Palantir Technologies Inc (PLTR) 2023 Q4 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 Fourth Quarter 2023 Earnings Call. We'll be discussing the results announced in our press release issued after the market close and posted on our Investor Relations website.

午安.我是 Palantir 財務團隊的 Ana Soro，歡迎您參加我們的 2023 年第四季財報電話會議。我們將在市場收盤後發布的新聞稿中討論該結果，並在我們的投資者關係網站上發布。

During the call, we will make statements regarding our business that may be considered forward-looking within applicable securities laws, including statements regarding our first quarter and fiscal 2024 results, management's expectations for our future financial and operational performance, and other statements regarding our plans, prospects and expectations. 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 close today and in our SEC filings. We undertake no obligation to update forward-looking statements, except as required by law.

在電話會議中，我們將就我們的業務做出可能在適用證券法中被視為前瞻性的聲明，包括有關我們第一季和2024 財年業績的聲明、管理層對我們未來財務和營運業績的預期，以及有關我們計劃的其他聲明、前景和期望。這些聲明並非承諾或保證，並且受風險和不確定性的影響，可能導致其與實際結果有重大差異。有關這些風險的資訊可在我們今天收盤後發布的收益新聞稿和我們提交給美國證券交易委員會的文件中查閱。除非法律要求，我們不承擔更新前瞻性聲明的義務。

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.

此外，在今天的電話會議中，我們將參考某些調整後的財務指標。這些非 GAAP 財務指標應作為 GAAP 指標的補充而不是替代或孤立地看待。我們今天提供的新聞稿和投資者介紹中包含了有關這些非公認會計準則指標的更多信息，包括非公認會計準則與可比公認會計準則指標的調節。

Our press release, investor presentation and SEC filings are available on our Investor Relations website at investors.palantir.com.

我們的新聞稿、投資者介紹和 SEC 文件可在投資者關係網站 investors.palantir.com 上查閱。

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.

在通話過程中，我們在討論業務時會參考各種成長率。除非另有說明，這些比率反映的是同比變化。

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.

參加今天電話會議的還有執行長 Alex Karp； Shyam Sankar，首席技術長；戴夫‧格雷澤 (Dave Glazer)，財務長；以及首席營收長兼首席法律長 Ryan Taylor。

I'll now turn it over to Ryan to start the call.

現在我將把電話交給 Ryan 來開始通話。

2023 was a tremendous year of opportunity and growth for our company with U.S. commercial at the forefront, which was meaningfully driven by AIP as the product and Bootcamps as the go-to-market motion.

2023 年對我們公司來說是充滿機會和成長的巨大一年，我們以美國商業為先導，以 AIP 為產品、以 Bootcamps 為市場推廣動力，有力地推動了公司的發展。

We closed out the year with $608 million in fourth quarter revenue, representing 20% year-over-year and 9% sequential growth. Our commercial business surpassed $1 billion in revenue over the last 12 months, a noteworthy milestone. And our fourth quarter commercial revenue grew 32% year-over-year.

我們以 6.08 億美元的第四季營收結束了這一財年，比去年同期成長了 20%，比上一季成長了 9%。過去 12 個月，我們的商業業務收入超過了 10 億美元，這是一個值得注意的里程碑。我們第四季的商業收入年增32%。

AIP and bootcamps are accelerating our business, particularly in U.S. commercial where fourth quarter revenue grew 70% year-over-year, evidencing a significantly expanding addressable market. In October, we set a goal of executing 500 AIP bootcamps within 1 year. We have already blown that goal out of the water, having completed more than 560 bootcamps across 465 organizations to date.

AIP 和訓練營正在加速我們的業務發展，特別是在美國商業領域，第四季營收年增 70%，證明潛在市場正在顯著擴大。 10 月份，我們設定了在一年內執行 500 個 AIP 訓練營的目標。我們已經超額完成了這一目標，迄今已在 465 個組織完成了 560 多個訓練營。

We are deploying AIP to implement hundreds of real tangible use cases in production for our customers. One bootcamp attendee remarked, "What your team did in just 2 days was incredible. We can already think of 100 use cases for this." While another said, "It seems there are endless solutions. It seems there's nothing Palantir cannot do."

我們正在部署 AIP，為客戶在生產中實現數百個真實實際的用例。一名訓練營參與者評論道：“你們團隊在短短兩天內取得的成果令人難以置信。我們已經能想到 100 個用例了。”另一位網友則表示：“似乎有無數的解決方案。似乎沒有什麼是 Palantir 做不到的。”

When combining LLMs with Foundry through AIP, the ability to deploy use cases becomes much more widely accessible, so the addressable market expands considerably. We're seeing initial momentum as a result of that expansion while also still being at the starting line in the journey to capture that market.

當透過 AIP 將 LLM 與 Foundry 結合時，部署用例的能力變得更加廣泛，因此可尋址市場將大大擴展。我們看到了此次擴張帶來的初步發展勢頭，同時我們仍處於佔領該市場的起跑線上。

In our U.S. commercial business, the expanding addressable market driven by AIP is propelling growth both through new customer acquisitions and expansions with existing customers. I have never before seen the level of customer enthusiasm and demand that we are currently seeing from AIP and U.S. commercial.

在我們的美國商業業務中，AIP 推動的潛在市場不斷擴大，透過獲取新客戶和擴大現有客戶規模推動成長。我從未見過 AIP 和美國商業客戶表現出如此高的熱情和需求。

With regard to new customer acquisition, the expanding addressable market is reflected in the greater scale of the top of our sales funnel, and now we're doubling down on how we're converting bootcamps to enterprise deals. We're already seeing evidence of bootcamps helping to significantly compress sales cycles and accelerate the rate of new customer acquisition, which rose to 22% sequentially for U.S. commercial in Q4 versus 12% and 4% in Q3 and Q2, respectively. And we more than doubled the number of U.S. commercial deals with TCV of $1 million or more from the fourth quarter in 2022 to 2023. We're also seeing a meaningful increase in our U.S. commercial TCV on a dollar-weighted duration basis, which is up 107% year-over-year and 42% sequentially.

對於新客戶獲取而言，不斷擴大的潛在市場反映在我們銷售管道頂端的更大規模上，現在我們正在加倍努力將訓練營轉化為企業交易。我們已經看到訓練營有助於顯著壓縮銷售週期和加快新客戶獲取率的證據，美國商業的這一比例在第四季度環比上升至22%，而第三季度和第二季度分別為12%和4%。從2022 年第四季到2023 年，我們的美國商業交易數量增加了一倍以上，TCV 達到或超過100 萬美元。著成長，年增 107%，季增 42%。

We signed a multitude of U.S. commercial deals last quarter. Just to name a few, we signed deals over $25 million each with one of the largest car rental companies, one of the largest telecommunication companies and one of the largest pharmaceutical and biotechnology corporations in the world. And then we also signed deals over $10 million each with an American consumer packaged goods holding company, an American automotive seat and electrical systems manufacturer, a comprehensive health network in the Midwest and a large-scale battery manufacturer. In addition, we signed deals over $5 million each with an American bank holding company, a horseracing regulatory organization, one of the world's largest equipment rental companies and one of the largest independent nonprofit cooperatives in the quick service restaurant industry. And these are just a few of the examples.

上個季度我們簽署了多項美國商業協議。舉幾個例子，我們與世界上最大的汽車租賃公司之一、最大的電信公司之一以及最大的製藥和生物技術公司之一簽署了價值超過 2500 萬美元的協議。然後我們還與一家美國消費品控股公司、一家美國汽車座椅和電氣系統製造商、一家中西部綜合醫療網絡和一家大型電池製造商簽署了每家價值超過1000萬美元的協議。此外，我們還與一家美國銀行控股公司、一家賽馬監管組織、世界上最大的設備租賃公司之一以及快餐業最大的獨立非營利合作社之一簽署了價值超過 500 萬美元的協議。這些只是其中的幾個例子。

Out of these deals, we're seeing several architypes emerge as a result of AIP. First is the new customer who attends a bootcamp and signs an enterprise contract shortly after. For instance, an American cable television provider signed a nearly $3 million deal following cold outreach on LinkedIn that led to a 5-day bootcamp, then an enterprise agreement, all in the span of last quarter.

在這些交易中，我們看到了由於 AIP 而出現的幾個原型。首先是參加訓練營並在之後不久簽署企業合約的新客戶。例如，一家美國有線電視提供商在上個季度內透過 LinkedIn 進行主動聯繫，隨後進行了為期 5 天的訓練營，最後達成了企業協議，簽署了一項近 300 萬美元的交易。

Then there's AIP-driven conversions of ongoing pilots. Following a 2-year prospecting effort, a large American consumer packaged goods holding company agreed to a pilot during which AIP was also introduced, then converted in December to a 5-year $19 million contract.

然後還有由 AIP 驅動的正在進行的試點轉換。經過兩年的勘探工作，一家大型美國消費品控股公司同意進行試點，期間也引入了 AIP，並於 12 月轉為一份為期 5 年、價值 1900 萬美元的合約。

Then also, there's AIP-driven expansions in key existing accounts, including one of the world's largest telecommunication companies where we demonstrated speed to value at bootcamps by delivering new use cases on top of the existing ontology in as little as 24 hours, with the results contributing to an agreement for a multimillion dollar expansion of our existing contract.

此外，AIP 還在關鍵現有客戶中推動了擴展，其中包括世界上最大的電信公司之一，我們在訓練營中展示了價值實現速度，在短短24 小時內就在現有本體的基礎上提供了新的用例，結果為我們現有合約數百萬美元的擴展協議做出貢獻。

Within our international commercial business, AIP is solidifying our long-standing partnerships with existing customers, particularly in Continental Europe, while also driving pockets of growth in select markets. This includes the renewal of our long-standing partnership with Novartis, a 5-year renewal with one of the largest European vehicle manufacturers and a 5-year renewal of our partnership with Swiss Re.

