Palantir to Solve Banking IT Problems: Worth Monitoring

December 21, 2023

green-dino_thumb_thumb_thumbThis essay is the work of a dumb dinobaby. No smart software required.

Palantir Technologies recast itself as an artificial intelligence company. The firm persevered in England and positioned itself as the one best choice to wrestle the UK National Health Service’s IT systems into submission. Now, the company founded 20 years ago is going to demonstrate its business chops in a financial institution.


A young IT wizard explains to a group of senior executives, “Our team can deal with mainframe software and migrate the operations of this organization to a modern, scalable, more economical, and easier-to-use system. I am wearing a special seeing stone, so trust me.” Thanks, MSFT Copilot. It took five tries to get a good enough cartoon.

Before referencing the big, new job Palantir has “won,” I want to mention an interesting 2016 write up called “Interviewing My Mother, a Mainframe COBOL Programmer” by Tom Jordan. I want to point out that I am not suggesting that financial institutions have not solved their IT problems. I simply don’t know. But my poking around the Charlie Javice matter, my hunch is that banks IT systems have not changed significantly in the last seven years. Had the JPMC infrastructure been humming along with real-time data checks and smart software to determine if data were spoofed, those $175 million dollars would not have flown the upscale coop at JP Morgan Chase. For some Charlie Javice detail, navigate to this CNBC news item.

Here are several points about financial institutions IT infrastructure from the 2016 mom chat:

  1. Many banks rely on COBOL programs
  2. Those who wrote the COBOL programs may be deceased or retired
  3. Newbies may not know how undocumented legacy COBOL programs interact with other undocumented programs
  4. COBOL is not the go-to language for most programmers
  5. The databases for some financial institutions are not widely understood; for example, DL/1 / IMS, so some programmers have to learn something new about something old
  6. Moving data around can be tricky and the documentation about what an upstream system does and how it interacts with a downstream system may be fuzzy or unknown.

Anyone who has experience fiddling with legacy financial systems knows that changes require an abundance of caution. An error can wreck financial havoc. For more “color” about legacy systems used in banks, consult Mr. Jordan’s mom interview.

I thought about Mr. Jordan’s essay when I read “Palantir and UniCredit Renew Digital Transformation Partnership.” Palantir has been transforming UniCredit for five years, but obviously more work is needed. From my point of view, Palantir is a consulting company which does integration. Thus, the speed of the transformation is important. Time is money. The write up states:

The partnership will see UniCredit deploy the Palantir Foundry operating system to accelerate the bank’s digital transformation and help increase revenue and mitigate risks.

I like the idea of a financial services institution increasing its revenue and reducing its risk.

The report about the “partnership” adds:

Palantir and UniCredit first partnered in 2018 as the bank sought technology that could streamline sales spanning jurisdictions, better operationalize machine learning and artificial intelligence, enforce policy compliance, and enhance decision making on the front lines. The bank chose Palantir Foundry as the operating system for the enterprise, leveraging a single, open and integrated platform across entities and business lines and enabling synergies across the Group.

Yep, AI is part of the deal. Compliance management is part of the agreement. Plus, Palantir will handle cross jurisdictional sales. Also, bank managers will make better decisions. (One hopes the JPMC decision about the fake data, revenues, and accounts will not become an issue for UniCredit.)

Palantir is optimistic about the partnership renewal and five years of billing for what may be quite difficult work to do without errors and within the available time and resource window. A Palantir executive said, according to the article:

Palantir has long been a proud partner to some of the world’s top financial institutions. We’re honored that UniCredit has placed its confidence in Palantir once again and look forward to furthering the bank’s digital transformation.

Will Palantir be able to handle super-sized jobs like the NHS work and the UniCredit project? Personally I will be watching for news about both of these contract wins. For a 20 year old company with its roots in the intelligence community, success in health care and financial services will mark one of the few times, intelware has made the leap to mainstream commercial problem solving.

The question is, “Why have the other companies failed in financial services modernization?” I have a lecture about that. Curious to know more. Write benkent2020 at yahoo dot com, and one of my team will respond to you.

Stephen E Arnold, December 18, 2023

Palantir Technologies: On the Runway for a Trillion Dollar Take Off?

November 29, 2021

Palantir Technologies is an interesting company. Its technology is a combination of 2003 legacy innovations, some open source goodness, and 18 years of working hard to put a fence around policeware, intelware, financial fraud, and a handful of other markets. It sure seems to me that The Motley Fool, who is neither motley nor a fool, believes that this financial benchmark is a possibility; otherwise, why write the story? PR, stock churn, controversy, to catch the attention of observers and sideline sitters like myself? I don’t know, but with Apple putting the PR in PRivacy, who knows?

