Turing operates in two markets: providing AI services to enterprises and training data to frontier labs. Serving enterprises reveals where models break in practice (e.g., reading multi-page PDFs). This knowledge allows Turing to create targeted, valuable datasets to sell back to the model creators, creating a powerful feedback loop.
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The industry has already exhausted the public web data used to train foundational AI models, a point underscored by the phrase "we've already run out of data." The next leap in AI capability and business value will come from harnessing the vast, proprietary data currently locked behind corporate firewalls.
Public internet data has been largely exhausted for training AI models. The real competitive advantage and source for next-generation, specialized AI will be the vast, untapped reservoirs of proprietary data locked inside corporations, like R&D data from pharmaceutical or semiconductor companies.
Instead of building AI models, a company can create immense value by being 'AI adjacent'. The strategy is to focus on enabling good AI by solving the foundational 'garbage in, garbage out' problem. Providing high-quality, complete, and well-understood data is a critical and defensible niche in the AI value chain.
The era of simple data labeling is over. Frontier AI models now require complex, expert-generated data to break current capabilities and advance research. Data providers like Turing now act as strategic research partners to AI labs, not just data factories.
A key competitive advantage for AI companies lies in capturing proprietary outcomes data by owning a customer's end-to-end workflow. This data, such as which legal cases are won or lost, is not publicly available. It creates a powerful feedback loop where the AI gets smarter at predicting valuable outcomes, a moat that general models cannot replicate.
Enterprises struggle to get value from AI due to a lack of iterative, data-science expertise. The winning model for AI companies isn't just selling APIs, but embedding "forward deployment" teams of engineers and scientists to co-create solutions, closing the gap between prototype and production value.
With public data exhausted, AI companies are seeking proprietary datasets. After being rejected by established firms wary of sharing their 'crown jewels,' these labs are now acquiring the codebases of failed startups for tens of thousands of dollars as a novel source of high-quality training data.
The value in AI services has shifted from labeling simple data to generating complex, workflow-specific data for agentic AI. This requires research DNA and real-world enterprise deployment—a model Turing calls a "research accelerator," not a data labeling company.
Good Star Labs is not a consumer gaming company. Its business model focuses on B2B services for AI labs. They use games like Diplomacy to evaluate new models, generate unique training data to fix model weaknesses, and collect human feedback, creating a powerful improvement loop for AI companies.
AI companies are pivoting from simply building more powerful models to creating downstream applications. This shift is driven by the fact that enterprises, despite investing heavily in AI promises, have largely failed to see financial returns. The focus is now on customized, problem-first solutions to deliver tangible value.
