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Shares of Palantir Technologies (Nasdaq: PLTR) are surging to new highs after the company reported better-than-expected Q2 2025 results. During the quarter, the AI software company saw its revenues surge nearly 50% and surpass more than a billion dollarsthe companys first quarterly 10-figure haul in its history. Heres what you need to know. What did Palantir report for Q2? Yesterday, Palantir reported its Q2 2025 earnings after the closing bell. The companys quarterly earnings were phenomenal, according to CEO Alex Karp. The headline result of the quarter is the billion-dollar revenue intake. Total revenue for the quarter reached $1.004 billion. Thats just $4 million over the psychologically important 10-figure line. Palantir achieved that number by growing its revenue 48% year-over-year and 14% quarter-over-quarter. U.S revenue was a big driver of the companys financial intake for the quarter. The companys stateside revenue grew 68% year-over-year and 17% quarter-over-quarter to $733 million. That number includes 14% quarterly revenue growth from U.S. government sources, totaling $426 million. U.S. revenue from commercial sources was up 20% for the quarter to $306 million. As noted by CNBC, Palantir exceeded its two most important metrics, based on LSEG estimates. The companys total earnings per share (EPS) for the quarter were 16 cents (adjusted). Analysts had been expecting 14 cents per share. Palantirs revenue haul of $1.004 billion also easily exceeded its expected quarterly revenue of $940 million. The companys Q2 revenue was, in large part, helped by its government contracts. Palantir has benefited from the Trump administration’s push to overhaul and streamline government operations, which include mass layoffs. The work done by some of those who were laid off will be offloaded to AI and other software systems, which Palantir and other companies are in the business of providing. Looking ahead to its Q3, Palantir forecasts another billion-dollar quarter. It says it expects Q3 2025 revenues to come in between $1.083 billion and $1.087 billion. Good news for investors. What about employees? Judging from the way PLTR stock is rising in premarket trading this morning, investors are clearly cheering Palantirs results. But the companys employees may not be. After the companys Q2 results were announced, Palantir CEO Alex Karp was interviewed by CNBC about the companys AI software offerings and revenue results. During that interview, Karp told interviewer Morgan Brennan that workforce reductions are on the table thanks to efficiencies driven by artificial intelligence.. Were planning to grow our revenue . . . while decreasing our number of people, Karp said. This is a crazy, efficient revolution. The goal is to get 10x revenue and have 3,600 people. We have now 4,100. But as noted by CNBC, Karp did not reveal how the company would shrink its workforce from 4,100 to 3,600. Besides layoffs, companies have other options to reduce their workforce, such as freezing hiring and not replacing workers who voluntarily leave their roles. The good and the bad of PLTR stock After Palantir reported its Q2 results, the companys stock jumped. As of the time of this writing, during premarket trading this morning, PLTR stock is currently trading up over 6.1% to $170.53. That means that PLTR stock is currently trading at an all-time high. As of yesterdays closing share price of $160.66, PLTR has seen its price rise by more than 112% since the year began. And over the past 12 months, PLTR shares have surged more than 549%. However, it’s worth pointing out that some investors, while buoyed by Palantirs recent gains, may also have reservations about its lofty stock price. At its current stock price, PLTR shares have a price-to-earnings (P/E) ratio of 730.27. A triple-digit P/E ratio means that a stock’s price is currently far outstripping its earnings. Few major tech companies have a P/E ratio in the triple digits, although their are some notable exceptions. Tesla, for example, has a P/E ratio of 185. If future earnings dont continue to match the rising price of the stock, shares could pull back. Other tech companies have P/E ratios that most investors find more acceptable. This includes Microsoft (P/E of 38), Nvidia (56), Apple (30), Amazon (32), Alphabet/Google (20), and Meta (28).
