NO, NO, NO.....we are NOT in a bubble. This is BUSINESS....big money business. We are actually in a....business and tech REVOLUTION. Big Tech's rising AI investments show market bubble 'still has a good ways to go' https://finance.yahoo.com/news/big-...le-still-has-a-good-ways-to-go-154416770.html
A BIG GAIN for me today. With five stocks up and three down. The down.....MSFT, HD, and AAPL. I also beat the SP500 by....1.53% today. A very nice start to the week and the month.
Here are the PLTR earnings.....hot off the press. Palantir tops estimates, boosts fourth-quarter guidance on AI adoption https://www.cnbc.com/2025/11/03/palantir-pltr-q3-earnings-2025.html A strong BEAT of 3rd quarter estimate.....and....a raise of guidance. EPS a BEAT....check....Revenue a BEAT....check....guidance raised way up....check. Total revenue.....way up by....SIXTY THREE PERCENT.....over a BILLION for the second quarter in a row. Net income....TRIPLED. They are looking for about.....4.4 BILLION...in sales for the full year. Commercial business....more than doubled. For the full year,....expecting about $4.4 billion in sales, topping the $4.17 billion forecast. Bumped up full-year free cash flow outlook to $1.9 billion to $2.1 billion. Etc, etc, etc, etc. AND...yes...the stock is.....DOWN (slightly).....after hours. WTF. The media and others love to.....HATE ON....this company. Finally..... a company that is DISRESPECTED more then poor Microsoft.
I love the...STRAIGHT TALK....PLTR CEO letters. Here is the latest from today: Letter to Shareholders https://www.palantir.com/q3-2025-letter/en/ (BOLD is what I consider GREAT CONTENT....nothing better than a PLTR letter) I. We are still at the very start of things. This remains the beginning, the first moment of a first chapter. Our business generated $1.2 billion in revenue for the third quarter of the year, a new record in our more than twenty-year history, representing an accelerating and otherworldly growth rate of 63% over the same period the year before. We also generated a staggering $476 million in profit this past quarter, again a record in our company’s history—and to be clear, nearly half a billion dollars in profit in only three months. It is worth remembering that the business is now producing more profit in a single quarter than it did in revenue not long ago. This ascent has confounded most financial analysts and the chattering class, whose frames of reference did not quite anticipate a company of this size and scale growing at such a ferocious and unrelenting rate. Some of our detractors have been left in a kind of deranged and self-destructive befuddlement. It has indeed been difficult for outsiders to appraise our business, either its significance in shaping our current geopolitics or its value in the vulgar, financial sense. The reality is that Palantir has made it possible for retail investors to achieve rates of return previously limited to the most successful venture capitalists in Palo Alto. And we have done so through authentic and substantive growth. In the United States, our commercial business has now more than doubled in the last twelve months, growing 121% and generating $397 million in the last quarter. This segment of our operations is an absolute juggernaut. And we believe that it will become, on its own, one of the most significant business stories of the century in American economic life. For all of its idiosyncrasies and complexity, American corporate culture remains one of the most adaptive on the planet. Our partners in the United States—the earliest and most voracious adopters of the novel language models that are presently reordering human life and of the Ontology that allows them to effectively operate—understand how significantly the terrain beneath us all has shifted. And they are racing to experiment and evolve, setting aside preconceived notions of what ought to work for what actually does. It is a ruthless pragmatism, and one that is yielding extraordinary results. In the end, the route for us to something universal—a generalizable artificial intelligence platform—was made possible by an obsessive focus on the specific: the particularized and quite idiosyncratic challenges and technical problems of our disparate set of customers. II. We have grown quite significantly in recent years. And yet, counterintuitively to many, including ourselves at times, our reluctance to abandon constraints has been a principal and driving force of our continued rise. Our headcount is one manifestation of this disciplined approach. The casual expansion of our ranks would have diminished the need to lean even more heavily on the strength of our software and the Ontology and to ensure their continued maturation. The alternative would have been to rely on an army of bright minds to do work that would have obscured the platform’s weaknesses and ultimately hindered its development. Henry Jaglom, the British film director, said in an interview with the Washington Post in 1994, citing his friend Orson Welles, “The enemy of art is the absence of limitations.” The same is absolutely true in software development. III. A century ago, the poet William Butler Yeats warned: “The falcon cannot hear the falconer; things fall apart; the center cannot hold.” Today, America is the center, and it must hold. A rejection of any shared and defined sense of common culture, in this nation and others, has had significant costs. We should, indeed must, return to a shared national experience—an embrace of common identity that by definition puts forward certain ideas, values, culture, and ways of living at the exclusion of others. It is and was a mistake to casually proclaim the equality of all cultures and cultural values. Some have proven to be wondrous and generative. Others destructive and deeply regressive. And an even greater mistake is to believe that we could or should convert the world to our way of living. And yet we have, as a culture, resisted, some actively and strenuously, a degree of assent to common beliefs or shared culture that would make such orientation possible. It is, however, that pursuit of something greater, and rejection of a vacant and neutered and hollow pluralism, that will help ensure our continued strength and survival. Sincerely, MY COMMENT: How I love a VISIONARY LEADER. One that is not afraid to say it as he believes it and to RALLY the troops. Such a rare thing in the business world these days........with everyone walking around on egg shells and afraid of their own shadow.
