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🗽 ATTN NYC Network! Looking for your next challenge? Eager to join a dynamic, fast-paced, and cutting-edge team at a hands-on, collaborative company? Life Sciences at Palantir Technologies is exactly that. Come find out more from our Life Sciences team in Palantir’s NYC office on November 7. RSVP @ https://lnkd.in/eVc6Fgip. 🚀
I remember when Palantir was just starting our commercial business we hired two very special engineers. They were the definition of insurgents: 100x talents with a hunger to build. They were raw and difficult and abrasive. But they were brilliant. I thought it was my job to manage them and smooth their rough edges. But to dull their deficiencies was to dull their superpowers. Eventually I realized I was destroying value. I might prevent a bad idea now and then—but for every one bad idea, I was preventing five interesting ones from seeing the light of day. I was becoming a gatekeeper. What I really needed to be was a janitor. I needed to clean up the messes that insurgents inevitably leave in their value-creating wake. And I’ve seen this pattern repeat itself with others. It is a natural process—the entropy of the universe and organizations. The only question is whether that person can come to terms with the need to reinvent themselves as an insurgent or prefers to gatekeep themselves and others. That reinvention is always incredibly painful and dislocating. So what does it take to reincarnate as an insurgent, when human nature pulls us in the opposite direction? https://lnkd.in/gygrwDrE
If you are reading this you are probably like me. I grew up in government, and worked for increasingly large bureaucracies. I then oversaw large bureaucracies from Congress, and went back to CIA to help lead one. That was nothing compared to my first private sector job at company that eventually grew to 700,000+ people. After about a year at Palantir, I finally got it. I had become a Gatekeeper. Upon reflection, all the great achievements I led, played a role in, oversaw from the Hill, or from any of my other roles were from insurgents. Gatekeeping comes naturally to me in my 40s but I'm cultivating my insurgency skills because that's what helped me win in my 20s and 30s. Insurgency and Gatekeeping aren't mutually exclusive. We need to maintain an ever-shifting balance. Shyam Sankar articulates clearly how leaders should spend their energy and why. If you aren't growing, your dying.
I remember when Palantir was just starting our commercial business we hired two very special engineers. They were the definition of insurgents: 100x talents with a hunger to build. They were raw and difficult and abrasive. But they were brilliant. I thought it was my job to manage them and smooth their rough edges. But to dull their deficiencies was to dull their superpowers. Eventually I realized I was destroying value. I might prevent a bad idea now and then—but for every one bad idea, I was preventing five interesting ones from seeing the light of day. I was becoming a gatekeeper. What I really needed to be was a janitor. I needed to clean up the messes that insurgents inevitably leave in their value-creating wake. And I’ve seen this pattern repeat itself with others. It is a natural process—the entropy of the universe and organizations. The only question is whether that person can come to terms with the need to reinvent themselves as an insurgent or prefers to gatekeep themselves and others. That reinvention is always incredibly painful and dislocating. So what does it take to reincarnate as an insurgent, when human nature pulls us in the opposite direction? https://lnkd.in/gygrwDrE
Really liked this one from Shyam. We've used the "insurgent" language quite a bit thus far at Northwood and this serves as a strong reminder to keep the janitor hat on (not to say that Shaurya Luthra or Daniel Meinzer are "difficult" or "abrasive"!). Easy to debate the finer points around collateral damage, who gets to be an insurgent, etc., but hard to debate that some of Palantir's biggest outcomes came from insurgent actors. Interested in joining a team bringing this mentality to space communications? Come join us: https://lnkd.in/etVMshBr
I remember when Palantir was just starting our commercial business we hired two very special engineers. They were the definition of insurgents: 100x talents with a hunger to build. They were raw and difficult and abrasive. But they were brilliant. I thought it was my job to manage them and smooth their rough edges. But to dull their deficiencies was to dull their superpowers. Eventually I realized I was destroying value. I might prevent a bad idea now and then—but for every one bad idea, I was preventing five interesting ones from seeing the light of day. I was becoming a gatekeeper. What I really needed to be was a janitor. I needed to clean up the messes that insurgents inevitably leave in their value-creating wake. And I’ve seen this pattern repeat itself with others. It is a natural process—the entropy of the universe and organizations. The only question is whether that person can come to terms with the need to reinvent themselves as an insurgent or prefers to gatekeep themselves and others. That reinvention is always incredibly painful and dislocating. So what does it take to reincarnate as an insurgent, when human nature pulls us in the opposite direction? https://lnkd.in/gygrwDrE
I have always been a bit fascinated with Palantir Technologies having a hard time figuring out what the company was about, and whether it was a net good or a net bad. This rundown of personal experience from the inside by a now former employee was super interesting. Especially the points about the culture of intellectual curiosity and being in the field working directly on the problems of customers and then using the insights to build more generally applicable products. Smart approach. I am still a bit on the fence about the company. But I think one of takeways from this is that if there is something, you feel unsure about, seek insights, dive in and use that to reassess. #bigtech #insidestory #inspiration https://lnkd.in/d8-jDVN4
Payments & Banking Services & Tech Expert | GTM Strategic Advisor | Patent Inventor | Conference Speaker | Published Author
This 👇🏽 is how you recruit the highest quality, most ambitious talent in tech (along with good comp of course) Ted Mabrey I don’t know you but mad respect for you and the team at Palantir Technologies 🙌🏽 #ai #techjobs
Super cool week for the Palantir alumni network last week. John Doyle raises $61m for Cape, Alex Katz raises $72 million for Two Chairs and Erin Price-Wright becomes a Partner at Andreessen Horowitz. All three, and most of the alums running an increasingly significant part of the [tech] world, are crazy talented and would have succeeded no matter what path they took. Their accomplishments stand on their own. If you are looking to start your career somewhere that will amplify your ambition not turn you into a drone, you probably want to pay attention to the experience so many of these amazing leaders have in common. There is one company that continuously spawns wildly successful entrepreneurs. Imagine working at a place full of people this talented. We're hiring.