The premise is interesting. I noted this passage in the Motley and Fool write up called “Will Palantir Be a Trillion Dollar Stock by 2042“:

 Palantir is valued at $41.3 billion, or 27 times this year’s sales.

Good but with unicorns being birthed with Malthusian energy, there may be some boundaries on Palantir’s ambitions. (I will mention a couple of them at the close of this blog post.)

The write up also states:

The company expects that growth to be driven by its new and expanded contracts with government agencies, as well as the growth of its Foundry platform for large commercial customers. The accelerating growth of its commercial business over the past year, which notably outpaced the growth of its government business last quarter, supports that thesis.

I noted this statement, which I find somewhat amusing:

The company has gained a firm foothold with the U.S. government, but it still faces competition from internally developed systems. Immigration and Customs Enforcement (ICE), for example, has been developing its own platform to replace Palantir’s Falcon. If other agencies follow ICE’s lead, the company’s dream of becoming the “default operating system for data across the U.S. government” could abruptly end.

I assume that Messrs. Motley and Fool know something about government procurement, why US and EU agencies license multiple systems, and stimulate internal innovation. Yep, I am thinking about DoD incubation centers and 18f. To Motley’s and Fool’s analysis, I tip my fake fur hat to the mention of Amazon as a competitor. Many don’t understand the scope of Amazon’s government services, and probably if told, still wouldn’t grasp the online bookstore as provider of streaming business data and slick AWS blockchain tools.

Let me share some of the hurdles that the galloping stallion has to clear after 18 years on the track:

  1. The NSO Group dust up has changed the table stakes for policeware and intelware outfits which seek to expand into commercial markets. The impact of NSO Group has been biting Israeli firms, but who knows what will happen tomorrow. The past is not a reliable predictor in today’s flash mob environment.
  2. The newer methods developed since Palantir opened for “business” are impressive. Many are more capable than Palantir because many tasks with which a trained Palantir forward deployed engineer must engage are point-and-click. Check out Datawalk, Sphinx 12, or a few of the Tel Aviv based outfits’ methods. (A ton of Voyager insider information has been dumped online courtesy of FOIA and the LAPD.)
  3. Crime is rising, but cyber crime in its multiferous manisfestations is sky rocketing. That means that the vendors pitching solutions could face buyer remorse. What will some of those who find that nifty smart software is not too much of a barrier to novel exploits engendered by the good enough software approaches of Google-Android type coding or Microsoft cloud-type engineering? Maybe some big time litigation?

Net net: From my perspective Palantir Technologies is an intelware and policeware outfit which has to deal with upstart competitors, tough to predict regulation and trade controls, and the looming shadow of buyer remorse which will fall across the cyber intelligence sector and hit vendors indiscriminately.

A trillion dollar outfit? Is there an NFT for Seeing Stones yet?

Stephen E Arnold, November 29, 2021

Health And Human Services Continues Palantir Contract

August 23, 2021

The Us Department of Health and Human Services (HHS) renewed its contract with Palantir to continue using Tiberius. Fed Scoop shares the details about the renewal in the article, “HHS Renews, Expands Palantir’s Tiberius Contract To $31M.” Palantir designed Tiberius as a COVID-19 vaccine distribution platform. It has evolved beyond assisting HHS employees understand the vaccine supply chain to being the central information source for dosage programs.

HHS partnered with Palantir in mid-2020 under Trump’s administration. It was formerly known as Operation Warp Speed and now is called Countermeasure Acceleration Group. The renewed contract expands the Palantir’s deal from $17 million to $31 million. Palantir will continue upgrading Tiberius. Agencies will now use the platform to determine policy decision about additional doses, boosters, and international distribution.

When Palantir was first implemented it had not been designed to handle Federal Retail Pharmacy nor Long-Term Car Facility programs. These now provide more analysis gaps for vaccination gaps. Tiberius is also used for:

“Tiberius already has between 2,000 and 3,000 users including those at HHS, CDC, BARDA, the Countermeasure Acceleration Group, the Office of the Assistant Secretary for Preparedness and Response, the Federal Emergency Management Agency, the Pentagon, and other agencies involved in pandemic response. State and territory employees make up two-thirds of the user base, which also includes sub-state entities that receive vaccines like New York City and Chicago and commercial users including all retail pharmacies.”