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E-Commerce
Back in June, Tools for Humanitya startup cofounded by OpenAI CEO Sam Altmanlaunched its first U.S. brand campaign for World, an identity and financial network that includes a cryptocurrency called Worldcoin and an unprecedented piece of hardware: the Orb. The volleyball-size spherical device uses a retina scan to authenticate users as human, and then provides a digital verification code. World is also opening brick-and-mortar locations for the Orb in six U.S. cities: Austin, Nashville, San Francisco, Los Angeles, Miami, and Atlanta. So far, World has more than 27 million participants and nearly 13 million verified humans across more than 20 countries. Its goal is to verify 50 million people by the end of 2025, and eventually to sign up every human being on the planet. The company hopes the biometric verification code it creates will essentially be our digital passport, to ward against fake AI-driven content, and utilized for everything from online banking to dating apps. Altman told Time, If this really works, its like a fundamental piece of infrastructure for the world. However, before that, we all need to be convinced to use it. The consumer brands of the new AI era are already emerging. We have Anthropics Claude, OpenAIs ChatGPT, Googles Gemini, Microsofts Copilot, DeepSeek, and more. The tools and promise of our AI future are both exciting and terrifying, which is an incredibly thin tightrope for any marketer to walk. In this episode of Brand New World, Im talking to John Patroulis, chief marketing officer at Tools for Humanitythe guy tasked with convincing us all to get human verified by the World platform. On why he joined Tools for Humanity in 2022: It was the sincerity of the ambition that really drew me to it. The world was going to change, artificial intelligence was going to become increasingly powerful, and it was going to be disruptive in many wonderful ways, but also create new challenges. And this was going to be an absolutely critical thing to have to ensure human beings remain central and benefit from all of those changes. On making World a local brand: This is an open-source protocol, and this is an open-source brand. So I really believe the brand needs to be built from the ground up in the communities that it exists in. So when we’re in Argentina, yes the insight needs to be human and universal, but it needs to look and feel Argentinian. On why World’s brand vibe has been using fun over futurism: My feeling is that we need a sense of lightness and what is right for a human brandthat the real human network reflects humanity. And I think human beings are funny, they’re confusing, they’re silly. They can be sincere. But it allows for a range of emotion. But the tone needs to continue to feel relatable. The tone through all of [the brand work] is human and relatable.
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E-Commerce
Despite years’ of headlines about the importance of workplace well-being and culture, the latest Gallup State of the Global Workplace report paints a stark picture: global employee engagement has declined yet again. But one overlooked yet deeply effective lever for change is also one of the simplest: genuine appreciation. It might be considered “a soft skill,” but when practiced with consistency and care, appreciation can reshape teams, rewire the brain, and reinvigorate entire cultures. Heres how leaders can turn everyday recognition into a powerful force for performanceand why its one of the most untapped tools in the leadership playbook: 1. Understand the neuroscience Appreciation doesnt just feel good, it changes the brain and can be a high-impact leadership tool, according to Amy Brann, applied neuroscience expert, founder of Synaptic Potential, and author of Make Your Brain Work. “Expressing appreciation boosts dopamine and serotonin in both the giver and the receiver, activating brain regions associated with motivation, connection and emotional regulation.” Importantly, appreciation also helps shift people out of a defensive mindset. “It lowers activity in the amygdalathe brains threat detectorhelping people feel safer and more valued,” Brann explains. “When people feel recognized and appreciated, they shift into what I call a High-Performing Neural Environmentone where creativity, focus and collaboration thrive.” To embed gratitude into everyday routines, Brann recommends leaders look for micro-moments of acknowledgement: “Quick, sincere acknowledgements embedded into existing routines. Over time, these create neural associations that reinforce trust and belonging.” 