在我們的國際商業業務中，AIP 正在鞏固與現有客戶（尤其是歐洲大陸客戶）的長期合作夥伴關係，同時也推動特定市場的成長。其中包括與諾華續簽長期合作關係、與歐洲最大的汽車製造商之一續簽 5 年合作夥伴關係、以及與瑞士再保險公司續簽 5 年合作夥伴關係。

In addition to bootcamps, we are deepening distribution channels to more rapidly seize opportunities in certain regions, including Japan. In Q4, we expanded and extended our partnership with Fujitsu to enable them to bring AIP and data integration capabilities to their global client base. We also signed an expansion with Sompo Care to enable delivery of their real data platform to nursing homes and other care facilities. Both of these reflected a culmination of months-long efforts prior to deal closing.

除了訓練營之外，我們還在深化分銷管道，以便更快地抓住包括日本在內的某些地區的機會。第四季度，我們擴大了與富士通的合作夥伴關係，使他們能夠為其全球客戶群帶來 AIP 和資料整合功能。我們還與 Sompo Care 簽署了擴展協議，以便將其真實數據平台交付到療養院和其他護理機構。這兩項成果都反映了交易完成前數月努力的成果。

In our government business, we are actively engaged across all theaters of crisis and conflict. The strength of our U.S. government business is not reflected in the fourth quarter results, which remain muted. Some of this is due to the continuing resolution and timing of large potential contract awards. But it's also a function of the department's pace of scaling their AI and software efforts to match the realities of modern combat, particularly with JADC2. The department is responding to great power competition by ramping up investments in America's unique strength: software. We are focused on deploying on the battlefield and in large programs related to JADC2, combined with our rollout of Mission Manager and the First Breakfast initiatives, which is driving innovation in our engagement model with the government and the defense industrial base.

在我們的政府業務中，我們積極參與所有危機和衝突領域。我們美國政府業務的強勁表現並未反映在第四季的業績中，業績依然低迷。部分原因在於大型潛在合約授予的持續解決和時間安排。但這也是該部門擴大其人工智慧和軟體努力以適應現代戰鬥現實（特別是 JADC2）的速度的函數。為了因應大國競爭，美國國防部正加大對美國獨特優勢——軟體的投資。我們專注於在戰場上和與 JADC2 相關的大型專案中進行部署，並結合我們推出的任務管理器和第一頓早餐計劃，推動我們與政府和國防工業基地的合作模式創新。

The Army has publicly indicated they anticipate down selection to a single vendor for the next phase of TITAN to occur in Q2 of 2024. We also announced the extension of our partnership with the Army to continue operating and enhancing the Army Vantage platform, which is used for data-driven operations and decision-making. We will continue to onboard partners and demonstrate the value of Mission Manager during this option year to deliver on the Army's multi-vendor ecosystem vision.

美國陸軍已公開表示，他們預計將在2024 年第二季度為TITAN 的下一階段選定一家供應商。於用於數據驅動的營運和決策。在這一選擇年內，我們將繼續與合作夥伴合作，展示任務管理器的價值，以實現陸軍的多供應商生態系統願景。

On the strength of our work on the ground and our software that actually works, we expect reacceleration of our U.S. government business in 2024. Conventional wisdom is that government acquisitions are slow, and then you need to invest in the programs that the government is buying in a 2- to 3-year acquisition cycle, and that's what programs like CD-1, AIDP, Vantage and TITAN look like. But our business has also been driven by urgent acquisitions to meet emergent needs that we predicted and invested in years ahead of time. As the U.S. confronts conflict in 3 theaters and as all services seek rapid capabilities to meet those moments, we see substantial opportunity across the department.

憑藉我們在現場工作和實際有效的軟體，我們預計 2024 年美國政府業務將再次加速。這就是CD-1、AIDP、Vantage 和TITAN 等項目的樣子。但我們的業務也受到緊急收購的推動，以滿足我們提前數年預測和投資的緊急需求。隨著美國在三個戰區面臨衝突，各軍種都在尋求快速應對這些時刻的能力，我們看到整個部門都存在著巨大的機會。

Turning to our international government business. We are incredibly honored that the NHS chose Palantir to help deliver a federated data platform, awarding us a consumption-based contract with GBP 330 million allocated to improve patient care by bringing together the information needed to plan and deliver care while reducing administrative burden. Over the past few years, an increasing number of NHS trusts have used the software to reduce the care backlog. For example, at Chelsea and Westminster NHS Foundation Trust, it helped bring down the inpatient waiting list by 28%, and operations canceled on the day due to missed preoperative assessments subsequently fell by half.

談到我們的國際政府業務。我們非常榮幸 NHS 選擇 Palantir 來幫助提供聯合數據平台，並授予我們一份基於消費的合同，其中撥款 3.3 億英鎊用於通過整合規劃和提供護理所需的信息來改善患者護理，同時減輕行政負擔。在過去幾年中，越來越多的 NHS 信託機構使用該軟體來減少護理積壓。例如，在切爾西和威斯敏斯特 NHS 基金會信託，它幫助將住院等候名單減少了 28%，由於錯過術前評估而當天取消的手術數量也減少了一半。

In the fourth quarter, we also received funding from a partner nation related to our ongoing efforts in Eastern Europe, which had a substantial impact on our international government results.

第四季度，我們也獲得了來自合作國家的資金，用於我們在東歐的持續努力，這對我們的國際政府業績產生了重大影響。

Recent world events and global conflicts illustrate the utmost importance of Palantir's mission. It's our duty to uphold our founding principles through our continued dedication to our allies in the midst of current events. We don't take this lightly.

最近的世界事件和全球衝突說明了 Palantir 使命的至關重要性。在當前情況下，我們有責任繼續致力於維護我們的盟友，堅持我們的創始原則。我們對此十分重視。

Last month, we held our Board meeting in Tel Aviv where I saw firsthand our commitment to and support for Israel. While there, we were proud to announce our strategic partnership to supply the Israeli defense ministry with technology to aid in addressing the current situation in Israel. My experience there was a humbling reminder of the role we play and the responsibility that we hold.

上個月，我們在特拉維夫舉行了董事會會議，在那裡我親眼目睹了我們對以色列的承諾和支持。在那裡，我們很自豪地宣佈建立戰略合作夥伴關係，向以色列國防部提供技術，以幫助解決以色列當前的局勢。我在那裡的經歷讓我謙卑地認識到我們所扮演的角色和所承擔的責任。

Reflecting on 2023, we feel immense pride in the missions we are supporting and in our role shepherding our customers through the ongoing transformation of their enterprises with AIP. This ongoing transformation isn't just limited to our customers. I'm proud of the incredible transformation of our enterprise in 2023, and I'm excited about what it will bring in 2024 as we conquer the expanding market.

回顧 2023 年，我們對所支持的使命以及透過 AIP 引導客戶實現企業持續轉型所扮演的角色感到無比自豪。這種持續的轉變不僅限於我們的客戶。我為我們企業在 2023 年實現的驚人轉型感到自豪，我對我們在 2024 年征服不斷擴大的市場時它將帶來的變化感到興奮。

I'll now turn it over to Shyam.

現在我將把它交給 Shyam。

Thanks, Ryan. As Ryan mentioned, the expanding addressable market driven by AIP is propelling growth both through new customer acquisitions and expansions with existing customers. We continue to focus on accelerating the rate of bootcamps with current and prospective customers.

謝謝，瑞安。正如 Ryan 所提到的，AIP 推動的潛在市場不斷擴大，透過獲取新客戶和擴大現有客戶規模推動成長。我們將繼續致力於加快現有和潛在客戶的訓練營速度。

From customer feedback, the AI platform meets this moment like none other. AI has radically recalibrated customer expectations for software. Expectations at AIP and Foundry exceed by enabling the elegant integration of humans, software and AI to deliver operational outcomes quickly. We are focused on the end-to-end problem of value creation, not a small, narrow technical slice. Accordingly, our platforms focus on tools, not tuning; on transforming business processes, not seeking iotas of insight. AIP is the AI-powered operating system for the enterprise, not a Q&A bot, not an agent framework, not a way to dabble, but a way to deliver.

從客戶的回饋來看，AI平台以獨特的方式滿足了這項需求。人工智慧從根本上重新調整了客戶對軟體的期望。 AIP 和 Foundry 的期望超乎預期，透過實現人類、軟體和人工智慧的完美結合，快速交付營運成果。我們專注於價值創造的端到端問題，而不是狹小的技術層面。因此，我們的平台專注於工具，而不是調整；致力於轉變業務流程，而不是尋求一點洞察力。 AIP 是企業導向的人工智慧作業系統，不是問答機器人，不是代理框架，不是涉獵的方式，而是一種交付方式。

At a recent 2-day bootcamp with a construction and engineering and architecture company, our customer developed a production-ready use case that provided $10 million of savings. They used AIP to build an AI-powered disruption manager application that processes production disruption notifications through AIP Logic to determine what the best new production plan would be. AIP, wielding a linear optimizer as a tool and using LLMs to parameterize and contextualize the disruption, translates the notification to a clear understanding of impact on the optimized schedule. AIP Logic and AIP Automate then rerun the optimizer to generate opportunities to respond to disruption. Two days, $10 million. We have covered nearly 200 use cases coming out of all these bootcamps, and we are just getting started.