Trump was supportive of Palantir; Biden’s team seems okay with the platform.

Whitney Grace, August 23, 2021

An Amusing Analysis of Palantir Technologies

June 7, 2021

I find analyses of intelware/policeware companies fascinating. “Palantir DD If You Want to Understand Company and Its History Better” is based on research conducted since November 2020. The write up asserts that Palantir is three “companies”: The government software (what I call intelware/policeware), the adding sales professionals facet of the business, and “their actual like full AI for weaponization and war and defense for the government.”

I must admit my research team has characterized Palantir Technologies in a different way. Palantir has been in business for more than a decade. The company has become publicly traded, and the stock as of June 2, 2021, is trading at about $25 per share. The challenge for companies like Palantir are the same old set of hurdles that other search and content processing firms have to get over without tripping and hitting the cinders with their snoot; namely:

  1. Generating sustainable and growing revenue streams from a somewhat narrow slide of commercial, financial, and government prospects. Newcomers like DataWalk offer comparable if not better technology at what may be more acceptable price points.
  2. Balancing the cost of “renting” cloud computer processing centers against the risk of those cloud vendors raising prices and possibly offering the same or substantially the same services at a lower price. Palantir relies on Amazon AWS, and that creates an interesting risk for Palantir’s senior management. To ameliorate the risk of AWS raising prices, buying a Palantir competitor, or just rolling out an Amazon version of the Palantir search and content processing system, Palantir signed a deal with IBM. This deal is for a different slice of the market, but it remains to be seen if this play will pay off in a substantial way.
  3. Figuring out how to expand the firm’s services’ business without getting into the business of creating customized versions of the Analyst’s Notebook type of product that Palantir offers. Furthermore, exceptional revenues can be generated from consulting, and to keep clients happy, Palantir may find that it has to resell competitors’ products. In short, consulting looks super from one point of view. From another it can derail the original Palantir business model. Money talks, particularly when the company has to payback its investors, invest in new technology, and spend money to generate leads and close.
  4. The clients have to be happy. Anecdotal evidence exists that some Palantir customers are not in thrill city. I am not going to identify the firms which have stubbed their toes on Palantir’s approach and the system’s value. Some online searching yields helpful insights.
  5. The company has a history of walking a fine line between appropriate and inappropriate behavior. The litigation (now sealed) between Palantir and the original i2 Ltd., the company which developed to a large part the current approach to intelware/policeware is usually unknown or just ignored. That’s not helpful. Combine the i2 matter with Palantir’s method of providing its software to analysts in some battle zones reveals helpful nuances about the firm’s methods.

To sum up, the analysis — at least to me — was a hoot.

Stephen E Arnold, June 7, 2021

Two Palantir Profiles: Some Peculiar Omissions

October 26, 2020

Not long ago, I was interviewed for a “real” news story about Palantir which appeared in New York Magazine in late September 2020. That story — “Techie Software Soldier Spy: Palantir, Big Data’s scariest, most secretive unicorn, is going public. But is its crystal ball just smoke and mirrors?” — was chock full of information about Palantir Technologies. [1] Alas, the New York Times’s reporter never called me, but what’s new? On Sunday, October 25, 2020, the Times’s profile “The All Seeing Eye: Palantir became a tech giant by helping governments and law enforcement decipher vast amounts of data. Is it dangerous to let this software know so much?” appeared in print. Yep, another “real” news report about the company, and this one has nifty graphics.

There are some similarities between the two write ups. First, the origin story of Palantir is similar. For practical purposes, they are close enough for horse shoes. What seems to have slipped through the cracks is the information the Silicon Valley-centric team formed around Peter Thiel has been ignored. Some of these “founders” are quite fascinating individuals. Palantir was less a seeing stone than a step beyond what is now IBM’s i2 Analyst’s Notebook, one of the grandpeople of today’s policeware and intelware systems. [2] The differences between Analyst’s Notebook and Palantir Gotham can still trigger inter-agency memo battles among LE and intel professionals. But in terms of functionality, both ingest information and provide outputs useful to those interested in entities (banks, people, and other proper noun type things). Palantir anchored its system on techniques in use at a US intelligence agency more than a decade ago. i2 Ltd. based its approach around the work processes of UK law enforcement. Similar but different. Again, the differences are not germane beyond the point that i2 refined the use of software to assist UK LE. Palantir tailored an i2-type method for US intel professionals. That’s important to me and probably no one else.