2. Make it safe, human, and consistent When we think of employee appreciation, we often think of grand gestures like bonuses and flamboyant parties. But according to Ella Davidson, founder of book PR agency, The Book Publicist, “Its about the small, consistent actions that show people theyre truly valued.” In her remote agency, daily check-ins are a normnot just for status updates, but to see how people are really feeling. “When someones struggling (personally or professionally), we listen, not just with empathy, but with the intent to support in practical ways,” Davidson says. And appreciation isnt just reserved for technical achievements: “We also make room to say thank you and well done, for results but also for dealing with a tricky situation or being supportive to others in the team,” she adds. Employees should know the buck stops with you. “Creating a culture of appreciation means letting people know you trust them, youve got their back, and that if things go wrong, the responsibility lies with you as the leader. That level of safety takes the pressure off and allows people to show up authentically. Most of all, appreciation means making it okay to be human. No blame, just support. Thats when people feel safe, seen, and truly appreciated and thats when they do their best work.” 3. Hardwire 360° gratitude in daily habits Gratitude cant just happen when theres time, it needs structure. “Appreciation and gratitude should not just flow top downit should be 360 degrees.” says Christina Lovelock, senior leadership coach and author of Careers in Tech, Data and Digital. “To enable this, we need to normalize recognition of good work and create specific opportunities for people to be nudged to think about where their colleagues, leaders, and teams have done something positive or noteworthy.” These nudges might include a regular agenda item in team meetings, a dedicated Teams or Slack channel, or a weekly wrap-up email. “It might be tempting to leave it ad hoc or worry it will seem forced or manufactured,” Lovelock adds, “but actually people usually find a regular cadence around gratitude and appreciation very valuable.” Worried you might struggle to find wins? Christina recommends looking beyond big things: “It can also be the day-to-day demonstrations of support or assistance, a well-handled conversation or really clear presentation slide. If you are specifically looking for good work to highlight, you can generally find it.” 4. Praise thoughtfully, not excessively Leaders are often told to give more praise. But quantity isnt the only factor that matterscontext does, too. “Its well-known both that praise is a good (and cheap) motivator and that most leaders overestimate just how much they give it,” says Nik Kinley, leadership consultant and author of The Power Trap. “But you can overdo it. If you praise too much, you devalue it, and praise actually works best when its unexpected.” Praise is also not one-size-fits-all. “People just beginning projects or who are less experienced typically need more praise,” Kinley notes. “Seasoned vets or those near the end of tasks tend to value praise less.” He also points to the power of public recognition. “Praise usually has more impact when given for simple tasks rather than complex ones. It also always has more value when given publicly, even if the individual being praised feels embarrassed by it.” He suggests thinking of praise as a tool and a tactic and using it as such. 5. Broaden the spotlight Recognition often shines only on the loudest, most powerful voices, silencing the most interesting or challenging ideas. To broaden the spotlight, Charlotte Otter, an executive communications expert and author of We Need New Leaders, recommends fostering smaller, unscripted spaces for conversation: “Organize small meeting rounds, unrecorded, where people feel safe to ask questions and share opinions. Give credit in the meeting for great ideas and afterwards, publicly, if theyre implemented.” Otter also emphasises inclusive meeting practices: “Send agendas in advance, make sure everyone gets a chance to speak, and actively quell the noisy ones. Introverts appreciate the chance to prepare, so let someone know in advance if youd like their opinion to be heard. Its about tuning in better and appreciating differently.” 6. Use genuine appreciation to create a ripple effect Thanking your team is one thing, but taking the time to geninely acknowledge their accomplishments from the top creates a ripple effect. “Each time a person encounters you and your kindness, that same person may be inspired to do the same,” says Gaelle Devins is chief customer officer at Breitling and author of Flow Leadership. “Imagine how powerful such a gesture could become in your team.” Devins encourages leaders to pause and reflect on how gratitude feels to themthen replicate it. “We often take things for granted and forget to look at life with childrens eyes or from the perspective of others. By being present, aware, and mindful as a leader, we become more aware of the needs of others.” More than a nicety In a world where employees are increasingly stressed, uncertain, and worried about the future, appreciation is more than a nicety, its a necessity. Leaders who get this right wont just see better performance and stronger retention, theyll build teams where people feel seen, heard, and motivated to do their best work.
