AIP 和法學碩士從根本上加速了解決方案的發展。我們憑藉近 20 年的產品和經驗，解決了 50 多個行業和價值鏈中每個職能部門的這些問題，只是現在做得更快了。僅舉幾例：HCA 的護士輪班交接副駕駛；我們的諾華藥代動力學翻譯助理；一家植物蛋白公司的庫存平衡副駕駛；一家大型飲料公司的供應鏈副駕駛。我們為一家美國汽車製造商提供的保修索賠副駕駛使分析師的工作效率提高了一倍，每天節省了 3 到 4 個小時。

As J.D. Power's CTO Bernardo said at AIPCon, "The beauty of having Foundry and AIP is that you can build this really, really quickly." So we built this in a matter of days and iterated in a couple of weeks. To get the precision of calculus and the power of statistics, LLMs need to be paired with algorithmic and software tools. For example, models of forward inventory or an action registry to execute enterprise functions, a rich semantic layer to define the proper grounding and crucial primitives like scenarios that allow LLM to stage changes on branches. AIP is not only the best tool bench in this context. It is a tool factory that enables enterprises to quickly forge new bespoke tools in hours.

正如 J.D. Power 的首席技術官 Bernardo 在 AIPCon 上所說，“擁有 Foundry 和 AIP 的美妙之處在於，您可以非常非常快速地構建它。”所以我們在幾天之內就構建了這個，並在幾週內進行了迭代。為了獲得微積分的精度和統計學的力量，法學碩士需要與算法和軟件工具相結合。例如，用於執行企業功能的遠期庫存模型或操作註冊表、用於定義適當基礎的豐富語義層和關鍵原語（例如允許 LLM 在分支機構上進行更改的場景）。 AIP 不僅是這方面最好的工具台。它是一家工具工廠，使企業能夠在數小時內快速打造新的定制工具。

LLMs can't, for example, calculate profitability or expected lead times. But they don't have to. They need to have access to the software tools that can. This is why AIP is positioned to deliver outcomes so quickly. It elegantly integrates LLMs into the calculus of your enterprise to accelerate the workflows that matter. Every week, we are releasing more features and expanding the AIP productivity suite of applications, which provide WYSIWYG, What You Say Is What You Get experiences. AIP Builder allows you to build your data pipelines with natural semantics. AIP Terminal is the command line for your AI operating system, enabling you to dynamically wheel your ontology tools and applications for ad hoc exploration and problem solving. AIP Logic enables you to build LLM-backed functions with rich tool composition in its developer tool chain. And AIP Automate lets you turn those logic functions into agents, copilots and automations.

例如，法學碩士無法計算盈利能力或預期交貨時間。但他們不必這樣做。他們需要能夠訪問能夠做到這一點的軟件工具。這就是 AIP 能夠如此迅速地交付成果的原因。它將法學碩士優雅地集成到您企業的計算中，以加速重要的工作流程。每週，我們都會發布更多功能並擴展 AIP 生產力應用程序套件，這些應用程序提供所見即所得、所言即所得的體驗。 AIP Builder 允許您使用自然語義構建數據管道。 AIP 終端是 AI 操作系統的命令行，使您能夠動態地輪轉本體工具和應用程序以進行臨時探索和問題解決。 AIP Logic 使您能夠通過其開發人員工具鏈中豐富的工具組合來構建 LLM 支持的函數。 AIP Automate 可讓您將這些邏輯功能轉變為代理、副駕駛和自動化。

One more item in this suite I want to highlight, AIP Assist, which accelerates all of today's uses and users of AIP Gotham and Foundry by providing help and helpers dynamically. AIP Assist is configured to be tool-aware. So it knows not only everything from the product documentation, it also knows what actions it can take to manipulate the application state to actually resolve and advance the user's workflow. This supercharges our users. And as a technology, it should be available for any software to incorporate to supercharge their users. In the second half of this year, we anticipate accepting beta customers who want to use AIP Assist as a service offering in their own software.

我想強調此套件中的另一項，AIP Assist，它通過動態提供幫助和幫助程序來加速當今 AIP Gotham 和 Foundry 的所有使用和用戶。 AIP Assist 配置為工具感知型。因此，它不僅知道產品文檔中的所有內容，還知道可以採取哪些操作來操縱應用程序狀態，以實際解決和推進用戶的工作流程。這增強了我們的用戶的能力。作為一項技術，任何軟件都應該可以使用它來增強用戶的能力。今年下半年，我們預計將接受希望在自己的軟件中使用 AIP Assist 作為服務產品的測試版客戶。

Turning to Gotham. The latest investments in Gotham performed excellently at CENTCOM's Digital Falcon Oasis and other exercise across combatant commands, including Global Information Dominance Experiment Series 6. We continue to invest in capabilities delivering the next level of deterrents through the AI-enabled kill chain, inclusive of an integrated coalition deterrent. There's a lot more to say here, but I'd rather hide our strength and bide our time against the adversaries.

轉向哥譚。在哥譚市的最新投資在中央司令部的數字獵鷹綠洲和跨作戰司令部的其他演習中表現出色，包括全球信息優勢實驗系列6。我們繼續投資於通過人工智能驅動的殺傷鏈提供下一級別威懾力的能力，包括綜合聯軍威懾。這裡還有很多話要說，但我寧願隱藏我們的實力，等待時機對抗對手。

We continue to be very excited about Apollo. It continues to be a massive lever for Palantir internally as well as a big market opportunity. Over the last few years, Apollo has allowed us to scale up internally for managing 15 high-side stacks to 82 without scaling our team. In the market, as more defense startups are born with the surge of VC investment in the space, we believe Apollo stands as the fastest and cheapest path to delivering new capabilities through regulated and accredited environments. And in Q2, we started seeing demand from the government itself as a customer. USG customers want to move existing services they manage into Fed start to reduce their own operating risk and compliance burden.

我們仍然對阿波羅計劃感到非常興奮。它仍然是 Palantir 內部的一個巨大槓桿，也是一個巨大的市場機會。在過去的幾年裡，Apollo 使我們能夠在內部將管理 15 個高端堆棧擴展到 82 個，而無需擴展我們的團隊。在市場上，隨著越來越多的國防初創公司隨著該領域風險投資的激增而誕生，我們相信 Apollo 是通過受監管和認可的環境提供新功能的最快、最便宜的途徑。在第二季度，我們開始看到政府本身作為客戶的需求。 USG 客戶希望將他們管理的現有服務轉移到 Fed Start 中，以降低自己的運營風險和合規負擔。

In closing, we just wrapped up our annual Hack Week. Right after this call, I'll be binge watching all the submissions from the teams internally. I'm very much looking forward to further acceleration of our road maps from compelling new ideas.