在最近與建築工程和建築公司聯合舉辦的為期兩天的訓練營中，我們的客戶開發了一個可立即投入生產的用例，節省了 1000 萬美元。他們使用 AIP 建立了一個由人工智慧驅動的中斷管理應用程序，該應用程式透過 AIP Logic 處理生產中斷通知，以確定最佳的新生產計劃。 AIP 使用線性最佳化器作為工具，並使用 LLM 對中斷進行參數化和情境化，將通知轉化為對最佳化計畫影響的清晰理解。然後，AIP Logic 和 AIP Automate 會重新運行優化器以產生應對中斷的機會。兩天，1000 萬美元。我們已經涵蓋了所有這些訓練營中出現的近 200 個用例，而這只是個開始。

The core theory of value that has driven our product strategy for time eternal is data integration. That bringing new data into an operationally relevant context to expand the complexity, nuance and surface area of decision-making always produces value. AIP enables us to integrate so many types of new data: video conferences; incident response calls; Slack rooms; PDFs; images; video; audio, and exploit them through the power of LLMs and ontology.

推動我們永恆產品策略的核心價值理論是資料整合。將新資料帶入與營運相關的環境以擴大決策的複雜性、細微差別和表面積總是會產生價值的。 AIP 使我們能夠整合多種類型的新資料：視訊會議；事件響應電話；休閒室； PDF；圖像；影片;音頻，並透過 LLM 和本體論的力量來利用它們。

So much of what data defines a process is not actually in the system that runs that process but instead in conversations, conference calls, videos of the factory floor or images of a site. What's in the enterprise process system is a lossy, latent representation of this reality. Our software always exploited that phenomenon that the truth is out there, not in your ERP system or that blessed application. With AIP, we are investing in multimodal approaches to compound on this proven value driver and expand the addressable market of use cases within the enterprise.

定義某個流程的資料其實並不存在於執行該流程的系統中，而是存在於對話、電話會議、工廠車間的視訊或現場影像中。企業流程系統中的內容是這現實的有損的、潛在的表現。我們的軟體始終利用這一現象：真相就在那裡，而不是在你的 ERP 系統或那個受祝福的應用程式中。透過 AIP，我們正在投資多模式方法來複合這個經過驗證的價值驅動因素，並擴大企業內用例的可尋址市場。

As I've said before, with AI and LLMs, you can't think your way through it. You have to get your hands dirty and work in anger to get use cases into production. In AIP, we have built a platform to deliver proof, not just proofs of concept, to our customers. And bootcamps are the way to flex that strength. At AIPCon 3, we'll have many customers on stage showing you their great work. Come taste the pudding.

正如我之前所說，有了 AI 和 LLM，你就不能只靠思考來解決它。您必須親自動手並滿懷熱情地工作才能將用例投入生產。在 AIP 中，我們建立了一個平台，為客戶提供證明，而不僅僅是概念證明。而訓練營正是展現這種實力的方式。在 AIPCon 3 上，我們將有許多客戶登台向您展示他們的傑出作品。來嚐嚐布丁吧。

Turning to government. Palantir is experiencing its own Amazon.com-to-AWS moment, taking exquisite first-party technology that supports the largest scale defense tech player and making it available for third parties to build on and win: Gotham, Gaia, MetaConstellation. This is our software. Less well understood and now being commercialized is our software infrastructure, platforms like Apollo, the capabilities that we had to build over 20 years to enable hundreds of dev teams to independently release 2,500 products and services to nearly 1,000 customer environments, including about 100 airgap environments, delivering 90,000 upgrades a week. This infrastructure abstracts away supply chain security, environment heterogeneity and infrastructure so that developers can be operationally responsible for their services across it all, so they can focus on delivering innovation to the war fighter.

轉向政府。 Palantir 正在經歷從Amazon.com 到AWS 的時刻，它採用精湛的第一方技術來支援最大規模的國防技術參與者，並使其可供第三方在此基礎上構建和獲勝：Gotham、Gaia、MetaConstellation 。這是我們的軟體。我們的軟體基礎設施，例如Apollo 這樣的平台，現在正在商業化，這是我們20 多年來構建的功能，使數百個開發團隊能夠獨立向近1,000 個客戶環境（包括大約100 個隔離環境）發布2,500 種產品和服務。該基礎設施抽象化了供應鏈安全、環境異質性和基礎設施，以便開發人員可以對所有服務負責，從而可以專注於為作戰人員提供創新。

And that's exactly why the Palantir Government Web Services offering is so compelling. $100 billion has been invested by venture capitalists into defense tech since 2021. These companies want to compete on quality, not beating back bureaucracy. Government Web Services creates a capital and time-efficient way to unlock market access for new entrants and incumbents alike.

這正是 Palantir 政府網路服務如此引人注目的原因。自 2021 年以來，創投家已向國防科技領域投資了 1,000 億美元。政府網路服務創造了一種既節省資金又節省時間的方式來為新進業者和現有企業打開市場准入大門。

But even beyond defense tech companies, an extended set of these capabilities that we call Mission Manager are uniquely suited to delivering the capabilities that we have heard all government PMs asking for. Program offices want to pursue multi-vendor, big-tent ecosystem acquisition strategies with government-owned and managed interfaces.

但除了國防科技公司之外，我們稱為任務管理器的一組擴展功能也非常適合提供我們所聽到的所有政府總理所要求的功能。專案辦公室希望透過政府擁有和管理的介面推行多供應商、大型生態系統採購策略。

The typical way to pursue this is with a systems integrator where they are managing the integration with billable hours constrained by humans. At Palantir, we do this with software as a software integrator. We see a more significant market opportunity in Mission Manager and Government Web Services over the long term than in C2, Intel and data platforms alone.

實現這一目標的典型方式是與系統整合商合作，他們透過人工限制的計費時間來管理整合。在 Palantir，我們作為軟體整合商透過軟體實現這一目標。從長遠來看，我們認為 Mission Manager 和 Government Web Services 的市場機會比單獨的 C2、英特爾和資料平台更大。

We have already launched Mission Manager projects, starting with the U.S. Army, a customer whose needs and feedback have heavily shaped this offering. We continue to invest in relationships with the defense industrial base to help them bend metal more profitably and efficiently. In their earnings calls, America's prime signal that they're pulling back from getting substantially burned on firm fixed price contracts. This is a giant step in the wrong direction for America. So we want to lean in and help them optimize their supply chains, their production plans, quality and overall delivery against these contracts that have enormous opportunity to generate margin for them. But we are also working aggressively with new entrants to start with Foundry as their production software from day zero. M-day was yesterday. We have no time to waste to mobilize America's industrial base to ramp production.

我們已經啟動了任務管理器項目，首先是與美國陸軍合作，該客戶的需求和回饋對該產品產生了重大影響。我們將繼續投資與國防工業基礎的關係，以幫助他們更有利可圖、更有效率地彎曲金屬。在他們的獲利電話會議上，美國發出了主要信號，表明他們正在避免因固定價格合約而遭受巨額損失。這對美國來說是朝著錯誤方向邁出的一大步。因此，我們希望幫助他們優化供應鏈、生產計劃、品質和整體交付，從而為他們帶來巨大的利潤機會。但我們也積極與新進者合作，從零開始使用 Foundry 作為他們的生產軟體。 M日是昨天。我們沒有時間浪費來動員美國的工業基礎來提高產量。

Finally, our products could not be playing a more central role for real-world events. Our AI-enabled platforms are being leveraged maximally to support key U.S. government goals in the Middle East. We have surged support to Israel to enable the Israeli defense forces and intelligence services to leverage Gaia, Gotham, Foundry and AIP to tackle a growing list of use cases from tactical command and control, visual intelligence, forensics, readiness and production.

最後，我們的產品在現實世界事件中扮演更重要的角色。我們正在最大限度地利用人工智慧平台來支持美國政府在中東的關鍵目標。我們加強了對以色列的支持，使以色列國防軍和情報部門能夠利用 Gaia、Gotham、Foundry 和 AIP 來解決戰術指揮和控制、視覺情報、取證、戰備和生產等越來越多的用例。

At the same time, great power competition with China remains top of mind as we continue to invest in moving more of Palantir's mass west of the international dateline.

同時，隨著我們繼續投資將 Palantir 的更多品質轉移到國際日期變更線以西，與中國的大國競爭仍然是首要考慮因素。

And we continue to support Ukraine's efforts directly and through allies. When the bat signal goes up, Palantir's Gotham platform and its family of products have always answered the call.

我們將繼續直接或透過盟友支持烏克蘭的努力。當蝙蝠訊號響起時，Palantir 的 Gotham 平台及其係列產品總是會響應號召。

At the same time, monetization of these efforts will take time. The principal reason is that the DoD is at the very beginning of a long-term allocation shift from hardware to software. For example, the Army is spending a mere 0.015% of its budget on command-and-control software in fiscal year '24. But as we confront crisis and conflict in 3 theaters, this is changing. Growth is being driven by the incredible dynamism of the U.S. commercial market, and U.S. government will follow.

同時，這些努力的貨幣化還需要時間。主要原因是國防部剛開始從硬體到軟體的長期分配轉變。例如，陸軍在 24 財政年度僅將其預算的 0.015% 用於指揮和控制軟體。但隨著我們在三個領域面臨危機和衝突，這種情況正在改變。成長是由美國商業市場令人難以置信的活力所驅動，美國政府也將緊隨其後。

With that, I'll hand it over to Dave to talk us through the financials.

說完這些，我會把話題交給戴夫，讓他跟我們講解財務狀況。

Thanks, Shyam. We had an exceptionally strong fourth quarter marked by our outperformance across revenue, profitability and cash flow.

謝謝，Shyam。我們的第四季表現異常強勁，營收、獲利能力和現金流均表現出色。

Revenue growth accelerated to 20% year-over-year in Q4 on the back of our U.S. commercial business, which alone grew 70% year-over-year, a result driven by our momentum in AIP. Adjusted operating margin continued to expand to 34% in the fourth quarter, highlighting the strong unit economics of our business. We meet the high end of our guidance range on both revenue and adjusted operating margin, driving an 800 basis point sequential increase to our Rule of 40 score, from 46 in the third quarter to 54 in the fourth quarter.

