Scaling Europe
00:06:01 · JP Haas
[00:06:01] S1: Yeah. So we're really successful on on on two, you know, cold go to market channels. Number one, the direct motion is totally working. Right? We've got an independent sales channel. We get in via the CIO and the SAP and other enterprise system teams. And we're able to really quickly show them why what we're doing really matters. And the amazing thing to see for us is just how much of a wow moment and the feeling of liberation it is for them to see Conduct come live. I mean, we've recently onboarded one of the biggest logistics companies in the world, and they were up and running within twenty four hours and their teams, even before getting the first training from us called us and said, this is amazing. We wanna buy it. Right? That's been unheard of and impossible in our former former times at Palantir. And so you really have this kind of magic wow moment of something that used to take months and years is now possible, you know, on the spot and the value you're getting is so, so enormous. And it's, that's really, you know, magical to see for us. The second thing is the the partner motion. I think the interesting thing here is partnerships don't... They don't work in general. Right? The number one thing is you really need to invest into each of them as your own account and you need to nurture them, but more importantly, you need to really find the crux of what matters to these partners and can you become strategically relevant to them. And to our partners, are such a critical building block in their strategy because the question in the market right now is what is the future of what Accenture, PWC, how are they going to be super relevant in the age of AI? And our answer to that is, well, you need to partner with tool providers like us in order to deliver faster for your customers and to basically automate the work that isn't called towards what you're offering. And instead focus on the much, much higher value aspects of it. The strategic elements of architectural trade offs of business transformation questions. And so if they do that, they're able to sell much higher margin projects with at much higher velocity, and so everyone wins. Amazing.
00:08:37 · Sebastian Johnson
[00:08:37] S0: And, you know, I guess you've been... When we first started... When we first had the interview, you know, nine, ten months ago, you were really focused on SAP. SAP was the software that you were kind of helping to kind of drive insights out of to help people connect to it. Now you're looking at other platforms. Is that right? And can you talk a bit about that journey and where you're gonna be focused on?
00:08:56 · JP Haas
[00:08:56] S1: Yeah. For sure. So number one, and, you know, as a German, it makes me very proud to say SAP very much is the heart of the enterprise and they've really deserved, you know, and earned that position. And so it was a natural starting point for us to start with them because it's everything at the center and all the follow on systems afterwards are gonna be so much easier to crack. The second thing is, and here's where it aligns with our vision and what we, why we're building Conduct. The ultimate mission is to make enterprises be able to innovate and evolve faster and to serve their customers better by transforming their systems faster. But by definition, your business process doesn't end at the confines of SAP. It's very much this whole chain of different systems working together to form the business process, which is from a Salesforce instance, which then passes on the order to an SAP system, which passes it on to an MES system, which operates the shop floor to a Scatter system that designs and operates the machines and then to the logistics system. So you need to understand the end to end process in order to make the company as a whole move faster. And once you do that, you allow the business to actually think not in terms of technical objects or systems or code anymore. They only think about I need a new plant to be connected and optimized, make it happen. That's what we're building. Amazing. And, you know, we've seen... I think we touched
00:10:37 · Sebastian Johnson, JP Haas
[00:10:37] S0: on this last time, but we've seen this sort of SaaS stock sell off where, like, a lot of people are saying AI is gonna disrupt and make a lot of the old enterprise softwares redundant. What's your view on that? [00:10:51] S1: I think it's BS to say it very politely, which, you know, I think it's been an absolute overreaction. I think it's been pushed by people who haven't really worked in the enterprise reality. If you think about the fact that it takes years, if not ten years plus to run a migration from an on premise to cloud system, then imagine what it looks like for an enterprise, Fortune 50, for someone on the board there to sign off on, let's move all our operations to this white coded ERP system. That's just not gonna happen. And so there is gonna be a lot of AI innovation in the enterprise stack for sure. And that's why we're building Conduct, you know, and we can talk about what that looks like in the stack. But the the core enterprise system layer is not gonna be disrupted.
00:10:51 · JP Haas, Sebastian Johnson
[00:10:51] S1: I think it's BS to say it very politely, which, you know, I think it's been an absolute overreaction. I think it's been pushed by people who haven't really worked in the enterprise reality. If you think about the fact that it takes years, if not ten years plus to run a migration from an on premise to cloud system, then imagine what it looks like for an enterprise, Fortune 50, for someone on the board there to sign off on, let's move all our operations to this white coded ERP system. That's just not gonna happen. And so there is gonna be a lot of AI innovation in the enterprise stack for sure. And that's why we're building Conduct, you know, and we can talk about what that looks like in the stack. But the the core enterprise system layer is not gonna be disrupted. [00:11:42] S0: Yeah. I completely agree. I think people who think that don't realize how deeply embedded these systems are. Right? It's not like a consumer bit of software that you can just, like, subscribe and unsubscribe to. This is, like, the full architecture of a business, which, yeah, which I think is... It's it's so embedded that it's not not something you can just disrupt from your place easily. What's it been like working with these companies, right, who are often very large, traditional, more like old school companies than, you know, lots of tech companies are selling to other tech companies. You are targeting like some of the biggest, most established brands in the world. What's it like working with these companies to try and bring new innovative technology to their stack?
00:12:24 · JP Haas
[00:12:24] S1: Look, honestly, it's been amazing. I think many of our customers get a very bad rep for being perceived as slow and especially IT departments at the heart of it are perceived to be slowing down innovation. And that's so unfair because they're just doing an impossible job. Imagine how hard it is to coordinate what, you know, thousands of business users are asking for across your hundreds of different company units, and then having to translate that into the hundreds of different systems and millions of lines of code on the other side, that's just impossible to do. And so enabling them to go towards that vision and being able to make that transition faster has been an amazing process for them. I think they also really buy into the vision of what we're building together. They all really believe that the future of an agentic enterprise is going to be this interaction between agents operating with and on top of their legacy enterprise systems, and they need access to all of the context of what's happening inside of these systems, as well as in, you know, the big buzzword, the tacit knowledge of what happens in the enterprise and what people have in their heads around how they take decisions on a day to day. And so Conduct is over time becoming more and more that platform of we're starting with what happens in the enterprise systems, what are all the deterministic processes there. But by operating these layers, we also generate and collect all of context as well, which we can then feed back to the agents to enable the eugenic enterprise future.