最後，我們剛剛結束了一年一度的黑客週。在這次電話會議之後，我將大量觀看內部團隊提交的所有內容。我非常期待通過引人注目的新想法進一步加速我們的路線圖。

I'll turn it over to Dave to walk through the financials.

我會把它交給戴夫來了解財務狀況。

Thanks, Shyam. The second quarter of 2023 was exceptionally strong. We're proud to report our third consecutive quarter of GAAP profitability and second consecutive quarter of GAAP operating profitability, generating $28 million of net income and $10 million of operating income. This also marked the third consecutive quarter of expanding adjusted operating margins, highlighting the operating leverage in our business. We surpassed the high end of our guidance for both revenue and adjusted income from operations yet again. We also achieved a significant revenue milestone, surpassing $2 billion in revenue on a trailing 12-month basis for the first time. We remain committed to driving profitable growth, and we reaffirm our expectation of GAAP profitability in each quarter of this year, which would make us eligible for inclusion in the S&P 500 following our Q3 results.

謝謝，夏姆。 2023 年第二季度的表現異常強勁。我們很自豪地報告我們連續第三個季度的 GAAP 盈利能力和連續第二個季度的 GAAP 運營盈利能力，產生 2800 萬美元的淨利潤和 1000 萬美元的運營收入。這也標誌著調整後營業利潤率連續第三個季度擴大，凸顯了我們業務的營業槓桿。我們再次超過了收入和調整後運營收入指導的上限。我們還實現了一個重要的收入里程碑，過去 12 個月的收入首次超過 20 億美元。我們仍然致力於推動盈利增長，並重申我們對今年每個季度 GAAP 盈利能力的預期，這將使我們有資格在第三季度業績公佈後納入標準普爾 500 指數。

Turning to our global top line results. We generated $533 million in revenue, up 13% year-over-year and 2% sequentially, exceeding the high end of the range of our prior guidance. Excluding the impact of revenue from strategic commercial contracts, total revenue grew 16% year-over-year and 5% sequentially. Revenue from our largest customers continues to expand. Trailing 12-month revenue per customer from our top 20 customers increased 15% year-over-year to $53 million per customer. Customer account grew 38% year-over-year and 8% sequentially to 421 customers, demonstrating the momentum in our ability to onboard and convert new customers.

轉向我們的全球營收結果。我們實現了 5.33 億美元的收入，同比增長 13%，環比增長 2%，超出了我們之前指導範圍的上限。剔除戰略商業合同收入的影響，總收入同比增長 16%，環比增長 5%。來自我們最大客戶的收入持續增長。我們前 20 位客戶的過去 12 個月每位客戶收入同比增長 15%，達到每位客戶 5,300 萬美元。客戶賬戶同比增長 38%，環比增長 8%，達到 421 名客戶，這表明我們吸引和轉化新客戶的能力強勁。

Now moving to our commercial segment. Second quarter commercial revenue grew 10% year-over-year and declined 2% sequentially to $232 million, a challenging sequential compare as anticipated due to the $14 million decline in revenue from strategic commercial contracts. Excluding the impact from strategic commercial contracts, commercial revenue grew 19% year-over-year and 5% sequentially.

現在轉向我們的商業領域。第二季度商業收入同比增長 10%，環比下降 2%，至 2.32 億美元，由於戰略商業合同收入下降 1,400 萬美元，與預期相比，環比具有挑戰性。剔除戰略商業合同的影響，商業收入同比增長 19%，環比增長 5%。

U.S. commercial revenue in the second quarter grew 20% year-over-year and declined 4% sequentially to $103 million. Excluding revenue from strategic commercial contracts, U.S. commercial revenue grew 37% year-over-year and 7% sequentially, a result that is even more impressive when compounded with the 24% sequential growth we saw last quarter. Our U.S. commercial customer count grew 35% year-over-year and 4% sequentially, marking the tenth consecutive quarter of sequential growth. This highlights the velocity we are seeing in our U.S. commercial business, where we're driving significant new customer wins and expansions.

第二季度美國商業收入同比增長 20%，環比下降 4%，至 1.03 億美元。不包括戰略商業合同的收入，美國商業收入同比增長 37%，環比增長 7%，與上季度 24% 的環比增長相結合，這一結果更加令人印象深刻。我們的美國商業客戶數量同比增長 35%，環比增長 4%，連續第十個季度實現環比增長。這突顯了我們在美國商業業務中看到的速度，我們正在推動重要的新客戶贏得和擴張。

Our international commercial business grew 4% year-over-year to $129 million and remained flat sequentially. Relative to the U.S., we continue to see more immediate growth with European commercial enterprises, although there remain targeted opportunities of growth internationally.

我們的國際商業業務同比增長 4%，達到 1.29 億美元，與上一季度持平。相對於美國，我們繼續看到歐洲商業企業更直接的增長，儘管國際上仍然存在有針對性的增長機會。

Revenue from strategic commercial contracts was $19 million compared to $33 million in the prior quarter. We expect third quarter revenue to decline to between $14 million to $16 million, and we anticipate fourth quarter revenue from these customers to continue to trend down. For the full year, we expect revenue from these customers to be approximately 3% of total full year revenue.

戰略商業合同收入為 1,900 萬美元，而上一季度為 3,300 萬美元。我們預計第三季度收入將下降至 1400 萬美元至 1600 萬美元之間，並且我們預計第四季度來自這些客戶的收入將繼續呈下降趨勢。對於全年而言，我們預計來自這些客戶的收入將佔全年總收入的約3%。

Turning to our Government segment. Government revenue grew 15% year-over-year and 4% sequentially to $302 million. U.S. government revenue grew 10% year-over-year and declined 2% sequentially to $225 million. While we acknowledge that there are uncertainties associated with the timing of contract expansions and renewals, we maintain a strong pipeline of opportunities and remain confident in the growth of our U.S. government business, particularly as USG TCV bookings grew 111% sequentially.

轉向我們的政府部門。政府收入同比增長 15%，環比增長 4%，達到 3.02 億美元。美國政府收入同比增長 10%，環比下降 2%，至 2.25 億美元。雖然我們承認合同擴展和續籤的時間存在不確定性，但我們仍保持著強大的機會渠道，並對我們美國政府業務的增長保持信心，特別是 USG TCV 預訂量環比增長 111%。

International government revenue grew 31% year-over-year and 29% sequentially to $76 million. The reacceleration in our international government business was driven by our U.K. government work. While our government business generally sees fluctuations due to the nature of funding and contract cycles, we remain confident that our work with the U.K. government will continue to expand over the long term.