由於美國商業業務的強勁成長，我們第四季的營收年增率加速至 20%，而美國商業業務的年成長率僅為 70%，這得益於我們 AIP 的發展勢頭。調整後營業利潤率在第四季持續擴大至 34%，突顯了我們業務強勁的單位經濟效益。我們的營收和調整後營業利潤率都達到了預期範圍的高端，推動我們的 40 規則得分連續增加 800 個基點，從第三季的 46 增加到第四季的 54。

We also delivered our fifth consecutive quarter of GAAP profitability. In 2023, we generated $210 million of GAAP net income, a $584 million increase from 2022. In the fourth quarter alone, we generated nearly $100 million in GAAP net income.

我們也連續第五個季度實現了 GAAP 利潤。 2023年，我們創造了2.1億美元的GAAP淨收入，比2022年增加5.84億美元。

We also delivered our fourth consecutive quarter of GAAP operating profit, generating $120 million of GAAP operating income in 2023, a $281 million increase year-over-year. Our GAAP operating profit accelerated in each quarter of last year, and in the fourth quarter alone, GAAP operating income increased 65% sequentially to $66 million, our highest quarter ever of GAAP operating income.

我們也連續第四個季度實現 GAAP 營業利潤，2023 年實現 1.2 億美元的 GAAP 營業收入，較去年同期成長 2.81 億美元。去年，我們的 GAAP 營業利潤每季都在加速成長，光是第四季度，GAAP 營業收入就較上季成長 65%，達到 6,600 萬美元，這是我們有史以來 GAAP 營業收入最高的一個季度。

We generated over $300 million in adjusted free cash flow in the fourth quarter, representing a margin of 50% and over $730 million of adjusted free cash flow for the full year.

我們在第四季產生了超過 3 億美元的調整後自由現金流，利潤率為 50%，全年調整後的自由現金流超過 7.3 億美元。

Turning to our global top line results. Fourth quarter revenue accelerated to $608 million, up 20% year-over-year and 9% sequentially. We generated $2.23 billion of revenue in 2023, representing a growth rate of 17% year-over-year. We generated $1.38 billion in total U.S. revenue in 2023, representing a growth rate of 19% year-over-year. Excluding the impact of revenue from strategic commercial contracts, fourth quarter revenue grew 20% year-over-year and 8% sequentially, and full year revenue grew 20% year-over-year.

談到我們的全球營收業績。第四季營收加速至 6.08 億美元，年增 20%，季增 9%。我們在 2023 年創造了 22.3 億美元的收入，年增 17%。 2023 年，我們在美國創造了 13.8 億美元的總收入，年增 19%。剔除策略性商業合約營收的影響，第四季營收年增20%，季增8%，全年營收年增20%。

Customer count grew 35% year-over-year and 10% sequentially to 497 customers. Revenue from our largest customers continues to expand. Fourth quarter trailing 12-month revenue from our top 20 customers increased 11% year-over-year to $55 million per customer.

客戶數量年增 35%，季增 10%，達到 497 位客戶。來自我們最大客戶的收入持續增加。第四季度，我們來自前 20 大客戶的營收年增 11%，達到每位客戶 5,500 萬美元。

Now moving to our commercial segment. Fourth quarter commercial revenue grew 32% year-over-year and 13% sequentially to $284 million. Full year commercial revenue grew 20% year-over-year to over $1 billion, surpassing the $1 billion mark for the first time. Excluding the impact from strategic commercial contracts, fourth quarter commercial revenue grew 35% year-over-year and 12% sequentially, and full year commercial revenue grew 28% year-over-year.

現在轉到我們的商業領域。第四季商業收入年增 32%，季增 13%，達到 2.84 億美元。全年商業收入年增20%，超過10億美元，首次突破10億美元大關。剔除策略商業合約的影響，第四季商業收入年增 35%，季增 12%，全年商業收入年增 28%。

Fourth quarter commercial TCV booked was $699 million, our highest commercial TCV quarter in the company's history, representing 156% growth year-over-year and 74% growth sequentially.

第四季商業 TCV 訂單為 6.99 億美元，這是該公司歷史上最高的商業 TCV 季度，年增 156%，季增 74%。

Last quarter, our U.S. commercial business saw rapid acceleration and unprecedented demand. Fourth quarter U.S. commercial revenue grew 70% year-over-year and 12% sequentially to $131 million. Full year U.S. commercial revenue grew 36% year-over-year to $457 million. Excluding revenue from strategic commercial contracts, fourth quarter U.S. commercial revenue grew 71% year-over-year and 8% sequentially, and full year U.S. commercial revenue grew 52% year-over-year.

上個季度，我們的美國商業業務經歷了快速成長和前所未有的需求。第四季美國商業營收年增 70%，季增 12%，達到 1.31 億美元。美國全年商業收入年增36%至4.57億美元。不包括策略性商業合約收入，第四季美國商業收入年增 71%，季增 8%，全年美國商業收入年增 52%。

Our momentum in AIP is driving both new customer conversions and existing customer expansions. The transformation that AIP is having on our business is best highlighted in our U.S. commercial bookings and backlog. In the fourth quarter, we booked $343 million of U.S. commercial TCV, representing 107% growth year-over-year on a dollar-weighted duration basis. Total remaining deal value in our U.S. commercial business grew 32% year-over-year and 28% sequentially. Our U.S. commercial customer count grew to 221 customers, reflecting 55% growth year-over-year and 22% growth sequentially.

我們在 AIP 方面的勢頭正在推動新客戶轉換和現有客戶擴張。 AIP 對我們業務產生的轉變在我們的美國商業預訂和積壓訂單中得到了最好的體現。第四季度，我們預訂了 3.43 億美元的美國商業 TCV，以美元加權期限計算年增 107%。我們美國商業業務的剩餘交易總價值年增 32%，較上季成長 28%。我們的美國商業客戶數量成長至 221 個，較去年同期成長 55%，較上季成長 22%。

Fourth quarter international commercial revenue grew 11% year-over-year and 14% sequentially to $154 million as we continue to capitalize on targeted growth opportunities in Asia, the Middle East and beyond.

第四季國際商業收入年增 11%，季增 14%，達到 1.54 億美元，因為我們繼續利用亞洲、中東及其他地區的目標成長機會。

As Ryan mentioned, we've been capturing value and footprint from AIP momentum, and 2 examples are from our work with Fujitsu and Sompo. These customers have been using AIP for months prior to the deals closing, resulting in some revenue catch-up last quarter.

正如 Ryan 所提到的，我們一直在從 AIP 勢頭中獲取價值和足跡，其中兩個例子就是我們與富士通和 Sompo 的合作。這些客戶在交易結束前的幾個月內就已經使用 AIP，導致上個季度的收入回升。

Full year international commercial revenue grew 9% year-over-year to $546 million. Revenue from strategic commercial contracts was $20 million for the quarter. We anticipate first quarter 2024 revenue from these customers to decline to between $14 million to $16 million compared to $33 million in the first quarter of 2023. We anticipate 2024 revenue from these customers to decline to approximately 2% of full year revenue compared to approximately 4% of revenue in 2023.

全年國際商業收入較去年同期成長9%至5.46億美元。本季來自策略商業合約的收入為 2000 萬美元。我們預計，2024 年第一季來自這些客戶的營收將下降至1,400 萬至1,600 萬美元之間，而2023 年第一季為3,300 萬美元。年收入的約2%，而2023 年同期約為 4佔 2023 年收入的百分比。

Shifting to our government segment. Fourth quarter government revenue grew 11% year-over-year and 5% sequentially to $324 million. Full year government revenue grew 14% year-over-year to $1.22 billion.

轉向我們的政府部門。第四季政府營收年增 11%，季增 5%，達到 3.24 億美元。全年政府營收年增14%至12.2億美元。

Fourth quarter U.S. government revenue grew 6% year-over-year and 3% sequentially to $237 million. Full year U.S. government revenue grew 11% year-over-year to $921 million. As Ryan mentioned, while our fourth quarter U.S. government results are muted due to the timing of larger contract awards, we expect our U.S. government business to reaccelerate in 2024.

第四季美國政府營收年增 6%，季增 3%，達到 2.37 億美元。全年美國政府營收年增11%至9.21億美元。正如 Ryan 所提到的，雖然我們第四季度的美國政府業績由於較大合約授予的時間而表現平淡，但我們預計我們的美國政府業務將在 2024 年重新加速。

Fourth quarter international government revenue grew 27% year-over-year and 11% sequentially to $87 million bolstered by our work in health care and defense. This included the receipt of funding from a partner nation related to our ongoing efforts in Eastern Europe which resulted in a revenue catch-up for the quarter. Full year international government revenue grew 23% year-over-year to $301 million.

第四季國際政府營收年增 27%，季增 11%，達到 8,700 萬美元，這得益於我們在醫療保健和國防領域的工作。其中包括來自合作國家與我們在東歐持續努力相關的資金，從而導致本季收入的追趕。全年國際政府營收年增23%，達3.01億美元。

We had an outstanding quarter of bookings. Fourth quarter TCV booked was $1.15 billion, up 192% year-over-year and 38% sequentially. Net dollar retention was 108%, an increase of 100 basis points from last quarter. Net dollar retention does not include revenue from new customers that we acquired in the past 12 months and therefore does not yet fully capture the acceleration in our U.S. commercial business.

本季我們的預訂業績十分出色。第四季的 TCV 為 11.5 億美元，年增 192%，季增 38%。淨美元保留率為 108%，較上一季增加 100 個基點。淨美元留存不包括我們在過去 12 個月內獲得的新客戶的收入，因此尚未完全反映我們美國商業業務的加速發展。

We ended the fourth quarter with $3.9 billion in total remaining deal value, an increase of 5% sequentially; and $1.2 billion in remaining performance obligations, an increase of 28% year-over-year and 26% sequentially.