Most customers want to know where we fit in the relatively new Palantir Technologies ecosystem. Understandably so - we're built a little different. 1. At Northslope, we partnered with Palantir to build a new kind of professional services company - one that's specifically designed for #Foundry and #AIP 2. We look (and deliver) a lot more like a software startup than a consulting firm because building within an enterprise operating system is very different than rolling out a point solution for the 100th time. 3. The Palantir platform allows organizations to solve old problems in new ways, which means partners need to be built for curiosity, creativity, flexibility, iteration, and deep technical problem-solving - not for following playbooks or churning out progress update decks. 4. We have extremely high conviction that Foundry & AIP are going to continue to transform how the world's organizations operate. We're on a mission to transform professional services along with it. Customers should expect more. We've been sharing these perspectives in private for a long time and we're looking forward to continuing that conversation with a wider group, here. Look out for more on how the Northslope Technologies team views the world and what we believe makes Palantir projects successful over the next several weeks. …and we're hiring!
CEO @ Northslope | Global Palantir Partner - AIP & Foundry solutions by Palantir alums, for less.
Most customers want to know where we fit in the relatively new Palantir Technologies ecosystem. Understandably so - we're built a little different. 1. At Northslope, we partnered with Palantir to build a new kind of professional services company - one that's specifically designed for #Foundry and #AIP. 2. We look (and deliver) a lot more like a software startup than a consulting firm because building within an enterprise operating system is very different than rolling out a point solution for the 100th time. 3. The Palantir platform allows organizations to solve old problems in new ways, which means services partners need to be built for curiosity, creativity, flexibility, iteration, and deep technical problem-solving - not for following playbooks or churning out progress update decks. 4. We have extremely high conviction that Foundry & AIP are going to continue to transform how the world's organizations operate. We're on a mission to transform professional services along with it. Customers should expect more. We've been sharing these perspectives in private for a long time and we're looking forward to continuing that conversation with a wider group, here. Look out for more on how the Northslope Technologies team views the world and what we believe makes Palantir projects successful over the next several weeks. P.S. - we're hiring! Shoot me a dm.
Fascinating stuff that's not for everybody. The following passage stood out for me (thus explaining why some folks continue to struggle despite herculean efforts): "Good founders have an instinct for reading rooms, group dynamics, and power. This isn’t usually talked about, but it’s critical: founding a successful company is about taking part in negotiation after negotiation after negotiation, and winning (on net). Hiring, sales, fundraising are all negotiations at their core. It’s hard to be great at negotiating without having these instincts for human behavior. This is something Palantir teaches FDEs, and is hard to learn at other Valley companies."
BLUF: Palantir Technologies is hiring. If you’re genuinely passionate about what we do and especially if we’ve worked together, I want to help you get a job here. It’s been almost two years since I joined Palantir. I never posted about changing jobs nor most of the work I’ve done since, but Palantir has completely changed my life and shattered my limited ideas of the impact I could have as a SWE. Even if the name “Palantir” doesn’t ring a bell, you’ve probably heard of us. From helping the World Food Programme deliver food to those in need, to helping both the CDC and the NHS conquer COVID, to protecting Americans at home and abroad, to preventing wildfires in California (one of the many projects I’ve contributed to), there is no quantifying nor categorizing the impact we’ve already had—no less the amount of help we still have to offer around our world. I’m a Delta—a forward deployed SWE—a role I didn’t know existed prior to joining, but now is the only way I want to work. Ask me about it. It’s the most rewarding, invigorating, and meaningful way to make impact that I’ve ever experienced. If you want to immerse yourself in a problem space and see your PRs change businesses in seconds, not sprints, this is the role for you. If any of what I’ve said resonates with you, find a role that excites you and help us save the Shire: https://lnkd.in/gEpPwxg4
Reflections on Palantir https://lnkd.in/dKZsjcQ3