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E-Commerce
Entrepreneurs typically contribute less to the overall economy than people who are employed by others. Transitioning from being formally employed to working for yourself or starting a business typically results in working longer hours to earn less and contribute less to the economy and society at large. However, theres no question that entrepreneurs still command high levels of popular approval and appreciation. In particular, we tend to glorify self-made billionaires no matter what they do, how they impact society, and how they behave. To the point that even antisocial acts, contrarian rants, or counterproductive work behaviors can be celebrated if they come from Elon Musk, Steve Jobs, or Peter Thiel. But the truth is, it’s unwise to blindly follow in these folks’ footsteps. Here are four particular habits to avoid. 1. Being a jerk and calling it vision Many successful entrepreneurs are lionized for being difficult. The logic goes like this: if youre abrasive, impatient, or rude, you must be brilliant. After all, ordinary people cant see the world-changing picture youre obsessing over. But in most domains, being disrespectful or treating others poorly is a recipe for failure, not success. Unsurprisingly, these difficult personalities often resort to founding their own business after they are fired or rejected from other peoples businesses, since they are dispositionally unemployable. And if your genius only shines through when you belittle or ignore others, it may not be genius at all. It may just be bad behavior that got rewarded because the outcome was profitable. 2. Obsessive overwork masquerading as passion The hustle culture narrative has convinced many aspiring entrepreneurs that burnout is a badge of honor. But glorifying 100-hour weeks and chronic sleep deprivation doesnt build resilience or productivity. It breeds tunnel vision and poor decision-making. Many of the worlds most iconic founders have spoken openly about their struggles with exhaustion and breakdowns. Yet somehow, the myth persists that if you’re not killing yourself for your company, you’re not serious. In reality, it’s not noble to sacrifice your well-being for work. It’s just avoidable. 3. Disdain for rules and norms Disruption is often code for breaking things without thinking about the consequences. From dodging taxes and ignoring labor laws to trolling regulators and bypassing democratic processes, some celebrated entrepreneurs treat norms as nuisances. But rules exist for a reason. They are not always efficient, but they are meant to protect the many from the power of the few. When tech CEOs behave as if laws dont apply to them, we shouldnt call that boldness. We should call it what it is: entitlement. 4. Being yourself as a leadership strategy Be yourself is the kind of advice that sounds profound on a coffee mug but performs poorly in the real world. The myth of entrepreneurial authenticity suggests that success comes from unleashing your unfiltered self, no matter how impulsive, erratic, or unlikable that self may be. As I argue in my forthcoming book, Dont Be Yourself: Why Authenticity Is Overrated and What to Do Instead, the most effective leaders arent radically transparent; they are strategically self-aware. They know when to adapt, how to filter, and which version of themselves is most useful in a given situation. If being yourself means ignoring feedback, resisting self-regulation, or broadcasting your every mood swing, its not authenticity, its self-indulgence. And when your decisions affect thousands of employees or millions of users, indulging your quirks becomes a liability, not a virtue. In short, there is a fine line between charisma and narcissism, between vision and delusion, and between confidence and arrogance. When we admire entrepreneurs, we should separate their contributions from their character. Otherwise, we risk turning toxic traits into aspirational goals, and forgetting that success is not a moral justification for how you got there. The irony is that we often celebrate these traits not because they are rare but because they are familiar. The workplace is already filled with insecure overachievers, domineering micromanagers, and burned-out strivers. When the most famous founders exhibit these behaviors, it legitimizes them. It tells the rest of us that being insufferable is part of the price of ambition, that success excuses everything, and that empathy or humility are optional luxuries rather than core leadership competencies. But leadership is not just about being right. Its about making others better. And while many entrepreneurs have indeed changed the world, the best ones do so without leaving a trail of broken people behind them. Admiring entrepreneurs should not mean excusing toxic behavior. It should mean holding them to higher standards, especially because of the influence they wield. If were going to celebrate their impact, we should also expect them to be decent humans.
