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Palantir Technologies is the darling of the U.S. intelligence community, the terror of many privacy advocates, and most
recently the fascination of many high-end investors.

Despite being in the spotlight among such groups, much of the information on it is fragmentary or highly speculative.
This history unites those fragments into a coherent whole, probably the most complete publicly available history of
Palantir ever assembled.

When Palantir spokeswoman Lisa Gordon was reached for official  comment on the history below, she examined it
and replied (with characteristic Palantir casualness) "I don't really have anything to add. Looks pretty complete."

Though widely listed as having been founded in 2004, SEC filings set Palantir’s official incorporation on May 2003 (1)
by Peter Thiel (cofounder of PayPal and investor in numerous Silicon Valley firms), who said that he intended the Palo
Alto, California-based startup as a “mission oriented company” intending to apply software like PayPal’s fraud
recognition systems “to reduce terrorism while preserving civil liberties” (2).

In 2004, Thiel bankrolled the creation of a prototype by PayPal

engineer Nathan Gettings and Stanford grad students Joe Lonsdale
and Stephen Cohen. That same year, Thiel hired temporary (and
later permanent) CEO Alex Karp, a former colleague from Stanford
Law School. Karp had been putting his philosophy PhD to
unorthodox use as a money manager through a London-based
investment firm he had founded called the Caedmon Group,[1]

Fairly eccentric near-billionaire Palantir CEO Alex Karp

(https://web.archive.org/web/20140616213436/http://www.weebly.com/weebly/main.php#_ftn1) (2) (3) and had been

helping to raise funds for Thiel’s investment management firm Clarium Capital (3).

Palantir had difficulties raising capital in the U.S., as suggested by both SEC filings (4) and anecdotes from Karp, (2) (3)
but the intelligence community (and Karp’s European investor connections) provided a new channel for funding.

According to the Washingtonian, they consulted many experts to open doors for them in DC, including former White
House National Security Council staffer Alex Poindexter, who in 2004 introduced them to Richard Perle, ex-chair of the
Defense Policy board. (5)

Even with these experts helping them navigate the halls of power in DC, there seem to have been a number of
instances of mutual culture shock. Karp says that in his first meeting with an intelligence agency in 2005 that he was /
 "freaked out" by security guarding the building with firearms, and he mistakenly asked one of the officials their name,
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not knowing that this was against protocol (6). Some government officials also expressed surprise at the casual attire
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of Palantir staff during meetings, such as former head of the National Counterterrorism Center Michael E Leiter who 2013 2014 2015
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had said to himself “There’s Karp with his hair and his outfit—he doesn’t look like me or the other people that work for
me,” before becoming a supporter and then consultant for Palantir (7). Indeed, Karp says that “the first hundred
meetings or so were fraught with misunderstandings” (8).

Despite these misunderstandings, the CIA became a Palantir customer in 2005 for their intelligence analytics
services, (2) and their venture capital arm In-Q-Tel was publicly listed as having an equity stake in the company by
mid-2006. (9)

Further integrating themselves into Washington, the company opened an office in 2007 (nicknamed “Rivendell”) in the
D.C. suburb McLean with their first intelligence alumnus employee David Worn, (6) a former DoD intelligence officer
and engineer for MITRE. (10) It has also sponsored events such as the monthly Palantir Night Live in DC to bring
together many speakers and DC socialites together. (11) It has also been active in formal political lobbying, recruiting
former senators John Braux and Trent Lott, (5) with its lobbying expenditures increasing steadily from 2010 to 2013
when its total annual investment exceeded $1.1 million[2]
(https://web.archive.org/web/20140616213436/http://www.weebly.com/weebly/main.php#_ftn2) (12).

Palantir’s government contract roster steadily grew, Karp says largely via word of mouth (5) (8), asserting that the
company “saw massive adoption without a sales force” (8). Though most well-known for its intelligence and defense
clients such as the CIA (2) (6) (13), Department of Defense (6) (14), NSA (2), and FBI (2) (3) (6) (13), Palantir has also
served other types of government agencies, such as the Recovery Accountability and Transparency Board (15), CDC
(16) (17), FDA (17) and, more recently, the SEC (18).

