‘That’s clearly a bubble, right… it’s, like, insane’

In a typically candid assessment of the current AI landscape, Ali Ghodsi, the outspoken CEO of $134 billion software analytics company Databricks, issued a stark warning about ballooning valuations for AI startups that lack basic business metrics. Speaking at Fortune’s Brainstorm AI conference in San Francisco, Ghodsi blasted the trend of investors pouring money into unproven companies, saying: “You know, companies that are worth billions of dollars and have zero revenue, that’s obviously a bubble, right, and it’s just crazy.” Ghodsi clarified that he sees “huge bubbles in many, many parts of the market.”

Godsey, who has a PhD in computer science, believes the atmosphere in Silicon Valley is terrible. Even the investors who fueled the frenzy are aware of the unsustainable nature of the market, he said. He claimed that in private conversations, venture capitalists expressed exhaustion about the hype cycle, telling him, “Maybe I should take a six-month break and come back and it would be really good for me financially.”

Ghodsi said he agrees with the criticism of circular financing by many players in the artificial intelligence space, arguing that circular financing artificially inflates the market. Rather than seeing the bubble as approaching a bursting point, Godsey predicts the “cyclical aspect” of the situation will worsen before correcting. “I think 12 months from now, things are going to be very, very bad.” He added that the current market volatility is actually a healthy sign for CEOs to “step back.”

This skepticism about the current market hype explains Databricks’ reluctance to rush into an initial public offering (IPO), although Ghodsi admitted that he is “considering” the idea. He emphasized that remaining private at this time can provide a strategic buffer against market fluctuations. He contrasted Databricks with rivals that rushed to go public during the 2021 boom only to face harsh adjustments.

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“By 2021, most of my peers, CEOs, thought we were going to IPO,” Ghodsi added, but by 2022, they suddenly went into cost-cutting mode and Databricks was able to hire thousands of people. He emphasized that if the bubble does burst, remaining private will allow the company to continue investing in long-term AI utilities rather than react to short-term stock swings.

Ghodsi believes that while the venture capital market is overheated, the reality of corporate adoption of AI is limited by corporate inertia rather than a lack of technology. He believes security issues and data governance are major bottlenecks for large organizations.

Databricks has many customers who hire it to organize their data, and the company has many customers aged 10 and up, and they’ve all been put off by network issues.

Godsey said that in this case, “the biggest thing holding you back is there’s not really much you can do because you’re so worried about getting hacked.”

He said “AI lawyers,” lawyers who specialize in the emerging field of AI law, are now slowing down operations by reviewing regulations and model policies. Additionally, he described the data architecture within most legacy organizations as “a mess,” the result of 40 years of piling up software from different vendors, resulting in data that was siled, difficult to access, and requiring a lot of work from Databricks.

Despite warnings about bubbles, Ghodsi remains bullish on specific, high-utility AI applications, specifically “artificial intelligence agents” and “atmosphere coding.” He revealed a surprising statistic: “For the first time, we’re seeing that more than 80% of databases launched on Databricks are not launched by humans, but by AI agents.”

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He believes that the underlying model layer – technology provided by companies such as OpenAI and Google – is becoming a lower-margin commodity due to excessive competition. Instead, the real revenue potential lies in the application layer where agents perform specific jobs, such as drug discovery in healthcare or automated research in finance.

Godsey advises business leaders to eliminate internal politics that stand in the way of these advances. Noting the “struggle” among executives for the “artificial intelligence person,” he offered blunt advice: “Pick one person for your company” to lead strategy, rather than creating a “three-headed monkey” with conflicting leadership.

This story originally appeared on Fortune.com

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