截止第四季度，我們剩餘交易總價值為 39 億美元，季增 5%；剩餘履約義務為 12 億美元，年增 28%，季增 26%。

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.

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 個月的合約以及超出終止便利條款的合約義務，這兩項在我們大多數政府部門都很常見商業。

Turning to margin and expense. Adjusted gross margin, which excludes stock-based compensation expense, was 84% for the quarter and 82% for the year.

轉向利潤和費用。調整後毛利率（不含股票薪酬費用）本季為 84%，全年為 82%。

Adjusted income from operations, which excludes stock-based compensation expense and related employer payroll taxes, was $209 million, representing an adjusted operating margin of 34% and marking the fifth consecutive quarter of expanding adjusted operating margins. Full year adjusted income from operations was $633 million, representing a margin of 28% and a 600 basis point increase compared to 2022.

調整後的營業收入（不包括股票薪酬費用和相關雇主工資稅）為 2.09 億美元，調整後的營業利潤率為 34%，標誌著調整後的營業利潤率連續第五個季度擴大。全年調整後營業收入為 6.33 億美元，利潤率為 28%，與 2022 年相比增加 600 個基點。

Q4 adjusted expense was $399 million, up 1% sequentially and up 1% year-over-year. Full year adjusted expense was $1.6 billion, up 7% year-over-year.

第四季調整後支出為 3.99 億美元，季增 1%，年增 1%。全年調整後支出為 16 億美元，年增 7%。

Our bottom line outperformance in 2023 has positioned us to be able to escalate investment and resources to AIP. As a result, we expect expenses to increase in Q1, but remain focused on calibrating expense growth below revenue growth for the full year in order to continue delivering on our goals of sustained GAAP profitability and operating income.

我們在 2023 年的出色表現使我們能夠增加對 AIP 的投資和資源。因此，我們預計第一季的費用將會增加，但仍將重點放在將費用成長控制在全年收入成長以下，以繼續實現持續的 GAAP 獲利能力和營業收入的目標。

In the fourth quarter, we generated GAAP operating income of $66 million, representing an 11% margin, our fourth consecutive quarter of GAAP operating income. Full year GAAP operating income was $120 million. We generated fourth quarter GAAP net income of $93 million, representing a 15% margin, our fifth consecutive quarter of GAAP profitability. Full year GAAP net income was $210 million.

第四季度，我們實現了 6,600 萬美元的 GAAP 營業收入，利潤率為 11%，這是我們連續第四個季度實現 GAAP 營業收入。全年 GAAP 營業收入為 1.2 億美元。我們第四季的 GAAP 淨收入為 9,300 萬美元，利潤率為 15%，這是我們連續第五個季度實現 GAAP 盈利。全年 GAAP 淨收入為 2.1 億美元。

Fourth quarter adjusted earnings per share was $0.08 and GAAP earnings per share was $0.04. Full year adjusted earnings per share was $0.25 and GAAP earnings per share was $0.09.

第四季調整後每股收益為 0.08 美元，GAAP 每股收益為 0.04 美元。全年調整後每股收益為 0.25 美元，GAAP 每股收益為 0.09 美元。

Additionally, our combined revenue growth and adjusted operating margin accelerated to 54% in the fourth quarter, an 800 basis point increase to our Rule of 40 score from the prior quarter. We continue to strive to maintain its exceptional balance of top and bottom line performance.

此外，我們第四季的綜合收入成長和調整後營業利潤率加速至 54%，比上一季的 40 規則得分增加了 800 個基點。我們將繼續努力保持頂線和底線業績之間的良好平衡。

Turning to our cash flow. In the fourth quarter, we generated $301 million in cash from operations and $305 million in adjusted free cash flow, both representing a margin of 50%. In 2023, we generated $712 million in cash flow from operations and $731 million in adjusted free cash flow.

轉向我們的現金流。第四季度，我們產生了 3.01 億美元的營運現金流和 3.05 億美元的調整後自由現金流，利潤率均為 50%。 2023 年，我們產生的營運現金流為 7.12 億美元，調整後自由現金流為 7.31 億美元。

We ended Q4 with $3.7 billion in cash, cash equivalents and short-term U.S. Treasury securities. We retain access to additional liquidity of up to $500 million through our revolving credit facility, which remains entirely undrawn.

截至第四季度，我們持有現金、現金等價物和短期美國國債 37 億美元。我們透過循環信貸額度保留了高達 5 億美元的額外流動資金，目前這些資金尚未動用。

Now turning to our outlook. For Q1 2024, we expect revenue of between $612 million and $616 million, adjusted income from operations of between $196 million and $200 million. For full year 2024, we expect revenue of between $2.652 billion and $2.668 billion; U.S. commercial revenue in excess of $640 million, representing a growth rate of at least 40%; adjusted income from operations of between $834 million and $850 million; adjusted free cash flow of between $800 million and $1 billion; GAAP operating income and net income in each quarter of this year.

現在來談談我們的展望。對於 2024 年第一季度，我們預計營收在 6.12 億美元至 6.16 億美元之間，調整後的營業收入在 1.96 億美元至 2 億美元之間。對於 2024 年全年，我們預計營收在 26.52 億美元至 26.68 億美元之間；美國商業收入超過6.4億美元，成長率至少40%；調整後的營業收入在 8.34 億美元至 8.5 億美元之間；調整後的自由現金流在 8 億美元至 10 億美元之間；今年各季度的GAAP營業收入和淨收入。

With that, I'll turn it over to Alex for a few remarks, and then Ana will kick off the Q&A.

說完這些，我將把時間交給亞歷克斯 (Alex) 來發表一些評論，然後安娜 (Ana) 將開始問答環節。

Welcome to our earnings. There's really so much to say. Obviously, our performance in U.S. commercial is extraordinary. Some would say bombastic. The numbers that just fly off the screen are the 70% year-on-year growth in Q4. The numbers that I almost had to turn the page when I saw them were the over 100 contracts over $1 million, 37 over $5 million and 21 roughly over $10 million. It's almost inconceivable to do that many contracts given the way our product used to be. And so what you see is a convergence of our product being easier to use, an augmentation of its charisma, both driven by developments in AI, large language models, which make the product approachable foundry to the broader market.

歡迎來到我們的收益。真的有太多話要說。顯然，我們在美國商業方面的表現是卓越的。有些人可能會說這是誇張之談。螢幕上飛出的數字是第四季年增70％。當我看到這些數字時，我幾乎不得不翻頁：超過 100 份合約的價值超過 100 萬美元，37 份合約的價值超過 500 萬美元，21 份合約的價值超過 1000 萬美元。以我們以前的產品狀況來說，簽訂那麼多合約幾乎是不可想像的。因此，您會看到我們的產品變得更加易於使用，其魅力也得到了增強，這兩者都受到人工智慧和大型語言模型發展的推動，這使得該產品能夠被更廣泛的市場所接受。

You also see just this enormous demand and our ability to meet that demand with a new piloting approach that we call bootcamps. So we went like 2 years ago, we did 92 pilots. And last year, really mostly the second half of the year, we did over 500 bootcamps. I go around the country now telling CEO, CTOs and really whoever has a $1 million to buy our product and transform their enterprise, "Take everything you've done in AI since you started, put your best people on it and we're going to show up at any time you want, and we're going to run your data at a bootcamp for 10 hours. And then you compare your self-pleasuring to our operationally relevant, commercially valuable, critical to your enterprise results. Our 10 hours, your 10 months. Any products you want, any vendor you want, any hyperscaler you want, you pick them, we'll show up."

您也看到了這種巨大的需求，以及我們透過一種稱為「訓練營」的新試點方法來滿足這種需求的能力。所以我們兩年前就開始了，當時我們進行了 92 次試飛。去年，主要是下半年，我們舉辦了 500 多個訓練營。我現在走遍全國，告訴執行長、技術官，以及任何有100 萬美元購買我們的產品並改造其企業的人，「把你​​們自開始以來在人工智慧領域所做的一切，把你們最好的人才放在上面，我們就會隨時出現，我們將在訓練營中運行您的數據10 小時。重要的數據進行比較。出現。

The reaction to this because every -- what America has obviously realized is this is real. But if you took the total number of people, total number of enterprises that are doing AI of any kind, including algebra, and said it would be probably less than the 300, we have 300 customers that are creating operational results using our AIP; operational, meaning -- define it how you want, I'm defining it as they'll pay $1 million or more for it. So it's real.

對此的反應是因為——美國顯然已經意識到這是真實的。但是，如果你算一下從事各種人工智慧（包括代數）的總人數、總企業數量，並說這個數字可能少於 300，那麼我們有 300 個客戶正在使用我們的 AIP 創造營運成果；操作性的，意思是——以你想要的方式定義它，我將其定義為他們將為此支付 100 萬美元或更多。所以這是真的。

And we're doing this at a scale and pace that is inconceivable for Palantir up until recently. And you just have number after number after number, interface after interfaces. This is -- there are some caveats. Europe has decided that they are not going to engage in this revolution. There are other caveats for our society. I don't want to spend too much time on that, but the winners are going to win more. This is a revolution for incumbents that have distribution and already strong products, which is why we're massively outperforming.

我們這樣做的規模和速度是 Palantir 直到最近還無法想像的。你會看到一個又一個的數字，一個又一個的介面。這是——有一些警告。歐洲已經決定不參與這場革命。我們的社會還有其他的警告。我不想在這上面花太多時間，但獲勝者將贏得更多。對於擁有分銷管道和強大產品的現有企業來說，這是一場革命，這也是我們表現優異的原因。

There are some caveats for us internally. We're having to rebuild the whole system, our whole company, to deal with this demand. We have a latent nascent sales force that has put its tiny toe in the water and has noticed that it can move around. We have to build that into a strong, aggressive machine.