[1] (https://web.archive.org/web/20140616213436/http://www.weebly.com/weebly/main.php#_ftnref1) A 2009 Wall Street

Journal article places Karp’s involvement in the company as early as 2003. The same article also implies that Karp had
returned to the U.S. from Europe in 2000. (6)

[2] (https://web.archive.org/web/20140616213436/http://www.weebly.com/weebly/main.php#_ftnref2) To put this number

into perspective, in 2013 IBM spent $6 million in lobbying (57) Raytheon spent over $7.5 million, (58) Lockheed Martin spent
nearly $14.5 million, (60) and Boeing spent just over $15million. (59)

In 2009 Tim Drake, general manager for the 20-year old software defense contractor I2 Inc.[1] derided his new
competitor Palantir as “the new sexy thing,” saying that Palantir won't be able to make lasting inroads in a government
market that prizes the stability of established companies.” (6) This prediction would seem to be inaccurate in
hindsight, considering that an August 2013 Forbes article cited interviews with Condoleezza Rice, David Petraeus and
George Tenet to characterize them as a “National Security Darling”, (19) and their advocates in congress such as
California Representative Duncan Hunter (20).

This is not to say that that they have been unopposed. Controversy erupted within the U.S. military between
implementation of Palantir’s software and the continued use of Distributed Common Ground System (DCGS-A) by the
U.S. Army, in which a 2010 Joint Urgent Operating Statement praising Palantir was accused of having been “clearly
ghost-written by a Palantir engineer,” with senior officials in Army Operational Test Command demanding that the
endorsement be removed from the document prior to distribution. (21) DCGS-A supporters argue that their system is
more versatile, (14) more interoperable with other systems, (20) and have accused Palantir’s supporters of being
Palantir stooges. (21) (22) Palantir supporters have countered that their systems are easier to use, more reliable, and
faster accuse DCGSA-A supporters of being either out of touch with the needs on the ground or in bed with the many
major firms with a vested interest in the software such as IBM (via i2), Northrop Grumman, Lockheed Martin, and
General Dynamics (20).

This is not the only scuffle involving both Palantir and i2. i2 filed a suit in August 2010 alleging that a Palantir employee
Shyam Sankar fraudulently used a shell company SRS Enterprises to license i2’s software in order to steal its trade
secrets from 2006 to 2010. (23) In January of 2011 the two companies issued a joint statement that they had settled
the agreement "to the mutual satisfaction of all the parties," vowing that neither side would make any future public
statement on the subject (24) (25).

Another controversy arose in 2011, when hacked e-mails from HP Gary revealed a presentation with Palantir’s logo
about a proposal to Bank of America (26) (27) (28) for how Palantir, HB Gary Federal, and Berico Technologies could
collaborate to “combat the WikiLeaks threat effectively” (29). When the issue emerged, Karp quickly released a
statement saying that he had directed the company to sever all ties to HB Gary, stating “The right to free speech and
the right to privacy are critical to a flourishing democracy. From its inception, Palantir Technologies has supported
these ideals and demonstrated a commitment to building software that protects privacy and civil liberties.
Furthermore, personally and on behalf of the entire company, I want to publicly apologize to progressive
organizations in general, and Mr. Greenwald in particular, for any involvement that we may have had in these
matters” (27) (28) .

Karp would later say that he had been unaware of the plan, insisting that the company’s flat structure encourages
employees to act like entrepreneurs, not requiring approval for every action by their superiors (5). One could also
note that the project was proposed by a team operating out of the DC office, rather than the Palo Alto headquarters
(5), perhaps limiting oversight. In response to the incident, Karp also said that he hired a law firm (Boies, Schiller &
Flexner (5)) to investigate the company’s role in the incident (5) (30) and placed the lead engineer Matthew Steckman
for the project on leave (2). Palantir later rehired Steckman (2) (5), but they also created an internal ethics hotline that
engineers can use to anonymously report to Palantir’s directors about work that they consider unethical (2).

            There was also some concern that the Edward Snowden revelations might taint the general public’s first
impression of the company (2), particularly when some commentators conflated the NSA’s “PRISM” surveillance
program with Palantir’s “Prism” software platform, to which Palantir responded in an official statement insisting that
the two programs were unrelated (31). Based on cursory analysis of Google search trends over time and query /
 correlations (i.e. how often two topics or phrases
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are searched together), it would appear that the
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Palantir in particular with the incidents.