Another similarity is that the theme of doing good runs through both write ups. Based on my limited knowledge, the “doing good” thing is indeed a factor for those working on Analyst’s Notebook and Palantir Gotham. Most people involved in LE and intel embrace the idea that bad actors can exert a negative influence on some society cohorts. Specialized software like i2 clones are useful, and they are not code confections I want to see available to bad actors. However, the “doing good” is often cheek by jowl with “making money.” Keeping control of proprietary features is also important. Plus, dropping a shroud over what these intelware systems can deliver is quite important in my opinion. Both write ups keep that shroud in place. That’s good.

A final similarity is the Lord of the Rings’ trope. The name Palantir, the seeing stone, the wonky fantastical terminology appear in both write ups. The angle of attack, however, is different in each story. The “real” journalist at the New York Times Magazine seems to have leaned heavily on what Alex Karp conveyed as the truth about himself and the company’s 17 year journal to the promised land of the IPO. The New York Magazine profile pulled information from Beltway insiders and old-fashioned research, none of that “we were classmates stuff.” Score one for New York Magazine team. But the net net is the same: Hard charging Palantirians labored to overcome established government contractors and won over the hearts and minds of LE and intel professionals.

When I reread both articles Sunday, October 25, 2020, I noted some factoids that did not appear in either write up. It is entirely possible that my 76 year old eyes missed or my creaky brain ignored some polished sentences. For that, I apologize.

Here’s what I noted as missing in action:

  1. I recall mentioning a couple of historical item’s about Palantir’s stroll to its IPO. Neither of these items merited inclusion in the final version of the article which was published and disseminated online. Did the New York Times’s journalist fail to uncover or elect to discard these events?
  2. Palantir’s method of working around established US government procurement procedures. Sure, there are references to providing software to those in theater, but that’s a darned important fact. It’s a bit like “move fast and break things” methods which have delivered the fine environment in which Silicon Valley companies thrive. i2, on the other hand, was and is a “play be the rules” outfit. That approach has been maintained by IBM even as today’s owner of Analyst Notebook has been unable to keep pace with other, more zippy investigative software solutions.
  3. Palantir ended up in court over the Dot ANB file format. This was a trade secret of i2 Ltd. I know because I did some tiny, unimportant work for i2 before it was sold off by its founder. In order to import Dot ANB files into Gotham, the seeing stone outfit needed a short cut. Palantirians found a semi-clever way to obtain this file format information. i2 Ltd. found out about file format fancy dancing, and a court battle ensured. Information about the litigation is scant, but the hassle was settled out of court and the terms of the deal were sealed. Some information is available in this Reuters’ story. Odd that this important litigation escaped the attention of the “real” journalists. It provides some insight into the actions of the hard-charging Palantirians.
  4. Palantir also allowed itself to become embroiled in what I call the HBGary misstep. You can wade through the unfamiliar players and locate the references to Facebook data and Palantir in “ChamberLeaks: Military Contractors Palantir And Berico Under Scrutiny.” Since Palantir presents a corporate story about law and order, the HBGary incident suggests that “law” and “order” may have a different meaning to some Palantirians in the “shire.”

None of these stories has been given an X-ray procedure. Why? [3] The research and analysis required to make sense of interface similarities and differences, legal jousting about file formats, or deals among the specialized services companies that serve LE and intel professionals are not going to find their way into “real” media. Maybe one of the crack MBA mills will produce a motivated whiz kid who will explore these three topics. (Guess what? There are more to uncover.)

From my point of view, Palantir’s current origin story in both Karp tales is entertaining. But like the omissions about Google (another Silicon Valley paragon), the information no one “remembers” or bothers to unearth reveal more about the Palantirians and their organization than the creative revisionism now circulating. What about those protests in front of Palantir’s Palo Alto office? I think it is like people conveniently not remembering the Google Yahoo settlement regarding ad technology? 

To some Silicon Valley, “in the same dorm” outfits, the past and its impacts are irrelevant to the thumbtyping generation. The here and now is what matters. With some stakeholders rolling in dough, the past may not exist. 

What’s the history of policeware and intelware history tell us about the future of Palantir Technologies? I am no master of prediction. I can’t predict if I will be around to see the end of the pandemic or the end of the week for that mater. Let me pose some questions, which are what got Socrates terminated with extreme poeticism. 