我們內部有一些警告。我們必須重建整個系統、整個公司來滿足這項需求。我們擁有一支潛在的新興銷售隊伍，他們已將腳趾伸入水中並注意到自己可以四處走動。我們必須將其打造成為一台強大而有進取心的機器。

There are some positive caveats. We're doing this our way. We are proud of our work on the front. We are proud that we support the U.S. We are proud that we support the U.S. military. We are proud to have an operational crucial role in Ukraine. And I am exceedingly proud that after October 7, within weeks, we are on the ground and we are involved in operationally crucial operations in Israel. I know of no other software company in the world that has been engaged by Ukraine and Israel. Or in general, I'm not sure they buy, have bought software from any other company at our scale. These are momentous events built on the back of a 20-year assumption that software would define our reality.

有一些積極的警告。我們按照我們的方式去做。我們為自己在前線的工作感到自豪。我們很自豪我們支持美國。我們很榮幸能夠在烏克蘭發揮至關重要的作用。我感到無比自豪的是，10月7日之後的幾週內，我們就到達了以色列實地並參與了至關重要的軍事行動。據我所知，世界上還沒有其他軟體公司與烏克蘭和以色列有合作。或者總體來說，我不確定他們是否從我們規模的任何其他公司購買過軟體。這些重大事件建立在「軟體將定義我們的現實」這一 20 年來的假設之上。

The winners would be those that understood software, rejecting linear, narrow, sales-driven software, Frankenstein monster infrastructures that have been so historically popular for investment in Silicon Valley, rejecting sophism as not only an approach to business, meaning, I only say what I believe if it doesn't matter or I never say what I believe. Those assumptions have seeped into our products, whether they're a military product or they're foundry or ontology or AIP.

贏家將是那些理解軟體的人，他們拒絕線性、狹隘、銷售驅動的軟體，拒絕在矽谷歷史上如此受歡迎的投資弗蘭肯斯坦怪物基礎設施，拒絕詭辯，因為這不僅僅是一種商業方法，也就是說，我只說如果這無關緊要，或者我從不說出我所相信的話，我就會相信。這些假設已經滲透到我們的產品中，無論它們是軍用產品、代工廠、本體或 AIP。

They also -- by the way, for those listening who think our strategy is crazy, many of your best people are applying to Palantir now. So while we may be crazy, we are being bombarded by people who want to work with this company. Bombarded. I cannot -- A day does not go by where I'm not getting a call, an e-mail, 50 attempts to get into our company. We are razor, we are white hot in recruiting. We're a 20-year company with the strongest recruiting I've ever seen from a company that's historically had the strongest recruiting in the most competitive environment in the world, Silicon Valley. That is because we stand behind our values and because we intend to win with those values, which we're approving. So this was an extraordinary, extraordinary last year.

順便說一句，對於那些認為我們的策略很瘋狂的聽眾來說，你們許多最優秀的人才現在都在申請 Palantir。因此，儘管我們可能很瘋狂，但我們還是受到了想要在這家公司工作的人的轟炸。遭受轟炸。我不能──每一天我都會接到一個電話、一封電子郵件，或是五十次試圖進入我們公司的嘗試。我們是剃刀，我們正熱火朝天地招募人才。我們是一家擁有 20 年歷史的公司，擁有我所見過的最強大的招募隊伍，而我們公司歷史上在世界上最具競爭力的環境——矽谷擁有最強大的招募隊伍。這是因為我們堅守我們的價值觀，並因為我們意圖憑藉我們所認可的價值觀取得勝利。所以這是去年非同尋常的。

We also took care of making sure we're aligned internally on comp. We are streamlining our events, the way we go to market. And I would also say from the perspective as the leader of our movement, nominally called the CEO of our company, we have never been this aligned internally. We are a company that engages the most talented, interesting and difficult people in the world. Some of them are at this table. And there has never been a time where we have been this motivated, this in unison and this proud of our company and our accomplishments. And so I'm proud to be proud with them, and we are going to keep on, on our efforts. And I foresee a very, very strong year, especially in U.S. commercial.

我們也注意確保公司內部的協調一致。我們正在簡化我們的活動和進入市場的方式。而且我還要說，從我們運動的領導者（名義上是我們公司的執行長）的角度來看，我們內部從未如此一致。我們是一家招募世界上最有才華、最有趣、最難對付的人才的公司。他們中的一些人就在這張桌子旁。我們從來沒有像現在這樣鬥志昂揚、團結一致，為我們的公司和所取得的成就感到如此自豪。因此，我為他們感到自豪，我們將繼續努力。我預計今年將是十分強勁的一年，尤其是在美國商業領域。

I would also say the strength of our U.S. commercial and the strength of our products being used in the most difficult and most important war zones in the world is going to have a handoff function into USG. And I'm optimistic that handoff function will happen, and we will be as successful there as we are in U.S. com.

我還要說，我們的美國商業實力和我們的產品實力將在世界上最困難和最重要的戰區中發揮移交作用。我對交接功能的實現充滿信心，我們在那裡也會取得和在美國一樣的成功。

With that, we'll begin with a few questions from our shareholders before we open up the call.

在開始電話會議之前，我們將先回答股東提出的幾個問題。

Our first question is from Andrew. Given the significant increase in demand for AIP, could the management team elaborate on the advancements made in formulating monetization strategy for these offerings?

我們的第一個問題來自安德魯。鑑於對 AIP 的需求顯著增加，管理團隊能否詳細說明製定這些產品的貨幣化策略所取得的進展？

Yes. You're right to comment the demand is off the charts for AIP with bootcamps as the delivery mechanism for AIP, and we're seeing AIP drive the expanding addressable market that we're seeing. As Alex commented, we closed 103 deals in Q4 alone, over $1 million. Having been involved in many of those directly and on the ground, I can tell you the feeling, the demand, the excitement over AIP and over Palantir is unlike anything I've seen in the 14 years I've been here. And we feel that. We feel that in a tangible way on the ground with our customers, and we're starting to see the beginnings of that in our Q4 results.

是的。您說得對，由於訓練營是 AIP 的交付機制，因此對 AIP 的需求超出了預期，而且我們看到 AIP 推動了潛在市場的不斷擴大。正如亞歷克斯所說，光是第四季我們就完成了 103 筆交易，金額超過 100 萬美元。我曾直接實地參與過許多此類活動，我可以告訴你，人們對 AIP 和 Palantir 的感受、需求和興奮是我在這裡 14 年裡從未見過的。我們也感受到了這一點。我們在客戶實際生活中實際感受到了這一點，並且我們已在第四季度的業績中看到這一點的曙光。

In October, we set the goal of executing 500 bootcamps for top of funnel for AIP. As noted, we've already exceeded that with over 560 bootcamps just about 4 months later, and that is only continuing to increase that momentum. Then you see the results in U.S. commercial, 70% year-over-year growth in revenue, in Q4, 55% growth in customer count year-over-year, 107% growth in TCV closed on an adjusted basis. And then you see emerging from that the archetypes -- to the question of monetization, the archetypes of the types of monetization we're seeing, either it's -- first, it's bootcamps that are quickly converting to paying customers or it's expansion of existing customers or it's customers where maybe we've been engaged for a while and, with the introduction of AIP, that whole process has been accelerated. We're seeing that across the board. And yet, at the same time, we've barely touched that addressable market, and we're really only at the beginning. So excited to see where that takes us.

十月份，我們設定了為 AIP 漏斗頂部執行 500 個訓練營的目標。如上所述，僅 4 個月後，我們就已經超越了這一目標，舉辦了 560 多個訓練營，而且這種勢頭還在繼續增強。然後您會看到美國商業的業績，收入同比增長 70％，第四季度客戶數量同比增長 55％，調整後的 TCV 增長 107％。然後你會看到，從原型中浮現出來的貨幣化問題，我們看到的貨幣化類型的原型，要么是——首先，是訓練營迅速轉化為付費客戶，要么是現有客戶的擴張或者是我們與客戶合作了一段時間，隨著AIP 的推出，整個流程都加快了。我們看到普遍存在這樣的情況。但同時，我們幾乎沒有觸及這個潛在市場，我們實際上才剛起步。我很高興看到這將帶我們走向何方。

Thanks, Ryan. Our next question is from [Tanner] who asks, what kind of interest has the FedStart program seen as of late? Has the market responded to this? And will there be additional marketing made towards these start-ups? And relatedly, when do you expect Apollo to be a significant contributor to Palantir's revenue?

謝謝，瑞安。我們的下一個問題來自 [Tanner]，他問 FedStart 計畫最近引起了什麼樣的關注？市場對此有何反應？是否會針對這些新創公司進行額外的行銷？與此相關的是，您預計 Apollo 何時會為 Palantir 的收入做出重大貢獻？

Great. Thanks, [Tanner]. Yes, FedStart's been a hit. And I think it's easy to understand why. There's been $100 billion of capital that's flowed into the defense tech community at large. No one can afford the 2 years and $2 million it takes to achieve this accreditation. This provides market access. We've started with an intense focus on IL5, bringing folks to the DoD market. We plan to release an IL6 FedStart at the end of Q2 and FedRAMP High at the end of Q3, early Q4. And we're also going to be taking this to our allies. So we intend to launch FedStart with the U.K. on the secret network and above, top secret network later this year.