國際政府收入同比增長 31%，環比增長 29%，達到 7600 萬美元。我們的國際政府業務的重新加速是由我們的英國政府工作推動的。雖然我們的政府業務通常會因資金和合同周期的性質而出現波動，但我們仍然相信，從長遠來看，我們與英國政府的合作將繼續擴大。

Turning to bookings. TCV booked was $642 million, up 62% sequentially. Billings was $603 million, up 52% year-over-year. We ended the second quarter with $3.4 billion in total remaining deal value and $968 million in remaining performance obligations. As a reminder, RPO is primarily comprised of our commercial business as it does not take into account contracts with an initial term of less than 12 months and contractual obligations that fall beyond termination for convenience clauses, both of which are common in most of our government business.

轉向預訂。 TCV 預訂金額為 6.42 億美元，比上一季度增長 62%。比林斯為 6.03 億美元，同比增長 52%。截至第二季度末，我們的剩餘交易總價值為 34 億美元，剩餘履約義務為 9.68 億美元。提醒一下，RPO 主要由我們的商業業務組成，因為它不考慮初始期限少於 12 個月的合同以及超出便利條款終止範圍的合同義務，這兩種情況在我們大多數政府中都很常見商業。

Turning to margin and expense. Adjusted gross margin, which excludes stock-based compensation expense, was 81% for the quarter. Adjusted income from operations, which excludes stock-based compensation expense and related employer payroll taxes was $135 million, representing adjusted operating margin of 25%, 200 basis points ahead of the high end of our prior guidance and marking the third consecutive quarter of expanding adjusted operating margins.

轉向利潤和費用。本季度調整後毛利率（不包括股票薪酬費用）為 81%。調整後的運營收入（不包括股票薪酬費用和相關雇主工資稅）為1.35 億美元，調整後的運營利潤率為25%，比我們之前指導的上限高出200 個基點，標誌著調整後的連續第三個季度擴大營業利潤率。

These results demonstrate our ability to drive revenue growth while efficiently managing costs, with second quarter adjusted expense of $398 million, up only 9% year-over-year and down sequentially. We continue to manage expense growth primarily by driving leverage in G&A, capitalizing on cloud efficiencies and calibrating our headcount investments in key strategic areas of growth. Consistent with prior years, we expect to see an increase in expenses in the third quarter as we onboard our new grad cohort of world-class technical talent.

這些結果表明我們有能力推動收入增長，同時有效管理成本，第二季度調整後費用為 3.98 億美元，同比僅增長 9%，環比下降。我們繼續主要通過提高一般管理費用槓桿、利用雲效率以及調整關鍵戰略增長領域的員工投資來管理費用增長。與往年一樣，隨著我們招收世界一流技術人才的新畢業生，我們預計第三季度的費用將會增加。

As we have stated over the past few quarters, we are fiercely committed to sustained GAAP profitability. On the back of 3 consecutive quarters of GAAP net income and expanding operating margins, we are increasing investments and resources dedicated to our new product, AIP, while at the same time, increasing our full year adjusted income from operations guidance to an excess of $576 million, an increase of $45 million above the midpoint of our prior range.

正如我們在過去幾個季度所聲明的那樣，我們堅定地致力於持續的 GAAP 盈利能力。在連續 3 個季度實現 GAAP 淨利潤和不斷擴大的營業利潤率的背景下，我們正在增加專門用於新產品 AIP 的投資和資源，同時將運營指導的全年調整後收入增加到超過 576 美元百萬美元，比我們之前範圍的中點增加了4500 萬美元。

Looking ahead to the second half of the year, we remain focused on calibrating expense growth below revenue growth, even as we increase investment and resourcing to AIP and invest in specific geographies around the world. We generated income from operations of $10 million, our second consecutive quarter of GAAP operating income. We continue to manage our stock-based compensation. As mentioned last quarter, we expect it to trend up through the back half of the year. However, we remain laser-focused on GAAP net income and operating profitability. As we think about equity compensation and aligning it to shareholder value, we are in the process of linking future employee equity compensation to the success of AIP.

展望今年下半年，儘管我們增加了對 AIP 的投資和資源配置，並投資於全球特定地區，但我們仍將重點放在將費用增長控制在收入增長以下。我們的運營收入為 1000 萬美元，這是我們連續第二個季度實現 GAAP 運營收入。我們繼續管理我們的股票薪酬。正如上季度提到的，我們預計今年下半年將呈上升趨勢。然而，我們仍然高度關注 GAAP 淨利潤和營業利潤。當我們考慮股權薪酬並將其與股東價值相結合時，我們正在將未來的員工股權薪酬與 AIP 的成功聯繫起來。

Turning to net income. GAAP net income was $28 million, our third consecutive quarter of GAAP profitability. Adjusted earnings per share was $0.05, and GAAP earnings per share was $0.01. Additionally, our combined revenue growth and adjusted operating margin was 38%. We expect to return to executing in excess of the Rule of 40 for the second half of the year.

轉向淨利潤。 GAAP 淨利潤為 2800 萬美元，這是我們連續第三個季度實現 GAAP 盈利。調整後每股收益為 0.05 美元，GAAP 每股收益為 0.01 美元。此外，我們的綜合收入增長和調整後營業利潤率為 38%。我們預計下半年將恢復執行超過 40 條規則。

Turning to our cash flow. We generated $96 million in adjusted free cash flow, representing a margin of 18% and $90 million in cash from operations, representing a margin of 17%. Through the first half of the year, we generated $285 million in adjusted free cash flow, representing a margin of 27%. We ended the second quarter with $3.1 billion in cash, cash equivalents and short-term U.S. treasury bills. We retain access to additional liquidity of up to $500 million through our revolving credit facility, which remains entirely undrawn.

轉向我們的現金流。我們產生了 9,600 萬美元的調整後自由現金流，相當於 18% 的利潤率，以及 9,000 萬美元的運營現金，相當於 17% 的利潤率。今年上半年，我們產生了 2.85 億美元的調整後自由現金流，利潤率為 27%。截至第二季度末，我們擁有 31 億美元的現金、現金等價物和短期美國國庫券。我們通過循環信貸安排保留了高達 5 億美元的額外流動性，該信貸安排仍然完全未動用。

Now turning to our outlook. For Q3 2023, we expect revenue of between $553 million and $557 million, adjusted income from operations of between $135 million and $139 million and GAAP net income. For full year 2023, we are raising our revenue guidance to an excess of $2.212 billion. We are raising our adjusted income from operations guidance to an excess of $576 million, and we continue to expect GAAP net income in each quarter.

現在轉向我們的展望。對於2023 年第三季度，我們預計收入將在5.53 億美元至5.57 億美元之間，調整後的運營收入將在1.35 億美元至1.39 億美元之間，公認會計準則淨利潤將在1.35 億美元至1.39 億美元之間。對於 2023 年全年，我們將收入指導上調至超過 22.12 億美元。我們將調整後的運營指導收入提高到超過 5.76 億美元，並且我們繼續預計每個季度的 GAAP 淨利潤。

On the back of our third consecutive quarter of GAAP profitability, $285 million in adjusted free cash flow in the first half of the year and over $3.1 billion on our balance sheet, our Board of Directors has authorized a stock repurchase program of up to $1 billion. This program reflects our conviction in the trajectory of our business and the value we see in our stock.