       Indeed, though there was a moderate

increase in Palantir searches in June 2013, when
the story broke, but it was minor compared to
spikes correlated with the leaks of the HBGary e-
mails or business-focused coverage of Palantir,
such as the September 2009 Wall Street Journal
article covering them or announcements of the
progress of its latest investment round.
However, even if the scandal does not harm
Palantir’s public image directly, the effects are
still playing themselves out and the evolution of
regulations for government intelligence
contractors and the use of public data may
impact Palantir’s revenues in the long term.

    Mitigating this risk, Palantir has diversified beyond government contracts. Palantir does not solely serve the
government, though. Their clients at the New York Police Department recommended them to their first private-sector
client JP Morgan Chase (2), with whom they signed a contract in December 2009 for $5-20 million (30) to help them
detect fraud and as of late 2011 they also intended to use it to improve their marketing tailoring (7). Other clients
include the U.S. Chamber of Commerce (5) and SAC Capital Advisors (32). Palantir has also made overtures to
pharmaceutical companies (33), insurance agencies (34), healthcare providers (35), legal professionals (36), and
commercial lenders (37), as well as providing cybersecurity and intelligence (3). It has been widely reported that less
than 40% of Palantir’s 2013 revenue was derived from government clients, though this figure seems to be traceable
solely back to the estimate of an anonymous TechCrunch source (38), so its reliability is unverified.

[1] (https://web.archive.org/web/20140616213436/http://www.weebly.com/weebly/main.php#_ftnref1) Now a subsidiary of

IBM (55) as of 2011 (56)

            Palantir has not restricted itself to the U.S either. International work seemingly started as early as 2008, based
on a Quora posting by Shannon Scott, who lists himself as working as the Engineering Lead in their Australia office
and Palantir’s first non-US employee (39), which is consistent with the dates listed on his LinkedIn page (40). Perhaps
the earliest known specific international project was in revealed in 2010 when a Canadian security firm used their
software to crack the cyber-espionage ring known as the Shadow Network (3), a China-based group that had
infiltrated the Indian Defense Ministry (41). Today, the company has offices around the world.

/
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    The firm’s income is a matter of

speculation. Analysts estimated
that its 2010 revenue was between
$25-50 million, though a 2011
Forbes article quoted a “highly
reputable” unnamed source as
saying that it was “‘significantly
north of $80 million’” (30). A 2012
Washingtonian article references
estimates for 2011 revenues of
over $250 million, but does not
name its source (5). An August
2013 Forbes article referenced
other Forbes estimates that 2012
revenues were less than $300
million, but that projected total (/web/20140616213436/http://www.mausstrategicconsulting.com/uploads/1/7/1/3/17134964/9095052_orig.jpg)
2013 revenues would be over Chart describes the amount of capital raised by Palantir and the estimated number of
investors involved during the indicated period.
$450 million (2). Even with $450
million in revenue, however, the
company was reportedly not
profitable in 2013 (42).

    Growth like this has fueled

excitement amongst investors.
After financing through steadily
growing investment rounds from
mid-2006 to mid-2012, the
company launched a substantially
larger round of investment in
September 2013 to February 2014,
garnering $586.8 million. All of
these deals were primarily
brokered by Morgan Stanley, with
the single exception of a single
investment of $57.5m in late 2013
by an undisclosed party. (43)

Table of distinct Palantir financing events. Caveat: In some cases, this table may
underestimate the number of investors if investors from prior SEC filings in the same
series increased their investment during the course of the same series.

         Its valuation similarly ballooned, from $735 million in April-May 2011 (44) to (according to unidentified
TechCrunch sources) $2.5 billion in August-September (45). Then in 2013 it leapt from $6 billion in September to $9
billion by November-December (13).

    Despite the market potential, the founders seem reluctant for an IPO. In August 2013 Karp told Forbes that an IPO
would render “running a company like ours very difficult” (46). Even after the success of the latest funding round an
unnamed internal source stated to CNBC in March 2014 “we have no plans to go public anytime soon” (47). One could
certainly see how going public could bring the company a host of complications. Firstly, regulations might require that
transactions with their clients be more subject to scrutiny—which some of the intelligence and defense agencies
might not appreciate. Public investors might also see little immediate profit in Palantir’s more philanthropic work [see
/
 below]. Karp has also been quoted as saying that “The minute companies go public, they are less competitive. ... You
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need a lot of creative, wacky people that maybe Wall Street won't understand” (48).
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(https://web.archive.org/web/20140616213436/http://www.quora.com/Palantir-Technologies/Whats-it-like-to-work-at-
Palantir-in-Australia)
The sinister inner-workings of Palantir's Canberra office.