偉大的。謝謝，[坦納]。是的，FedStart 非常成功。我想這很容易理解。已有 1,000 億美元的資金流入整個國防科技界。沒有人能夠承擔獲得此項認證所需的兩年時間和兩百萬美元。這提供了市場准入。我們開始專注於 IL5，並將人們帶入國防部市場。我們計劃在第二季末發布 IL6 FedStart，並在第三季末、第四季初發布 FedRAMP High。我們也會將此傳達給我們的盟友。因此，我們打算在今年稍後與英國一起在秘密網路及絕密網路上推出 FedStart。

Apollo is having its moment. I think the charisma it has with customers, when they see it running at scale, running, managing all $2.2 billion of our revenue, I think a big part of this is they've spent the last 2 years trying to solve these problems on their own. And then this really understand how much value it can contribute to them, how much it can accelerate them, both on the government program side but also on the company side, where companies are struggling with how to efficiently deliver modern software into these environments.

阿波羅正迎來它的輝煌。我認為它對客戶具有的魅力，當他們看到它大規模運行，運行，管理我們所有 22 億美元的收入時，我認為這很大一部分原因是他們在過去 2 年中一直在嘗試解決這些問題自己的。然後真正了解它能為他們貢獻多少價值，能為他們帶來多大的加速，無論是在政府專案方面，還是在公司方面，公司都在努力如何有效地將現代軟體交付到這些環境中。

But I think the bigger thing that I'm really excited about is Mission Manager, which is Apollo Rubix, which is our zero trust compute and networking infrastructure and the ontology software development kit, the OSDK, as a combined offering to the government, to really give the government what they've been asking for, which is infrastructure that allows them to build and manage multi-vendor, big-tent ecosystems that drive continuous competition and allow the government to actually control the interfaces and avoid lock-in.

但我認為讓我真正興奮的是 Mission Manager，它是 Apollo Rubix，這是我們的零信任運算和網路基礎設施以及本體軟體開發工具包 OSDK，作為向政府提供的綜合產品，真正給予政府他們所要求的東西，也就是允許他們建造和管理多供應商、大型生態系統的基礎設施，以推動持續競爭，並允許政府實際控制介面並避免鎖定。

And so you can think of FedStart as actually the first product that we've launched on top of Mission Manager infrastructure. We've started doing other projects, including Army C2 work, but that's going to be a very exciting trend for us.

因此，您可以將 FedStart 視為我們在 Mission Manager 基礎架構上推出的第一個產品。我們已經開始做其他項目，包括陸軍 C2 工作，但這對我們來說是一個非常令人興奮的趨勢。

Let me just give an addendum here. Shyam launched and built FedStart. But it has -- but one of the most important things it did is before we launched FedStart, the $100 billion of investment in kind of new defense tech largely had the impression Palantir was competitive with them. And we weren't competitive with them. And FedStart aligns all those venture capitalists and all their investments and most of their companies with Palantir because we can allow them to get onto classified networks much quicker so that they can actually show results to their investors much quicker. And that means a lot of the resistance to us is not only disappearing but it's going -- it's actually been converted into support for Palantir, support for what we're doing. And those people are really helping spread the obvious Palantir gospel, instead of wondering how they can compete with us, they're wondering how we can succeed together.

讓我在此做一個補充。 Shyam 發起並創建了 FedStart。但它確實做到了——但它所做的最重要的事情之一是，在我們推出FedStart 之前，對新型國防技術的1000 億美元投資在很大程度上給人留下了Palantir 能夠與他們競爭的印象。我們無法與他們競爭。 FedStart 將所有風險投資家、他們的所有投資以及大多數公司與 Palantir 聯繫起來，因為我們可以讓他們更快地進入機密網絡，從而他們能夠更快地向投資者展示結果。這意味著對我們的許多阻力不僅消失了，而且實際上已經轉化為對 Palantir 的支持、對我們所做工作的支持。這些人確實在幫助傳播 Palantir 福音，他們不是在思考如何與我們競爭，而是在思考如何與我們共同取得成功。

Thank you both. Our next question is from Keith. Is your greatest competitor still your potential customers' own IT department? Or has that changed?

謝謝你們兩位。下一個問題來自 Keith。您最大的競爭對手仍然是您的潛在客戶自己的 IT 部門嗎？或者說已經改變了？

Thanks, Keith. We certainly used to feel that way. But when you look at bootcamps, you look at how much charisma AIP has with IT, and the fact that we're winning with IT with Apollo, with the OSDK, with capabilities like Marketplace, that's certainly not the case anymore. IT has become some of our biggest champions. And I think what that's revealed for us is that perhaps the issue was never actually IT. It was this software industrial complex. Everything Alex was talking about earlier, these thin products that were really designed to sell, and they're more like a drug than they are like medicine; and this sort of strict adherence to architectural conformity.

謝謝，基斯。我們確實曾經有過這樣的感覺。但當你看看訓練營時，你會看到 AIP 在 IT 領域具有多大的魅力，而我們透過 Apollo、OSDK 和 Marketplace 等功能在 IT 領域取得了勝利，現在的情況肯定已經不再如此了。 IT 已成為我們最大的支持者之一。我認為這向我們揭示的是，問題可能從來都不是真正的 IT 問題。這就是這個軟體工業綜合體。亞歷克斯之前談到的一切，這些薄薄的產品都是為了銷售而設計的，它們更像是毒品而不是藥品；以及對建築一致性的嚴格遵守。

But what I think is exciting about gen AI is it's blown up all of that. It's been a big reset button here. The whole map, the whole architecture is up for grabs. And we're working very closely with IT to write that map, to write the architecture that is actually delivering all these operational use cases for these customers.

但我認為新一代人工智慧令人興奮的地方在於它打破了這一切。這是一個巨大的重置按鈕。整個地圖、整棟建築都可供爭奪。我們正在與 IT 部門密切合作來繪製該圖，編寫能夠真正為這些客戶提供所有這些操作案例的架構。

Yes, one of the coolest things about going to these meetings is it used to be 3, 4 years ago, you could predict who was going to like us and who wasn't, and it's just not anymore. You go to these meetings and they'll often be the IT person telling a CEO, like, "Look, we have no choice. We need to install this quickly." And so there's a cultural shift in the U.S. I don't think it's outside the U.S. the case. But inside the U.S., people and IT are responsible for business value. This creates business value. And they're often responsible for global business value. They're not that interested in putting together a PowerPoint and showing how that could work in theory. They've got to show themselves, their company, their workers, the whole, that they're going to get actual revenue either driving -- or quality of revenue driving results quickly. And they are almost exclusively now our friends. Maybe they can talk to some analysts. Like, we can convert you guys, too.

是的，參加這些會議最酷的事情之一是，3、4年前，你可以預測誰會喜歡我們，誰不會喜歡我們，但現在不一樣了。當你參加這些會議時，通常會有 IT 人員告訴 CEO，“看，我們別無選擇。我們需要盡快安裝它。”因此，美國發生了文化轉變。但在美國，人力和 IT 負責商業價值。這創造了商業價值。他們通常負責全球商業價值。他們對製作 PowerPoint 並展示其在理論上如何運作並不那麼感興趣。他們必須向自己、他們的公司、他們的員工以及整體證明，他們將獲得實際收入，或快速獲得高品質的收入。現在他們幾乎完全是我們的朋友。也許他們可以和一些分析師談談。就像，我們也可以改變你們。

Thanks. Our next question is from Mariana with Bank of America.

謝謝。我們的下一個問題來自美國銀行的瑪麗安娜。

So I have two questions, one in U.S. government and the second one today on financials. So the first one is this. You mentioned in your prepared remarks we're accelerating U.S. government growth and opportunities across the board. But this is contrasting to what we have heard from the primes this quarter. They have agreed that more things are moving towards software, but they argue that the DoD has to figure out how to buy software and they have to figure out how to sell software. From your point of view, how large is the change that is meted in this award approach? But also how large is the advantage that Palantir has in this environment where you have been selling software for a long time now?

我有兩個問題，一個是關於美國政府的，第二個問題今天是關於金融的。第一個是這個。您在準備好的演講中提到，我們正在全面加速美國政府的發展和機會。但這與我們本季從主要官員那裡聽到的消息形成了鮮明對比。他們同意越來越多的事情正在向軟體方向發展，但他們認為國防部必須弄清楚如何購買軟體，而他們必須弄清楚如何銷售軟體。從您的角度來看，這種獎勵方式帶來的改變有多大？但是，在你們長期銷售軟體的環境中，Palantir 的優勢有多大？

Yes. Look, we've been doing this for 2 decades, as you point out, and I think that gives us a perspective of what was it like 2 decades ago and what is it like now. And it's wildly different and so much has changed.

是的。你看，正如你所指出的，我們已經這樣做了 20 年，我認為這讓我們了解了 20 年前的情況以及現在的情況。它已經完全不同了，並且發生了很大的變化。

Now I don't want to underestimate how much has to continue changing, and I think the department recognizes that and is working on that, but to not acknowledge the progress, I think, would be disingenuous here.

現在我不想低估需要繼續改變的程度，我認為該部門認識到了這一點並正在努力，但我認為，不承認進展是不誠實的。

Unlike the primes who used to focus on hardware and now are responding to software, we've always focused on software. And one of the things about software is it evolves incredibly quickly. If you think about the software we were deploying to do the Afghan noncombatant evacuation operations and how much that evolved moving into Ukraine, how much that evolved moving into the current crisis in CENTCOM, it is evolving faster than procurement can procure it. And I think one of the unique strengths that we have is that we are investing and mutating and managing the software independent of the actual procurement actions. And that means that we always have software that's so far in the future that it will meet the moment that the DoD actually has.