在我們連續第三個季度實現 GAAP 盈利、上半年調整後自由現金流 2.85 億美元以及資產負債表超過 31 億美元的背景下，我們的董事會已批准一項高達 10 億美元的股票回購計劃。該計劃反映了我們對業務發展軌跡和股票價值的信念。

With that, I'll turn it over to Ana to start the Q&A.

這樣，我將把它交給安娜來開始問答。

Thanks, Dave. We'll begin with a few questions from our shareholders before we open up the call. Our first question is from [Gaurav] who asks, "What are some of the AI advantages Palantir has that none of the other companies can compete with?"

謝謝，戴夫。在開始電話會議之前，我們將首先詢問股東的幾個問題。我們的第一個問題來自 [Gaurav]，他問道：“Palantir 擁有哪些其他公司無法與之競爭的人工智能優勢？”

I'll take that one. Palantir is optimally positioned for AI because the value is going to accrete to the incumbents. It's going to accrete to the people who own the workflow, who own the software. So in our case, it's not just the customers that we do have today, it's our ability to acquire future customers. It's the 20 years of experience that we have solving the problems that matter. The problems that you should be solving with LLMs haven't changed. The same problems you should be solving before you had LLMs and the 2 decades of experience we have and the knowledge of applying it means that we can solve those problems substantially more quickly. In other words, we've built the infrastructure you really need for LLMs to be valuable in your enterprise, if you want to write profits and not poems with them.

我會接受那個。 Palantir 處於人工智能的最佳位置，因為其價值將為現有企業帶來增值。它將吸引那些擁有工作流程、擁有軟件的人。因此，就我們而言，這不僅僅是我們今天擁有的客戶，更是我們獲得未來客戶的能力。我們擁有 20 年的經驗來解決重要的問題。你應該通過法學碩士解決的問題沒有改變。您在獲得法學碩士之前應該解決的問題與您在獲得法學碩士學位之前應該解決的問題相同，而我們擁有 20 年的經驗和應用知識意味著我們可以更快地解決這些問題。換句話說，如果您想用法學碩士書寫利潤而不是詩歌，我們已經構建了您真正需要的基礎設施，以便法學碩士在您的企業中發揮價值。

And I think one way you can think about this is LLMs and Excel, like the LLMs are going to make Excel more valuable and useful. They're not going to replace Excel. The LLMs that we've been building with our customers in the field in the last 10 weeks I've been out there with our customers, we deployed over 15 copilots. The time to value here is truly incredible. It's accelerating everything that we've been doing here. So I feel really good about the positioning there. And because we've been roughly 2 decades ahead, it's given us a lot of lead to think about the next ridge line of technical problems, a lot of which I hope to share at AIPCon 2, but to preview one of them, it's really the [KLLM kernel].

我認為你可以考慮的一種方式是法學碩士和 Excel，就像法學碩士將使 Excel 更有價值和更有用一樣。它們不會取代 Excel。過去 10 週，我們與客戶一起在現場建立了法學碩士，我們部署了超過 15 名副駕駛。在這裡實現價值的時間確實令人難以置信。它正在加速我們在這裡所做的一切。所以我對那裡的定位感覺非常好。因為我們已經領先了大約 20 年，所以它為我們思考下一個技術問題提供了很多線索，我希望在 AIPCon 2 上分享其中很多問題，但要預覽其中一個，這確實是一個令人興奮的問題。 [KLLM 內核]。

I talked earlier in the remarks about how LLMs are statistics, not calculus. They're like these stochastic mad scientists. Why on earth would you ask a question of one LLM, when you could ask KLLMs? And I think that really honors the fundamental reality that you need a committee here, that there isn't an answer to this stochastic question. There are answers, especially when you don't have priors. And you can use this to actually wheel these LLMs for decisive operational advantage in the enterprise when you have this sort of framework. So stay tuned, September, AIPCon 2, we'll talk more about this.

我之前在發言中談到了法學碩士是統計學，而不是微積分。他們就像這些隨機的瘋狂科學家。當你可以問 KLLM 的時候，你到底為什麼要問一個 LLM 的問題呢？我認為這確實尊重了一個基本現實，即這裡需要一個委員會，這個隨機問題沒有答案。答案是有的，尤其是當你沒有先驗知識的時候。當您擁有這種框架時，您可以使用它來實際推動這些法學碩士在企業中獲得決定性的運營優勢。所以請繼續關注 9 月的 AIPCon 2，我們將詳細討論這一點。

Thanks, Shyam. Our next question is from Patrick who asks, "How is the use of AI and LLMs benefited the sales cycle? Are you finding less resistance from internal IT departments? Has it brought more awareness to Palantir products and solutions?"

謝謝，夏姆。我們的下一個問題來自帕特里克，他問道：“人工智能和法學碩士的使用如何使銷售週期受益？您是否發現內部IT 部門的阻力減少了？它是否提高了人們對Palantir 產品和解決方案的認識？”

Great. Thanks, Patrick. So as I mentioned, we launched AIP just 10 weeks ago. We're already seeing unprecedented interest both from top-of-funnel new customers and from existing customers who are looking to expand with the AIP offering. You've heard examples of very real momentum and engagement and impact we're having with it from Jacobs Engineering, J.D. Powers, Novartis, among others, to name a few. And what we're seeing is with the emergence of LLM's AI capabilities, operators and organizations are looking at ways to deploy those within their organizations effectively against their missions and do so safely and securely.

偉大的。謝謝，帕特里克。正如我提到的，我們在 10 週前推出了 AIP。我們已經看到來自漏斗頂部的新客戶和希望通過 AIP 產品進行擴展的現有客戶的前所未有的興趣。您已經聽說過來自 Jacobs Engineering、J.D. Powers、諾華公司等公司的非常真實的動力、參與度和影響力的例子。我們看到的是，隨著法學碩士人工智能功能的出現，運營商和組織正在尋找方法在其組織內有效地部署這些功能來完成其任務，並安全可靠地完成任務。

And we are that solution, we have the product to do that, and we have 20 years of experience deploying our products in the enterprise and being able to do that safely and securely. So while sometimes in the past we may have had misaligned with IT departments, now we're fully aligned with what they're trying to achieve. So in short, we're seeing sales cycles shorten. We're expecting that to continue and accelerate, and we're going to run at that full speed.