  1. Will Palantir be able to generate sufficient sustainable revenue to produce a profit? Note: It’s been 17 years to lose only half a billion if the published data are accurate? Plus, there are dozens of startups chasing the same modest pool of whales known to consume policeware and intelware.
  2. Will Palantir be able to catch up with vendors of intelligence software systems which have leapfrogged Gotham? (My estimates suggest there are about 300 customers on the scale of the CIA globally, and newcomers like some startups in Herzliya and suburban Virginia who are a heck of a lot less expensive to license, support, and tune. Deals with the fish bigger than carp are locked up and not in play. Some countries want their own equivalent to Analyst’s Notebook and Palantir Gotham. A deal may be unlikely no matter how much high school French a Silicon Valley pitch person uses in a presentation in Paris. There is competition today. In the late 1990s, Analyst’s Notebook faced fewer competitive threats.)
  3. Will Palantir, even with its move from Silicon Valley, become a Denver-type company with all the healthy goodness of a firm breathing fresh mountain air and rooting for the Broncos? Note: You can take the people out of Silicon Valley, but removing the Silicon Valley DNA may be like beating down Covid 19.

The Lord of the Rings was a fantasy if I recall a painful reading assignment from a class taught at the one-horse university I attended. I think this observation is semi-accurate: Where Palantir is concerned, magic and a rainbow are necessary. Some financially savvy humans are helpful as well.

The reality of Palantir’s dogged slog for 17 years is a bit more banal despite the “with it” persona of its public-facing wizard. The glow of that seeing stone’s glow is sufficiently bright to make it possible to read the digits on those cash accounts. What else is necessary?

Stephen E Arnold, October 26, 2020

Blog notes:

  1. i2 Ltd. was sold to a venture firm. Then IBM bought i2. Today’s Analyst’s Notebook is called “IBM i2 Analyst’s Notebook.”
  2. The “lack of context” about competition, market size, revenue, and number of  customers is fascinating. But neither writer had room for such irrelevancies. 
  3. My question is, “What is the logic of editorial decisions to omit factual actions about the business processes of Palantir Technologies?”

This Snooping Stuff

December 14, 2019

The Economist’s story “Offering Software for Snooping to Governments Is a Booming Business” sounds good. The article is locked behind a paywall so you will have to sign up to read the quite British analysis. There are some interesting comments zipping around about the article. For example, a useful thread appears at this link.

Several observations struck me as informative; for example:

  • The Economist does not mention Cisco. This is important because Cisco has an “intelligence” capability with some useful connections to innovators in other countries.
  • Palantir, a recipient of another US government contract, is not mentioned in the write up. For information about this new Palantir project, navigate to “Palantir Wins New Pentagon Deal With $111 Million From the Army.” This is paywalled as well.
  • There is even a reference to surveillance technology delivering a benefit.

Perhaps those interested in surveillance software will find the interview Robert Steele, a former CIA professional, conducted with me. You can find that information at this link.

Perhaps the Economist will revisit this topic and move beyond NSO Group and colloquial language like snooping?

Stephen E Arnold

Palantir Technologies: Fund Raising Signal

September 6, 2019

Palantir Technologies offers products and services which serve analysts and investigators. The company was founded in 2003, and it gained some traction in a number of US government agencies. The last time I checked for Palantir’s total funding, my recollection is that the firm has ingested about $2 billion from a couple dozen funding rounds. If you subscribe to Crunchbase, you can view that service’s funding round up. An outfit known as Growjo reports that Palantir has 2,262 employees. That works out cash intake of $884,173 per employee. Palantir is a secretive outfit, so who knows about funding, the revenue, the profits or losses, and the number of full time equivalents, contractors, etc. But Palantir is one of the highest profile companies in the law enforcement, regulatory, and intelligence sectors.

I read “Palantir to Seek Funding on Private Market, Delay IPO” and noted this statement:

The company has never turned an annual profit.

Bloomberg points out that customization of the system is expensive. Automation is a priority. Sales cycles are lengthy. And some stakeholders and investors are critical of the company.

Understandable. After 16 years and allegedly zero profits, annoyance is likely to surface in the NYAC after an intense game of squash.