One can certainly see this philosophy permissive of creativity and wackiness at work in Palantir. Even in the face of its
ties to high finance and the more secretive echelons of governments around the world, Palantir seems determined to
maintain its casual, nerdy culture. The company itself is named after seeing stones[1] from the Lord of the Rings
mythos, and each of its offices are similarly named after locations from the series (with the exception of the NYC office
named after Gotham from DC comics (2).) Likewise, its two primary analytic software platforms, Palantir Gotham and
Palantir Metropolis are named after cities from the DC comic universe (the stomping grounds of Batman and
Superman respectively.) But the casual, fun-loving atmosphere would seem to extend beyond the nominal. For
example, in its Palo Alto HQ one of the conference rooms has been turned into a ball pit and dogs are allowed in the
office (2). The engineers also apparently design T-shirts with cartoon characters for each of their new software
versions. As of late 2011, they had run out of Care Bears and moved on to My Little Ponies (7).

This is hardly to say that they don’t take their work seriously. Palantir’s Glassdoor reviews consistently report long
work hours (47) for a salary capped company-wide at $127,000—low by Silicon Valley standards (3). Karp says that one
of his investors went so far as to ask “Is this a company or a cult?”, but he asserts that “To make something work, it
cannot be about the money. I would like to believe we have built a culture that is about a higher purpose that takes
the form of a company. I think the deep character anomalies of the company are the reasons why the numbers are so
strong” (7). This mission focus leading to profits might seem counter-intuitive on the surface for a company that Karp
says walks away from as much as 20% of possible revenue for ethical reasons (2) and that has “lots of clients where
we get zero money” (48). He seems to feel that the mission focus makes up for it by allowing them to hire top-tier
talent and motivating them: “It's basically very simple. ... We tell people you can help save the world” (48).

Certainly, the company is proud of its more non-profit work fighting human trafficking (49), disaster relief[2] (50),
averting human rights abuses (51), improving global food security (52), and other efforts. The “higher purpose” may be
even larger than these causes, though, as Karp referred to his early work with Palantir as “building the most important
company in the world” (2).

So what is that “higher purpose”? How does the company intend to “help save the world”? The company website is
vague on the matter, saying that they are “working for the common good”, “making the world a better place”, and
“help[ing] the world’s largest organizations solve their most challenging problems”, and despite the lack of specificity it
even insists that “This mission is what makes the opportunity to work at Palantir unique.”

A cynical interpretation might be that it is little more than a means to motivate its staff and help its PR by portraying
itself as after more than simple profit, but let us consider the possibility that there is at least some substance to it.
Perhaps Thiel’s original stated goal to “to reduce terrorism while preserving civil liberties” has been extended to
providing the other benefits of large-scale data analytics while minding privacy. He has argued that providing cutting
edge technology, like Palantir’s, to the government with safeguards for accountability is critical to preventing another
9/11, which “opened the doors to all sorts of crazy abuses and draconian policies” (7). Karp has certainly expressed a
commitment to privacy, stating “I didn’t sign up for the government to know when I smoke a joint or have an affair”
and “We have to find places that we protect away from government so that we can all be the unique and interesting
and, in my case, somewhat deviant people we’d like to be” (2).

 Then it would seem that Palantir’s intent is to stand upon the edge of a knife: providing the power to see the world,
without becoming corrupted by that power.

[1] Basically they’re like crystal balls, but don’t let a hardcore Tolkien fan hear you sum it up like that

[2] Earning an endorsement from Bill Clinton himself for their work on the issue (59)

Sources Cited

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http://pdf.secdatabase.com/2796/9999999997-05-014327.pdf.

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Juggernaut. Forbes. [Online] August 14, 2013. http://www.forbes.com/sites/andygreenberg/2013/08/14/agent-of- /
 intelligence-how-a-deviant-philosopher-built-palantir-a-cia-funded-data-mining-juggernaut/.
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3. Vance, Ashlee and Stone, Brad. Palantir, the War on Terror's Secret Weapon. Bloomberg Businessweek. [Online]
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November 22, 2011. http://www.businessweek.com/magazine/palantir-the-vanguard-of-cyberterror-security-
11222011.html#p2.