我們就是這樣的解決方案，我們擁有可以做到這一點的產品，並且我們擁有 20 年在企業中部署我們的產品的經驗，並且能夠安全可靠地做到這一點。因此，雖然過去有時我們可能與 IT 部門不一致，但現在我們完全與他們想要實現的目標保持一致。簡而言之，我們看到銷售週期縮短了。我們預計這種情況會繼續並加速，我們將全速運行。

And look, we -- especially in the U.S. market, we were -- for a lot of reasons, misaligned with our clients. We had built products, both Foundry and the Ontology branching and lots of ideas of how to manage large-scale data sets and then algorithm and classified setting. But in reality, there was a resistance to how we believe an enterprise should work. And if you look at what Shyam is saying and what Ryan is saying, what you're really seeing is American industry now has done 5, 6 iterations, often with thin technologies with thick sales forces that kind of have been supported by the venture capital community and, quite frankly, by analysts looking for models they understood. We built a company that no one understood.

看，我們——尤其是在美國市場——由於很多原因，與我們的客戶不一致。我們已經構建了產品，包括 Foundry 和 Ontology 分支，以及如何管理大規模數據集、然後是算法和分類設置的很多想法。但實際上，我們對企業應該如何運作的看法存在阻力。如果你看看 Shyam 和 Ryan 的說法，你真正看到的是美國工業現在已經進行了 5、6 次迭代，通常採用薄弱的技術和強大的銷售力量，這些迭代得到了風險投資的支持社區，坦率地說，是分析師尋找他們理解的模型。我們建立了一家沒有人理解的公司。

We went deep on technology, that's Foundry. We went deep on the logical extension of that, which is all these precursor technologies that we've now begun building into AIP. And that -- we went deep against the playbook. And in fact, the playbook now does not exist, the playbook that is being built looks exactly like the products that are a reflection of our culture. And that's just an insurmountable advantage, and we are very focused on taking advantage of it.

我們深入研究技術，那就是 Foundry。我們深入研究了其邏輯延伸，即我們現在開始將其構建到 AIP 中的所有這些先驅技術。我們深入反對劇本。事實上，現在的劇本並不存在，正在構建的劇本看起來與反映我們文化的產品一模一樣。這就是一個不可逾越的優勢，我們非常專注於利用它。

Thanks, Ryan and Alex. Our next question is from [Imo] who asks, "How are you balancing investments for long-term growth while also delivering the profit and performance needed to keep shareholders confident and invested?"

謝謝瑞安和亞歷克斯。我們的下一個問題來自[Imo]，他問道：“您如何平衡長期增長的投資，同時提供保持股東信心和投資所需的利潤和業績？”

I'll take that one.

我會接受那個。

Because we are.

因為我們是。

Yes, we are. Thanks, [Imo]. And I think one example of this is we delivered on GAAP profitability to 2 years before people thought it was coming. And then if you look to the last 3 quarters, we had 3 consecutive quarters of GAAP profitability. We've now guided to Q3 and Q4 of GAAP profitability. We're here with $3.1 billion on the balance sheet. And we're doing this all while we're investing heavily in AIP. And we're really doing that across the company, both with money, both through resources, and we're very focused on it.

是的我們是。謝謝，[伊莫]。我認為這方面的一個例子是，我們比人們認為的提前兩年實現了 GAAP 盈利能力。然後，如果你看看過去三個季度，我們連續三個季度實現 GAAP 盈利。我們現在已經對第三季度和第四季度的 GAAP 盈利能力進行了指導。我們的資產負債表上有 31 億美元。我們在做這一切的同時，還大力投資 AIP。我們確實在整個公司範圍內這樣做，無論是通過資金，還是通過資源，我們都非常專注於此。

Well, I mean, we delivered profitability years ahead of time. Why do we care about profitability? We care about profitability because we power some of the most important enterprises in the world. They care that we're on steady footing. We care about it because it shows people that we are serious. We care about it because it positions us to be on indexes like the S&P that show that we are one of the leading industries in the world.

嗯，我的意思是，我們提前幾年實現了盈利。為什麼我們關心盈利能力？我們關心盈利能力，因為我們為世界上一些最重要的企業提供動力。他們關心我們是否站穩腳跟。我們關心它，因為它向人們表明我們是認真的。我們之所以關心它，是因為它使我們能夠進入標準普爾等指數，表明我們是世界領先的行業之一。

We believe in ourselves, which is why we've authorized a buyback to align with this belief in ourselves, our belief that profitability aligns with our desire to be on the S&P. We are going to invest in ourselves and not at a small scale in the $1 billion, to $1 billion range. And so profitability, stability, move to S&P, move to a company that is -- reflects what we will be, which we believe is the most important enterprise software company in the world, and these are all very much linked.

我們相信自己，這就是為什麼我們授權回購，以符合我們對自己的信念，我們對盈利能力的信念與我們加入標準普爾的願望相一致。我們將對自己進行投資，而且規模不會很小，在 10 億美元到 10 億美元之間。因此，盈利能力、穩定性、轉向標準普爾、轉向一家反映我們未來發展方向的公司，我們認為這是世界上最重要的企業軟件公司，這些都是緊密相連的。

Thank you both. Our next question is from Jesse who asks, "I know you guys are pushing for 5% of defense spending to go to software. How has this been received by policymakers in the defense community?

謝謝你們倆。我們的下一個問題來自傑西，他問道：“我知道你們正在推動將國防開支的 5% 用於軟件。國防界的政策制定者對此有何反應？

We spend a lot of time talking to various parts of the U.S. and allied defense communities. And there's, quite frankly, varied views on this. Our view is software that's actually used for important purposes, both commercial and noncommercial, has certain attributes. Most likely built in America, it's most -- it is built in the product -- in the context of a product, and it's been sold commercially.

我們花了很多時間與美國各個部門和盟軍國防界進行交談。坦率地說，對此存在不同的看法。我們的觀點是，實際用於重要目的（商業和非商業）的軟件具有某些屬性。最有可能是在美國製造的，它是最——它是在產品中構建的——在產品的背景下，並且它已經進行了商業銷售。

It is imperative for our country to move to a rebuttable presumption that the institutions that defend us by a certain portion of software that is a product, more likely than not built in America, and that somebody has actually bought it besides some large program. And it's surprising how many people agree with us. We're a long way off from getting this done, but as our adversaries become more aggressive, as people come to terms with the fact that many of the things they may have learned in college that we're going to all regress to a state of loving one another are not coming to pass. And in fact, our adversaries view that is a laughable fairytale that we believe in at our own expense.

我們的國家必須轉向一個可反駁的推定，即那些通過產品軟件的某一部分來保護我們的機構，很可能不是在美國製造的，而且除了一些大型程序之外，還有人實際上購買了它。令人驚訝的是有這麼多人同意我們的觀點。我們距離完成這件事還有很長的路要走，但隨著我們的對手變得更加咄咄逼人，隨著人們接受這樣一個事實，他們在大學裡學到的許多東西我們都會回歸到一種狀態彼此相愛的事不會發生。事實上，我們的對手認為這是一個可笑的童話故事，我們卻以自己的代價去相信它。

People are getting more serious. When people get more serious, they stop wanting fantasies about how you build software, fantasies about how you implement it, fantasies about you're going to hire 10,000 people and give it to somebody that a company that's never built a product that's ever worked. And they -- but is that happening fast enough? No. Luckily for us, and hopefully for our country and the West, people are getting much more serious just because of events that you see happening around us. If you have any additions?

