The Internal Capacity Market: Rationing Scarce Inference Between Teams
At 4:50 PM on a Friday, someone on the data team kicks off an eval sweep: forty thousand prompts against the company's shared model deployment, scheduled to finish over the weekend. At 5:10 PM, the customer-facing chat assistant starts timing out. The on-call engineer spends two hours staring at dashboards that show the provider returning 429s before someone thinks to ask who else is using the account. Nothing is broken. The system is doing exactly what it was configured to do, which is nothing, because nobody configured it to do anything.
This is the shape of a new class of incident, and it has a property that makes it nastier than an ordinary outage: there is no bug to fix. The eval sweep was legitimate work. The chat assistant's traffic was legitimate work. The failure is that two teams with different urgency profiles were drawing from one undifferentiated pool of inference capacity, and the pool had no opinion about who mattered more. Capacity allocation stopped being an infrastructure detail the moment your company had more than one team shipping against the same provider account — it became a political problem, and the pager inherited it.
