Prukalpa SankarGuestTobias MaceyHostAnd as you mentioned, you started Atlan with this mission of collecting all of these disparate data systems and the metadata and semantics around that so that humans could make sense of all of the information that was available and how it was being used and how it can be used.
Obviously, that has had a dramatic shift in terms of the scale and scope and workflow around it with the introduction of all of these agentic capabilities, especially since the beginning of this year.
And I'm wondering if you can talk through some of the major notable changes that you've seen in terms of the roles and responsibilities for these data catalogs and metadata systems as agents become more of the actual operational substrate.

What's interesting about the moment we are in AI, on one hand, I live in San Francisco, and I walk around the streets and everyone's like, "AGI is here." And, you know, every day the models keep getting better, the benchmarks keep getting better.

So by any parameter, exponential growth in every intel- intelligence benchmark that you can have.

I work with real companies and real enterprises, and, uh, when I ask them, "How are things going? Is AI useful?" Almost always eyes drop.

You know, somebody talks about this one pilot that they're making its way to production.

Whichever way you argue this, AI being valuable, we've probably proven that.

And so what's the gap? And this is where I like to always go back to understanding humans and what it takes to make humans work before you figure out what it takes to make AI systems work.

What is performance a function of? Performance is a function of, I like to think, intelligence, but also context.

If you think about human job performance, less than 10% of human job performance is explained by cognitive intelligence, which makes sense, right? Like, would you say your best employee is also the person that scored the highest on the SATs? Or would you say they're the person that, you know, takes feedback the fastest and learns and grows and, you know, just, you know, absorbs institutional knowledge and, you know, works really hard? Like, is that what the best person in your team looks like? And almost everybo- every time I say that, people will say, "Yeah, of course, that's what the best person on my team looks like." For the last 100 years, we have built infrastructure that helps humans become great at their jobs.
And as you mentioned, you started Atlan with this mission of collecting all of these disparate data systems and the metadata and semantics around that so that humans could make sense of all of the information that was available and how it was being used and how it can be used.
Obviously, that has had a dramatic shift in terms of the scale and scope and workflow around it with the introduction of all of these agentic capabilities, especially since the beginning of this year.
And I'm wondering if you can talk through some of the major notable changes that you've seen in terms of the roles and responsibilities for these data catalogs and metadata systems as agents become more of the actual operational substrate.

What's interesting about the moment we are in AI, on one hand, I live in San Francisco, and I walk around the streets and everyone's like, "AGI is here." And, you know, every day the models keep getting better, the benchmarks keep getting better.

So by any parameter, exponential growth in every intel- intelligence benchmark that you can have.

I work with real companies and real enterprises, and, uh, when I ask them, "How are things going? Is AI useful?" Almost always eyes drop.

You know, somebody talks about this one pilot that they're making its way to production.

Whichever way you argue this, AI being valuable, we've probably proven that.

And so what's the gap? And this is where I like to always go back to understanding humans and what it takes to make humans work before you figure out what it takes to make AI systems work.

What is performance a function of? Performance is a function of, I like to think, intelligence, but also context.

If you think about human job performance, less than 10% of human job performance is explained by cognitive intelligence, which makes sense, right? Like, would you say your best employee is also the person that scored the highest on the SATs? Or would you say they're the person that, you know, takes feedback the fastest and learns and grows and, you know, just, you know, absorbs institutional knowledge and, you know, works really hard? Like, is that what the best person in your team looks like? And almost everybo- every time I say that, people will say, "Yeah, of course, that's what the best person on my team looks like." For the last 100 years, we have built infrastructure that helps humans become great at their jobs.
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