人們越來越嚴肅了。當人們變得更加認真時，他們就不再幻想你如何構建軟件，幻想你如何實現它，幻想你將僱用 10,000 名員工並將其提供給從未開發過有效產品的公司的人。他們——但這發生得足夠快嗎？不。對我們來說幸運的是，對我們的國家和西方來說也是如此，人們因為我們周圍發生的事件而變得更加嚴肅。如果您還有補充嗎？

No. Well said.

不，說得好。

Okay. Thanks, Alex. Our next question is from [Josh Mark], who asks what's the latest on potential S&P 500 inclusion?

好的。謝謝，亞歷克斯。我們的下一個問題來自 [Josh Mark]，他詢問潛在納入標準普爾 500 指數的最新情況是什麼？

The latest is we expect to be eligible after we report Q3. And so we're proud to say we're less than a quarter away.

最新的是我們預計在我們報告第三季度後將符合資格。因此，我們很自豪地說，距離實現這一目標還不到四分之一。

From eligibility.

從資格來看。

From eligibility.

從資格來看。

Thanks, Dave. Our next question is from [Sonny], who asks, "Can you elaborate on current capital allocation priorities?"

謝謝，戴夫。我們的下一個問題來自[Sonny]，他問道：“您能詳細說明當前的資本配置優先事項嗎？”

Absolutely. So [Sonny], we've delivered 3 consecutive quarters have got profitability. Looking at the first half of the year, $285 million in adjusted free cash flow, close to almost $1 billion since we've gone public. AIP is going to be transformative. We've talked -- you've heard Alex talk about the scale that we think is going to be. We've talked about reorienting the company around it. Earlier, I spoke about how we're orienting our compensation about it. You combine that GAAP profitability, strong cash flow, AIP. The Board just authorized a $1 billion stock buyback, which aligns with our goal of S&P500 inclusion.

絕對地。 [Sonny]，我們已經連續 3 個季度實現盈利。看看今年上半年，調整後的自由現金流為 2.85 億美元，接近我們上市以來的近 10 億美元。 AIP 將帶來變革。我們已經談過了——你已經聽亞歷克斯談論了我們認為將會達到的規模。我們已經討論過圍繞它重新定位公司。早些時候，我談到了我們如何調整薪酬。您可以將 GAAP 盈利能力、強勁的現金流和 AIP 結合起來。董事會剛剛批准了 10 億美元的股票回購，這符合我們納入標準普爾 500 指數的目標。

We are very focused on investing in ourselves. It is -- we are not as focused on acquiring other companies. We believe we have the right products and/or we will build them. So we are investing in what we do, what we believe are the best in the world, very little interest in products we see on the market. And so it's really an investment in ourselves and our talent through changing the compensation and our ability to retain people by making sure we're focused on a mission that is crazy important to us in the world, in showing our belief with actual real attendees and running like health.

我們非常注重對自己的投資。我們並不那麼專注於收購其他公司。我們相信我們擁有合適的產品並且/或者我們將製造它們。因此，我們正在投資於我們所做的事情，我們認為是世界上最好的事情，而對我們在市場上看到的產品很少感興趣。因此，這實際上是對我們自己和我們人才的投資，通過改變薪酬和我們留住人才的能力，確保我們專注於對我們在世界上非常重要的使命，向真實的參與者展示我們的信念，跑步就像健康。

Thank you both. Our next question is from Dan with Wedbush. Dan, please turn on your camera and you'll receive a prompt to unmute your line.

謝謝你們倆。我們的下一個問題是 Dan 和 Wedbush 提出的。丹，請打開您的相機，您將收到取消線路靜音的提示。

Yes, thank you. So a great call and just a phenomenal insight that you provided. I guess my question would be, when it comes to AIP, what surprised you, Alex and the team? In other words, the last 10 weeks, has it surprised you just what we've seen from customers just how dramatic the sort of surge of interest has been?

是的，謝謝。這是一次很棒的通話，您提供了非凡的見解。我想我的問題是，當談到 AIP 時，是什麼讓您、Alex 和團隊感到驚訝？換句話說，過去 10 週，我們從客戶那裡看到的興趣激增程度是否令您感到驚訝？

Shyam should talk about this, but what has very much surprised me is the way in which American institutions have metabolized the lessons of the last software wave. So they have a much deeper understanding of what the problem would be that you would solve. And the operators, so the people actually running the business in America realized the determinant variable for changing their margins, changing their profit and outmaneuvering their competition is AI. And so -- then you have the dynamic with the Board. The Board is insisting on governance. The operators are insisting on adoption. And this is very, very different than anything I've ever seen. Typically, with software intervention from the outside, you've got to convince the CIO, the Board doesn't care and the operator is focused on business metrics.

希亞姆應該談論這一點，但令我非常驚訝的是美國機構消化上一次軟件浪潮的教訓的方式。因此，他們對您要解決的問題有更深入的了解。而運營商，也就是在美國實際經營業務的人，意識到改變利潤、改變利潤和戰勝競爭對手的決定性變量是人工智能。所以——然後你就會看到與董事會的動態。董事會堅持治理。運營商堅持採用。這與我所見過的任何事情都非常非常不同。通常，通過外部的軟件干預，您必須說服 CIO，董事會並不關心，而操作員則專注於業務指標。

Here, the operators are saying, I know -- for example, I was dealing with a large -- I was talking to one of the largest transporters of people in the world. And the operator is saying, "Okay, I know we have a problem with churn. I know we have a problem with logistics. These problems can only be solved algorithmatically, but I can't solve them unless I have a governance structure that allows me to solve them because my Board will go nuts." That is basically a shape of a problem only we can solve. And this is happening all over America, various problems like this.

在這裡，運營商說，我知道——例如，我正在與一個大型——我正在與世界上最大的人員運輸公司之一交談。運營商說，“好吧，我知道我們有客戶流失的問題。我知道我們有物流的問題。這些問題只能通過算法來解決，但我無法解決它們，除非我有一個治理結構，允許我來解決這些問題，因為我的董事會會發瘋的。”這基本上是一個只有我們才能解決的問題。這種情況在美國各地都在發生，諸如此類的各種問題。

I'll give you another example. One of the advantages of AI is that if you want to do manufacturing, so you want to do Japanese manufacturing in America, you're actually having to use Japanese methodologies with American workers. [Tier 4] is not impossible. AI can actually allow you to manage the internal dynamics of your workforce so that you get the Japanese culture with American workers in the U.S. And this is just absolutely game-changing for our country. And why is it that -- now there are other countries, but Europe here is really going to struggle, but other countries, why is this game-changing, particularly for America? Because it allows us to do manufacturing at a level we typically could not do in use cases that we were not good at. It allows us to change the margins. It allows us to do it safely. It realigns the institution. So now the IT person, the operator and the CEO are very focused on a use case that will change the share price.