與過去專注於硬體、現在轉向軟體的主要人員不同，我們一直專注於軟體。軟體的一個特點是其發展速度極快。如果您想想我們為執行阿富汗非戰鬥人員撤離行動而部署的軟體，以及該軟體在進入烏克蘭時的發展程度，以及在中央司令部當前危機時的發展程度，它的發展速度比採購速度更快。我認為我們的獨特優勢之一是我們獨立於實際採購行動來投資、改造和管理軟體。這意味著我們始終擁有面向未來的軟體，以便能夠滿足國防部的實際要求。

As an addendum to that, the core thesis of this -- of Palantir was always the reality of a disjointed violent world forces Pareto-optimal conditions on institutions. So I believe that everyone knows we have the best software in the world. It may not matter in a non-dangerous environment, but it did matter in Ukraine and Israel. And who did they buy? It does matter. Our software is running in -- I'll never know what will I say, but in among the most critical places in the DoD.

補充一下，Palantir 的核心論點始終是，脫節的暴力世界的現實迫使機構滿足帕累托最優條件。所以我相信大家都知道我們擁有全世界最好的軟體。在非危險的環境中這可能並不重要，但在烏克蘭和以色列卻很重要。他們買了誰的？這確實很重要。我們的軟體正在運行——我永遠不知道我會說什麼，但它在國防部最關鍵的地方之一。

If you fought -- if we are forced to fight a three-pronged work, you cannot do that even from a perspective of keeping our munitions ready without accurate software. So the more dangerous, the more real it gets, the more battle-tested and real your software has to be.

如果我們被迫進行三管齊下的工作，那麼即使從保證我們的彈藥準備就緒的角度來看，如果沒有精確的軟體，你也無法做到這一點。因此，越危險，就越真實，您的軟體就必須經過越充分的考驗和越真實。

I believe it's about to get very real. Why? Because our GDP growth is significantly better than China's. Now I know the always wrong crowd says, "We then should get peace." But I'm telling you that the rational result or the rational consequence of that is our adversaries are like, "America is going to be stronger tomorrow than today." It's like they don't have a GDP story because they cannot -- they do not build these systems as well as we do, they do not have the tech community we do and they do not have the U.S. market like we do. Look at our results.

我相信這將會成為現實。為什麼？因為我們的GDP成長明顯好於中國。現在我知道，總是錯誤的人群會說：“我們應該得到和平。”但我告訴你，這樣做的合理結果或合理後果是，我們的對手會說，「美國明天會比今天更強大」。就好像他們沒有 GDP 故事，因為他們不能——他們沒有像我們一樣建立這些系統，他們沒有像我們一樣的技術社區，他們也沒有像我們一樣的美國市場。看看我們的結果。

And so as this becomes more and more dangerous, every company in the world, whether they're small, big, whether they're start-ups, whether they're one of the largest primes, whether us, is going to have to actually prove their software works on the battlefield. We love that. We want to prove and we welcome and relish proving environments.

因此，隨著這種情況變得越來越危險，世界上的每一家公司，無論是小公司還是大公司，無論是新創公司還是最大的公司之一，無論是我們，都必須真正證明他們的軟體在戰場上有效。我們喜歡這個。我們想要證明，並且我們歡迎並享受證明環境。

If it was up to me, software would only be deployed at America and Western allies if it was proven on the battlefield. Unfortunately, for us, our adversaries are going to force that kind of adjudication. And how do we -- and then if -- and for those of you who can't evaluate that because you don't have access to our software in the battlefield, though you could read the news and see what Israel has done and what Ukraine has done, look what's happening in U.S. commercial. You have a completely rational environment where we're deploying and growing the way we're growing with almost no sales force. And it's because it really matters. And when it really matters, the fact that they may not like my jokes or my habits, it will protect your life. And that's why we're going to do well.

如果由我決定，軟體只有在戰場上得到驗證後才會部署到美國和西方盟友那裡。不幸的是，我們的對手將強製做出這種裁決。我們如何——如果——對於那些因為無法在戰場上使用我們的軟體而無法評估這一點的人來說，儘管你可以閱讀新聞，看看以色列做了什麼，以及烏克蘭已經做了什麼，看看美國商業正在發生什麼事。您擁有一個完全合理的環境，我們幾乎不需要銷售人員就可以按照自己的方式部署和發展。因為它確實很重要。當事情真的很重要時，儘管他們可能不喜歡我的笑話或習慣，但這會保護你的生命。這就是我們能夠取得成功的原因。

Thank you, Alex. Our next question is from Dan with Wedbush.

謝謝你，亞歷克斯。下一個問題來自韋德布希公司的丹。

So I think inconceivable is the right word in terms of everything that you produced this quarter. My question would be, are you starting to actually see an acceleration in terms of AIP customer engagement, not even just from Q4 but even starting 2024?

因此，我認為，就您本季生產的所有產品而言，「難以想像」是正確的字眼。我的問題是，您是否真的開始看到 AIP 客戶參與度的加速，不僅從第四季度開始，甚至從 2024 年開始？

Do you want to handle that as the man on the frontline?

身為前線人員，您想處理這個問題嗎？

Yes. I mean the answer is yes, absolutely. And I think we're still very early, obviously, with AIP and the rollout and very early in the market. But as far as what we're seeing from customers, you see -- I mean just see like kind of Q3 to Q4 results and then what we're seeing in the conversations we're having with customers, the way that it's being adopted by the business, as Alex talked about, and the conversations we're having with customers, we're seeing that acceleration and we expect that to continue.

是的。我的答案是肯定的，絕對的。我認為我們顯然還處於 AIP 推出的早期階段，並且還處於市場早期階段。但就我們從客戶那裡看到的情況而言，我的意思是只看第三季度到第四季度的業績，然後我們在與客戶的對話中看到它被採用的方式正如亞歷克斯所所說的，透過業務以及我們與客戶的對話，我們看到了這種加速，我們預計這種情況將會持續下去。

Also, just like we do these AIP conferences, I think we invited you and your team, we can't do enough of them. We're telling -- we're limiting the number of people who can come. It's like a rock concert. It's like, "Yes, if you know somebody, we can get you backstage."

此外，就像我們舉辦這些 AIP 會議一樣，我想我們邀請了您和您的團隊，我們對他們做得還不夠。我們正在告知——我們正在限制來訪人數。就像一場搖滾音樂會。就像是，“是的，如果你認識某人，我們可以帶你到後台。”

It's -- By the way, for those of you who are evaluating our company, we are going to invite all of you to our bootcamps. Please use as you [see fit], but take a look at the software. It's like we are not arguing in the abstract or in a PowerPoint or according to what you may have learned at business school that is better, we are arguing that it is better. And there's no other way to show that but to do it.

順便說一句，對於那些正在評估我們公司的人，我們將邀請你們所有人參加我們的訓練營。請隨意使用，但請查看軟體。這就像我們不是在抽像或在 PowerPoint 中爭論哪個更好，或者根據你在商學院學到的知識爭論哪個更好，而是爭論它更好。除了這樣做，沒有其他方法可以證明這一點。

But to your question, yes, we're already overfilled for our AIP bootcamp. And it's just we don't know how to deal actually with this demand. And so we're rebuilding the company. We have a lot of employees in Germany and France. I'm telling them it's time to pack up and come to America. I'm telling our hiring we are hiring here. We are having, as I mentioned, a bonanza of people wanting to work here because people are, quite frankly, tired of working for people who seemingly only have an opinion when it doesn't matter and with products that may not work. We're looking at -- I'm getting personally involved in the recruiting again to get more people, but exactly the right people, and we're going to scale against the demand. But it's a real thing.

但對於你的問題，是的，我們的 AIP 訓練營已經人滿為患了。但我們其實不知道該如何滿足這項需求。因此我們正在重建公司。我們在德國和法國有很多員工。我告訴他們現在是時候收拾行李來美國了。我告訴我們的招募人員我們在這裡招募。正如我所提到的那樣，我們有大量的人想在這裡工作，因為坦白說，人們厭倦了為那些似乎只會發表無關緊要的意見並且生產出可能不起作用的產品的人工作。我們正在考慮——我將再次親自參與招聘，以招募更多的人才，但必須是合適的人才，我們將根據需求擴大規模。但這是真實的事情。

Thank you. Alex, as usual, we have a lot of our shareholders on the line. Is there anything you'd like to say before we end the call?

謝謝。亞歷克斯，像往常一樣，我們有很多股東在線上。在我們結束通話之前您還有什麼要說嗎？

I mean, it's -- We are fighting for the West and its allies to be stronger. And we -- I very much appreciate your support. At this company, we think about our investors. Our most important investors are at Palantir. Our second most important investors are people investing their own money. And we relish your support, and it gives us a lot of motivation.

我的意思是——我們正在為西方及其盟友的強大而戰。我們—我非常感謝您的支持。在這家公司，我們考慮我們的投資者。我們最重要的投資者是 Palantir。我們第二重要的投資者是投資自己資金的人。我們非常感謝您的支持，這給了我們很大的動力。

I meet individual investors every time I go to a customer, basically. And I've had individual investors I've met at 2:00 a.m., 3:00 a.m. on a VTC, and I ask them, "Well, why are you working at 3:00 a.m. to make your enterprise better in AIP or Foundry?" And they basically all say the same thing, "Because Palantir is fighting for my rights and my liberty." And we are fighting for your rights and your liberty and we are going to continue to fight for that the way we do that, which is by delivering the best products to our allies, by hurting our adversaries and by giving U.S. commercial the strength it needs to massively outperform every other country in the world. So thank you.

基本上，每次我去拜訪客戶時，我都會見到個人投資者。我在 VTC 上遇到過一些個人投資者，我問他們：“為什麼你們在凌晨 3 點工作，讓你們的企業在 AIP 方面做得更好？”鑄造廠？他們基本上都說了同一句話：“因為 Palantir 正在為我的權利和自由而戰。”我們正在為你們的權利和自由而戰，我們將繼續以我們的方式為此而戰，即向我們的盟友提供最好的產品，打擊我們的對手，給予美國商業所需的力量遠遠超過世界上其他國家。所以謝謝你。

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

謝謝，亞歷克斯。今天的電話問答到此結束。