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E-Commerce
Have you ever found yourself desperately wanting to move forward in life or at workwhether its launching a new venture, making a bold pivot, or finally saying yes to the idea thats been tugging at your mindbut somehow, you cant gain momentum? You might be living out what I call the Gas and Brake Paradox. This paradox shows up when you press the gas pedal of ambition, opportunity, or desire while unknowingly stomping on the brakes through unconscious resistance. You’re accelerating and stalling simultaneously. And heres the thing: The most visionary, high-performing leaders Ive worked with often dont even realize theyre caught in it. Its not laziness. Its not a lack of clarity or capability. Its usually an unspoken inner conflict between expansion and safety. The Hidden Drag on High Performers A Deloitte study found that 59% of high-level leaders feel trapped in successtheyve hit the outward milestones but feel unfulfilled, stagnant, or quietly disengaged. Meanwhile, a Harvard Business Review survey revealed that 71% of executives cite internal resistance, not external barriers, as the biggest roadblock to innovation. The Gas and Brake Paradox is often the invisible force behind that drag. It manifests subtly: You plan obsessively but never hit “go.” You say yes to everything except the thing that matters most. You dream of change but cling to whats familiar. And just like a car doing both at once, you create friction, burnout, and inertia. You move nowhere, exhaustingly fast. Why We Hold the Brake At the root of this paradox isnt just a fear of failure; its often a fear of transformation. Real growth demands letting go not only of titles or routines, but also of identities. And thats terrifying. Because who will I be if Im not this anymore? Many leaders push forward externally while holding onto internal stories that no longer serve them. One of my clients was poised to launch a disruptive new startup after spending decades in corporate leadership. But he kept defaulting to one more safe project. Another was ready to write a book that would redefine her field, but she couldnt stop editing chapter one. Both had one foot on the gas and the other on the brake. And heres the reframe: Resistance isnt weakness. Its often a form of inner wisdom, a message from your psyche: This next move requires a new version of you. 5 Ways to Release the Brake Without Losing Control You dont need to floor the gas or stomp on the brakes. True momentum comes when you learn to navigate both with intention. Heres how. Name the pattern. Awareness is the first unlock. Ask yourself: Where do I feel both excitement and dread? What patterns keep repeating, despite my best intentions? One client described it like reaching for the door but never turning the handle. He journaled his stuck points for a week and discovered a subtle pattern: Anytime he came close to clarity, hed immediately flood his calendar with distractions. That awareness changed everything. Use a habit tracker for a few days. Highlight moments where you feel conflicted. What triggered the brake? Reframe the story. Most resistance lives in outdated personal narratives. You might believe that success requires sacrifice, or that changing will result in losing everything you have built. In my coaching practice, I guide leaders through rewriting their origin stories. Because transformation doesnt mean erasing your past; it means integrating it. When you shift from Im starting over to Im evolving forward, a whole new possibility opens up. Create a future snapshot. Instead of fixating on what to do next, picture a day in your life two to three years from now. Where are you? What are you doing? Who are you becoming? Choose one image or object that symbolizes this version of you and keep it visible. Its not about fantasy; its about anchoring into possibility. Have a mirror conversation. We all need someone who can reflect us back to ourselves, without an agenda. Ask a trusted peer or coach: Where do you sense I am holding back? Where do I seem most alive but also most hesitant? What feels ready to emerge in me that I might be missing? A single honest conversation, when grounded in curiosity and care, can surface insights you cant reach alone. Sometimes, clarity doesnt come from more thinking, but from truly being seen. Take a micro-move. Instead of leaping into the void, start with a courageous toe-dip. Small, aligned action builds confidence while creating momentum. Write the first sentence of the book, block off one hour to explore the bold idea, or share your vision with a trusted colleague. As behavioral scientist BJ Fogg puts it: Tiny habits lead to big change. Micro-moves signal to your nervous system: This is safe. This is possible. And it’s okay to keep going. The Gas and Brake Paradox isnt a flaw; its a signal. It means youre on the cusp of something important. So instead of asking how you can go faster, ask: What part of me am I ready to release so I can move freely? Success without fulfillment isnt success, and movement without alignment is just motion. However, when your ambition meets inner claritywhen gas and brake begin to harmonizeyou stop spinning your wheels and start driving with purpose.
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E-Commerce
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