Palantir Founder: How to Reach the Top 1%

the very very best in the world are the brain structure is different and one of the things that our institutions underestimate but we're we have an advantage in America because we have this tech scene

is the people think that there's like you know they're with a standard deviation of the best if you're the second best but it's not it's just a different universe it's not true and you see this in software and building

software products the very best in the world the people who built PG uh the the brain structure the way of solving problems it is not at all

similar to how uh you know um if you I don't want to mention their last names because I think one of them is pro happily not famous

but uh >> I think my picture comes out for him when he search online >> uh on PG with Bob they're very few people who could could

have pulled that off and I don't and I think convers and and I would say if you took Ryan and Bob and put them in academic context I don't think Bob Mcgru minds I'll leave Ryan's last name out but they would have they would do very very well.

>> Yeah. Well Bob obviously went on to open AI to do very important work there. It's

an interesting point about about talent that I think you you you you framed in a way was very helpful to think about that you actually have to be within a couple standard deviations to even appreciate this. And so I think a big problem with

this. And so I think a big problem with a lot of our institutions for example around the Pentagon is if you have people who are only you know one standard deviation above they can't even tell a difference between four and five they have no idea what's even going on at those levels. So you need people who

are good enough to even appreciate that >> we have a huge advantage and let's just take US commercial. This is a really true thing and really not understood. Um

that to appreciate talent you need to be within standard deviation of that talent.

Unless you have some specialized weird this is where for whatever reason I think I have some kind of weird ability where you know I have picked some of the best and managed some of the best engineers in the world

consistently.

larger institutions struggle in some cases because they think they can't they can't tell the difference between >> well I I think it's almost like those cultures reject these people who are

extremely good right >> but that's and that's but but but but again to your American optimism thing which I share and we have a culture that

nurtures them allows them to be managed provides capital teaches them like you know one of the things I think people get wrong is you don't learn to win by failing. You learn to win by working

failing. You learn to win by working with people who have ups and downs and then win. So there's like a deep

then win. So there's like a deep understanding whether they work with you at HVC or they work with others, some of whom I like and some of whom I don't,

but they're they you you do learn what it means to build business. And in the American commercial context, uh especially, you have this high turnover.

though it's it's like people really do the people running these institutions on the tech side like it 5 years ago CIOS didn't buy our product now they do because it's like there's this like

plasticity of of learning in the US which is something that I think other countries struggle with that it is true that

identifying the difference between um you know Bob and Ryan and any very strong normal engineer is something that takes specialized quite Frankly, I think it's very similar to music. Very few

people can hear the blue note. Almost no

one can play it. To be what we do in tech is we hear the blue blue note on the tech talent side >> which very few people it's like you roll three crazy people into a room

>> and a very talented normal person will pick the one person who's moderately talented. Whereas if you roll those

talented. Whereas if you roll those three people into Palier or to your VC will be like no we want that one. And

that's crazy. Then you have to be able to manage that person.

>> That's also >> basically that's like my my karma to have to manage these people now after you had to deal with with us when we were kids. So [laughter]

were kids. So [laughter] that's how we're doing it.

>> I have a lot of stories about our times together, but those our times together are some of the best of my life.