Nabeel S. Qureshi

Being in person is so valuable when you are working with some external party, just going there for a few days and spending time with them, maybe going out for dinner. You build so much more trust than if you're trying to close a customer over Zoom.

Every week, you would have a cadence where it's like Monday, you go in. You do your meetings. Monday night, you build something. Tuesday, you show it to somebody. Tuesday night, you iterate on it. So you get four of these, five of these cycles every single week.

The cost of doing things like forward-deployed engineering has fallen by maybe five to 10x now at least with AI coding tools.

The really radical thing Palantir said was, 'No. Go in and if you need a completely new product to do this, you can go ahead and build it.'

They were extremely careful about only making people PMs who had first proven themselves out as forward deployed engineers. You basically could not become a PM any other way.

Data integration is massively painful inside organizations. It's actually impossible to even now to get access to a lot of your own internal data that you need to do your job.

You would spend maybe Monday to Thursday and you would actually go into the building where the customer worked and you would work alongside them. You would literally get a desk there.

You had to be willing to just jump on a plane that night if that's the best thing to do for this customer and if it's going to get us to where it needs to be to win.

The average deal that Palantir had was very large in the many, many millions of dollars, which means that you could pay for this as part of the thing that the customer got. And then it was priced according to the value that the customer got.

You need something that actually a lot of people are going to go, 'Why are you taking this principle? This seems wrong to me.' So you need something that people can disagree with.

I think the error that people make more often than not is they are actually too stuck on their own product vision. If you go to an enterprise customer and they actually have this other massive burning problem, a lot of people are unwilling to go and pivot to the big problem.

I feel like they screened really hard for a few traits in particular. One is like very independent-minded people who weren't afraid to push back. Two is people with broader intellectual interests.

Ask them to pay you a lot of money and then find a new problem. Don't wait three weeks, which is what every founding team typically does because you don't have that kind of time.

What's the hardest you've ever worked to get something done and why? And that does differentiate a lot of people, a lot of people don't actually have a great answer to that.