4. Palantir Technologies, Inc. Various SEC Filings, CIK 1321655. SEC Database.com. [Online] 2005-2006.
http://www.secdatabase.com/CIK/1321655.

5. Harris, Shane. Killer App:Have a bunch of Silicon Valley geeks at Palantir Technologies figured out how to stop
terrorists? Washingtonian. [Online] January 31, 2012. http://www.washingtonian.com/articles/people/killer-
app/index.php.

6. Gorman, Siobhan. How Team of Geeks Cracked Spy Trade. The Wall Street Journal. [Online] September 4, 2009.
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sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CCkQFjAA&url=http%3A%2F%2Fwww.aphl.org%2Fconferences%2Fproceedings%2FDocuments%2F2011%2F2011_PulseNetO
Nguyen.pdf&ei=gSZUU6X0IcWXyATP8ICQCA&usg=AFQjCNFv09nihDV8PanXbLSOu3g.

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s=opportunity&mode=form&id=15793da6f614c08189670e95f5dbbc8f&tab=core&_cview=0.

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25. Thomas, Owen. Palantir's third black eye: i2 lawsuit settled. Venturebeat. [Online] February 16, 2011.
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/
 26. Greenberg, Andy. Did Security Firms Pitch Bank Of America On Sabotaging WikiLeaks? Forbes. [Online] February 9,
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2011. http://www.forbes.com/sites/andygreenberg/2011/02/09/did-security-firms-pitch-bank-of-america-on-
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27. Greenberg, Andy. Palantir Apologizes For WikiLeaks Attack Proposal, Cuts Ties With HBGary. Forbes. [Online]
February 11, 2011. http://www.forbes.com/sites/andygreenberg/2011/02/11/palantir-apologizes-for-wikileaks-attack-
proposal-cuts-ties-with-hbgary/.

28. Gobry, Pascal-Emmanuel. Palantir Apologizes For Its Plan To Crush Wikileaks. Business Insider. [Online] February
11, 2011. http://www.businessinsider.com/palantir-wikileaks-apology-2011-2.

29. Business Insider. Here's The Secret Document That Banks And Other Big Organizations Are Using To Prepare For
Wikileaks. Business Insider. [Online] 2011. http://www.businessinsider.com/palantir-wikileaks-2011-2#-1.

30. Chiang, Oliver. Facebook Investor Peter Thiel: Palantir Is The Next Facebook Or Google. Forbes. [Online] February
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content%2Fuploads%2F2013%2F06%2FSolution-Overview-Pharma.pdf&ei=DiZUU-
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intelligence/.

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lending/.

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40. —. LinkedIn Page. LinkedIn. [Online] au.linkedin.com/in/scottsj.

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Technologies-Reviews-E236375.htm.

48. Thompson, Cadie. Free advice: Don't go public, says Palantir's CEO. CNBC. [Online] March 19, 2014.
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49. Knox, Karen. How Many Years a Slave. Palantir Philanthropy Blog. [Online] January 24, 2014.
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50. Erickson, Kyle. How we’re building an information infrastructure for Typhoon Haiyan response operations.
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51. Romanow, Zach. Discussing technology and atrocity prevention in Tanzania. Palantir Philanthropy Blog. [Online]
August 5, 2013. http://www.palantir.com/2013/08/discussing-technology-and-atrocity-prevention-in-tanzania/.

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53. IBM. i2 is now part of IBM. IBM. [Online] http://www-01.ibm.com/software/info/i2software/.

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31, 2011. http://www-03.ibm.com/press/us/en/pressrelease/35255.wss#release.

55. OpenSecrets. IBM Corp: Summary. OpenSecrets.org. [Online] March 2014.

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56. —. Raytheon Co: Summary. OpenSecrets.org. [Online] March 2014.

http://www.opensecrets.org/lobby/clientsum.php?id=D000000175.

57. —. Boeing Co: Summary. OpenSecrets.org. [Online] March 2014. http://www.opensecrets.org/lobby/clientsum.php?

id=D000000100.

58. Open Secrets. Lockheed Martin: Summary. OpenSecrets.org. [Online] March 2014.
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59. Palantir Technologies. One year after Sandy, revolutionizing disaster response with CGI, Team Rubicon, and
Direct Relief . Youtube. [Online] October 29, 2013. https://www.youtube.com/watch?v=Ch0yCcTRSa4#t=51.

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