我再舉一個例子。人工智能的優勢之一是，如果你想做製造業，那麼你想在美國進行日本製造，那麼你實際上必須對美國工人使用日本的方法。 【第四層】也不是不可能。人工智能實際上可以讓你管理勞動力的內部動態，這樣你就可以與在美國的美國工人一起了解日本文化，這對我們國家來說絕對是改變遊戲規則的。為什麼現在還有其他國家，但歐洲真的會陷入困境，但其他國家，為什麼這會改變遊戲規則，特別是對美國來說？因為它使我們能夠以我們通常在不擅長的用例中無法做到的水平進行製造。它允許我們更改邊距。它使我們能夠安全地做到這一點。它重新調整了機構。因此，現在 IT 人員、運營商和首席執行官都非常關注會改變股價的用例。

It's very unusual for institutions to be fully aligned, unless someone's shooting at you. So like the only institutions I've ever seen that are fully aligned, literally someone is shooting at you. And even then, the IT person is often like, "Well, why can't I buy this from my cousin?" It's like -- and literally, the special operator kicks the IT person. So this is a completely different movement.

機構之間完全一致是很不尋常的，除非有人向你開槍。因此，就像我見過的唯一完全一致的機構一樣，實際上有人在向你開槍。即便如此，IT 人員也經常會說，“好吧，為什麼我不能從我表弟那裡買這個？”這就像——從字面上看，特殊操作員踢了 IT 人員。所以這是一個完全不同的運動。

And then I'll say something else. Typically, this moment would be captured by non-incumbents people at early-stage companies. But the market is moving too quickly. The barriers to get inside these companies are still there. And then the other incumbents, some of them are very interesting, but most of them just don't build products. They do not -- they are companies with thin -- beautiful companies. They do things we can't do, but they don't really have many engineers. The engineers have been there for 50 years. They have huge sales forces. They cannot build something that's relevant. And if they could, it's going to take years. And there's nothing to acquire. We're not for sale.

然後我再說點別的。通常，這一時刻會被早期公司的非現任人員抓住。但市場發展得太快了。進入這些公司的障礙仍然存在。然後是其他現有企業，其中一些非常有趣，但大多數只是不構建產品。他們沒有——他們是擁有薄弱——美麗的公司的公司。他們做我們做不到的事情，但他們的工程師並不多。工程師們已經在那里工作了 50 年。他們擁有龐大的銷售隊伍。他們無法構建相關的東西。即使他們能做到，也需要數年時間。而且沒有什麼可以獲取的。我們不賣。

And on the ground working with customers, I would just add that the ambition has gone way up. People expect this offer to work. They -- so what do I expect of the software I'm getting from my IT organization that's gone up? Then the ambition of their own use cases, what do I want to accomplish with the software that's gone way up? So that's created a lot of white space to go after. And then when you can deliver 15 copilots in 9 weeks, it's -- you just get so much more pull on that.

在與客戶的實地合作中，我想補充一點，我們的雄心壯誌已經大大提高了。人們希望這個提議能夠發揮作用。他們 - 那麼我對從 IT 組織獲得的軟件有何期望？然後是他們自己的用例的野心，我想用已經進步的軟件來完成什麼？所以這創造了很多空白空間。然後，當您可以在 9 週內交付 15 名副駕駛時，您就會獲得更大的吸引力。

The other part that's been rewarding is like we no longer spend time talking about why do you need ontology. We don't even have to use that word anymore because it's intuitive. It's obvious the infrastructure we've built and how that enables you to actually accomplish these ambitious use cases. So it's just been a huge tailwind for us.

另一件有價值的部分是我們不再花時間討論為什麼需要本體論。我們甚至不必再使用這個詞，因為它很直觀。很明顯，我們構建的基礎設施以及它如何使您能夠真正完成這些雄心勃勃的用例。所以這對我們來說是一個巨大的推動力。

Thanks, Alex and Shyam. Our next question is from Mariana with Bank of America. Mariana, please turn on your camera and then you'll receive a prompt to unmute your line.

謝謝，亞歷克斯和夏姆。我們的下一個問題來自美國銀行的瑪麗安娜。 Mariana，請打開您的相機，然後您將收到取消線路靜音的提示。

So my question is going to be about AIP. You mentioned more than 100 organizations using it right now. How are you thinking about ratio and timing of commercial? And second, on the other conversations we're having with like 300-plus organizations, how many of those are willing to use it on a Foundry platform versus their own?

所以我的問題是關於 AIP 的。您提到目前有 100 多個組織在使用它。您如何考慮廣告的比例和時機？其次，在我們與 300 多家組織進行的其他對話中，有多少人願意在 Foundry 平台上使用它而不是他們自己的平台？

Do you want to take this?

你想拿這個嗎？

Sure. We're in the phase right now where we're very focused on driving compounding usage of this. It's like we've done this with Gotham, we've done this with Gaia, with Foundry, with Apollo. And what we're excited to see is that we have over 5,000 monthly users. The users are growing 50% month-over-month. Obviously, we've been doing this for 10 weeks now. That's quite a bit in the enterprise for the pace that we're going at here. I think -- let's look and see what happens in the next few months here, but we don't think it's going to be too long to kind of turn that corner. What was -- can you remind me the second part of your question?

當然。我們現在正處於非常專注於推動複合使用的階段。就像我們對 Gotham、Gaia、Foundry、Apollo 都這樣做過一樣。我們很高興看到我們每月有超過 5,000 名用戶。用戶環比增長 50%。顯然，我們這樣做已經有 10 週了。對於我們目前的步伐來說，這對於企業來說是相當大的。我想——讓我們看看接下來幾個月會發生什麼，但我們認為扭轉局面不會太久。你能提醒我你問題的第二部分是什麼嗎？

The way -- if people don't have Foundry, how does it work?

順便說一下——如果人們沒有 Foundry，它是如何運作的？

I think the real focus on the AIP product strategy is to make sure that you can use AIP without Gotham, Foundry or Apollo. And that to the extent you see the value in these things, you're going to pull them along with you. Now I think that's where ontology has been most useful in both context. We've deployed operational workflows on classified networks using this technology in real-world exercises. That's only accomplishable because they're standing on a decade of this well-ontologized data and the kind of enterprise tools that they have for war fighting to accomplish those use cases. So when you look at the time to value, it helps them solve for their use case.