But I am not interested in Palantir. The information about Palantir strikes me as germane to the dozens upon dozens of Palantir competitors. Consider these questions:

  1. Intelligence, like enterprise search, requires software and services that meet the needs of users who have quite particular work processes. Why pay lots of money to customize something that will have to be changed when a surprise event tips over established procedures? Roll your own? Look for the lowest cost solution?
  2. With so many competitors, how will government agencies be able to invest in a wide range of solutions. Why not seek a single source solution and find ways to escape from the costs of procuring, acquiring, tuning, training, and changing systems? If Palantir was the home run, why haven’t Palantir customers convinced their peers and superiors to back one solution? That hasn’t happened, which makes an interesting statement in itself. Why isn’t Palantir the US government wide solution the way Oracle was a few years ago?
  3. Are the systems outputting useful, actionable information. Users of these systems who give talks at LE and intel conferences are generally quite positive. But the reality is that cyber problems remain and have not been inhibited by Palantir and similar tools or the raft of cyber intelligence innovations from companies in the UK, Germany, Israel, and China. What’s the problem? Staff turnover, complexity, training cost, reliability of outputs?

Net net: Palantir’s needing money is an interesting signal. Stealth, secrecy, good customer support, and impressive visuals of networks of bad actors — important. But maybe — just maybe — the systems are ultimately not working as advertised. Sustainable revenues, eager investors, and a home run product equivalent to Facebook or Netflix — nowhere to be found. Yellow lights are flashing in DarkCyber’s office for some intelware vendors.

Stephen E Arnold, September 6, 2019

Palantir Technologies: Soldiering Forward

July 16, 2019

On the positive side, Palantir Technologies landed a $144 million blanket purchase agreement from the US Navy. Presumably, Palantir will provide its government-centric investigation and intelligence analysis system and engineering services. According to GovConWire:

The fixed-price BPA [blanket purchase agreement] has a one-year base term valued at $27.6M and four option years that could run through July 11, 2024.

IBM, Oracle, and other traditional intelware vendors are unlikely to be thrilled with the award.

On the negative side, Liberation, an online information service, reported that protests were held in Palo Alto. The group wants Palantir to be shut down. This is a dramatic statement, and it is not going to stop Palantir from licensing its technology to government agencies.

So, good news and bad news for Palantir. DarkCyber believes the company will focus on staying open and closing deals. Competitive systems are proliferating, and some of the newer systems are easier to use and eliminate some of the fussiness associated with the ageing Gotham system.

Stephen E Arnold, July 16, 2019

Palantir Technologies: The Winding Down of DCGS and the Winding Up of Old School Intelware Vendors

March 29, 2019

Update (March 30, 2019) to related to winding down: 

First Mercantile Trust Co Has Lowered By $390,609 Its Raytheon Company in DMinute

If you recognize the acronym “DCGS”,  you probably know that the Tolkien-infused intelware vendor Palantir Technologies has captured the $800 million contract for the US Army’s “new” intelligence system. If not, you won’t care.

According to “Palantir Wins Competition to Build Army Intelligence System,”:

The Army has chosen Palantir Technologies to deploy a complex battlefield intelligence system for soldiers, according to Army documents, a significant boost for a company that has attracted a devoted following in national security circles but had struggled to win a major defense contract.

The deal is important. A number of old school vendors have been chugging away on intelware for years. Vendors like Raytheon, IBM, Digital Reasoning, and dozens of others failed to deliver. Palantir, which is not without its share of issues, is going to provide war fighters with a more modern systems.

The fact that Palantir’s core software dates from 2003 suggests that more up to date systems are not in the cards for years to come. DarkCyber has picked  up rumors that big chunks of Palantir’s plumbing uses open source, plays semi-nice with legacy system file formats, and operates on the Amazon AWS infrastructure are important to war fighters. The possibility exists that Palantir Technologies can embrace and extend the functionality of its systems.

Does this procurement hint at any future big Pentagon contract announcements? Maybe.

Stephen E Arnold, March 29, 2019

Palantir Technologies and KT4 Partners: Information Decision

February 14, 2019

If you follow Palantir Technologies, there is a dust up between KT4 Partners and the producer of intelware; that is, software designed to provide intelligence solutions to licensees.

Like Palantir’s dispute with the original i2 Ltd., the details are difficult to discern due to the legal processes themselves, the desire of those involved to remain out of the spotlight, and the time lag between events.

If you do follow the legal machinations, you will want to read “Delaware Court Provides Guidance for Books and Records Demands to Limit Producing Electronic Data to Stockholders.”

I am not a lawyer and lawyers in general make me nervous; however, it appears that KT4 will be able to access certain documents to which Palantir has denied access.

Why’s this important?

Palantir and KT4 know that money is at stake. Expensive settlements may have an impact on Palantir’s IPO. Furthermore, documents may contain interesting information which could find its way into the media.

Worth monitoring this matter.

Stephen E Arnold, February 14, 2019

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