我認為 AIP 產品策略的真正重點是確保你可以在沒有 Gotham、Foundry 或 Apollo 的情況下使用 AIP。只要你看到這些東西的價值，你就會把它們拉過來。現在我認為這就是本體論在這兩種情況下最有用的地方。我們在實際演習中使用該技術在分類網絡上部署了操作工作流程。這是可以實現的，因為他們擁有十年來完善的本體數據和用於戰爭來完成這些用例的企業工具。因此，當您查看價值實現時間時，它可以幫助他們解決其用例。

The other part that I would point out is people then see the value of bringing their own tools to bear. When I think about the work we're doing with pharma companies and many of the AI models that they've already built, this actually helps them close that last mile where they feel like, look, we have these exquisite models. We have these libraries. How do we actually connect it to the business case of driving drug development more quickly? And then you see these sort of hybrid architectures emerging where you have AIP, you have Foundry, you have their homegrown systems working quite harmoniously against the ambitious problem. And so I think that's been pretty productive.

我要指出的另一部分是，人們會看到使用自己的工具的價值。當我想到我們與製藥公司所做的工作以及他們已經構建的許多人工智能模型時，這實際上幫助他們完成了最後一英里，他們感覺，看，我們擁有這些精美的模型。我們有這些圖書館。我們如何將其與更快地推動藥物開發的商業案例聯繫起來？然後你會看到這種混合架構的出現，你有 AIP，你有 Foundry，你有他們自己開發的系統，它們可以非常和諧地工作來解決這個雄心勃勃的問題。所以我認為這是非常富有成效的。

And I think the good part about this because it's so generative right now is that there is no reference architecture. You're not getting caught up in kind of academic questions of how should we design this thing. People are forging that and figuring that out relative to what works and delivers value.

我認為這方面的好處是沒有參考架構，因為它現在非常具有創造性。你不會陷入我們應該如何設計這個東西的學術問題。人們正在鍛造這一點，並找出與什麼有效並能帶來價值相關的內容。

Let me just riff on that a little bit. We built this original project -- product, our first product off the ground made us famous in a very small market called clandestine services. And that project or product PG did something really interesting. It de facto taught the world what the use case is that you would need to solve and then provided the product that solved it. And that's exactly what we're doing with AIP. So you do have an advantage if you already have Foundry because we've already kind of pre-taught you where the road is going to go. But right now, to Shyam's point and point I made earlier, there is no road map.

讓我簡單說一下。我們建立了這個原始項目——產品，我們的第一個產品使我們在一個稱為秘密服務的非常小的市場中出名。那個項目或產品 PG 做了一些非常有趣的事情。事實上，它告訴世界您需要解決什麼用例，然後提供解決它的產品。這正是我們對 AIP 所做的事情。因此，如果您已經擁有 Foundry，那麼您確實具有優勢，因為我們已經預先告訴了您前進的方向。但現在，就夏姆的觀點和我之前提出的觀點而言，還沒有路線圖。

The product is actually teaching people what the road map would look like. That doesn't mean everyone will buy AIP, by the way. So a lot of people say, okay, well, I need these 15 things. I need what Shyam is calling ontology, it's the ability to interact with LLM. I need the ability to take that out and turn it into logic. I need an ability to run that on my enterprise safely. I need all these things. And I want to spend -- some people may say, I want to spend $500 million building that because I want to own it.

該產品實際上是在教人們路線圖是什麼樣子的。順便說一句，這並不意味著每個人都會購買 AIP。所以很多人說，好吧，我需要這 15 樣東西。我需要 Shyam 所說的本體論，它是與法學碩士互動的能力。我需要有能力將其取出並將其轉化為邏輯。我需要能夠在我的企業中安全地運行它。我需要所有這些東西。我想花——有些人可能會說，我想花 5 億美元建造它，因為我想擁有它。

A lot of those people will fail; some will succeed. A lot of the other people will buy it from Palantir, but we are de facto teaching people the "roadmap" of the way the world will look and the problems you have to solve, and it teaches them because you can show it live in action. And that's what's going on in the market. And that gets to when we actually monetize this, we will monetize.

其中很多人都會失敗；有些人會成功。很多其他人會從 Palantir 購買它，但我們實際上是在教人們世界將會是什麼樣子以及你必須解決的問題的“路線圖”，它教會了他們，因為你可以在行動中展示它。這就是市場上正在發生的事情。當我們真正將其貨幣化時，我們就會貨幣化。

Palantir is guilty of many things. People think -- they thought we were insane. Some people think I'm eclectic, some analysts think that I am talking something they've never heard of, but you know, often right. We have no problem monetizing. We make $2.9 million per commercial customer across the world.

Palantir 犯下了很多錯誤。人們認為——他們認為我們瘋了。有些人認為我不拘一格，有些分析師認為我在談論他們從未聽說過的東西，但你知道，通常是對的。我們在盈利方面沒有任何問題。我們在全球為每個商業客戶賺取 290 萬美元。

We will figure out how to monetize it. First, we're teaching the market what it is. We're getting people on board, we're showing people that these are the kind of problems you have to solve if you want to engage in actually making money as opposed to writing neat poetry that may be scary to your enterprise and your Board won't let you install anyway. And then we will allow -- then we will charge for that.

我們將弄清楚如何將其貨幣化。首先，我們正在教導市場它是什麼。我們正在讓人們加入進來，我們向人們展示，如果你想真正賺錢，而不是寫一些可能讓你的企業感到恐懼的簡潔詩句，那麼這些都是你必須解決的問題，而你的董事會會贏。無論如何都不讓你安裝。然後我們將允許——然後我們將為此收費。

Thank you both. Alex, as always, we have a lot of investors on the line. Are there any other thoughts you'd like to share before we end the call?

謝謝你們倆。亞歷克斯，一如既往，我們有很多投資者在排隊。在我們結束通話之前您還有其他想法想分享嗎？

Well, as usual, I'd like to thank our -- many of our supporters; our clients who've seen this transformation and supported it, who are adopting AIP; the Palantirian team, which goes through the vicissitude of our ships and now is fully aligned on building AIP; our retail investors who I think have been way ahead of everyone else in understanding the product, actually testing it, looking at it, calling customers; and, in general, the spirit of American innovation from which we are profiting. And thank you for your time.

嗯，像往常一樣，我要感謝我們的許多支持者；我們的客戶見證了這一轉變並支持它，他們正在採用 AIP； Palantirian 團隊經歷了我們船隻的變遷，現在完全一致致力於建設 AIP；我認為我們的散戶投資者在了解產品、實際測試、觀察、致電客戶方面遠遠領先於其他人；總的來說，我們從中受益的美國創新精神。感謝您抽出時間。

Thanks, Alex. That concludes Q&A for today's call.

謝謝，亞歷克斯。今天電話會議的問答就到此結束。