27 karma · joined January 5, 2026
> it's an example where we go from "no one would ever do this" to "sure, why not, it's ~free".
How is two hours worth of token generation free? With tech revolutions things get cheaper/faster/better/doable, but there’s still real world limits. The advent of railroads made it feasible for the average person to cross the country, but it still cost a lot of time and resources. People weren’t crossing the country every weekend for fun just because it was now doable.
Why do we treat LLMs as ~free when we are generating things that weren’t doable before but have to invest more money than the Apollo program to build AI data centers let alone account for the operating costs?
What is the operational cost and when does it become more expensive than the upfront capex?
The B200 tops out at 1000W and idles around 140W. It averages around 600W. https://www.lightly.ai/blog/nvidia-b200-vs-h100 U.S. average electricity cost is $.14 per kWh in March. https://www.eia.gov/electricity/monthly/epm_table_grapher.ph...
600/1000 *.14 =$0.084 per hour. $2.01 per day. $60.30 per month. With 300 users, $.20 per user per month. Seems fairly cheap for the electricity.
Does anyone know how to estimate colo/data center rent costs? Where did I screw up my estimates?
I’ve found the best thing to do is switch back to plan mode to refocus the conversation
While I think LLMs can improve the interface and help users learn/generate domain specific languages, I don’t see how a professional can trust an llm to get a technical request like this correct without verification. Wouldn’t a financial professional trust the Bloomberg llm agent that translates their request into a set of Bloomberg commands more?
LLMs will trivialize some subfields, be nearly useless in others, but will probably help to some degree in most of them. The range of opinions online about how useful LLMs are in their work probably correlates to what subfields they work in
1. prioritizing bets for things that could be as profitable as social media or e-commerce instead of betting on more incremental improvement products.
2. Focusing on pricing everything with reoccurring revenue and thus increasing the lifetime cost for end users instead of selling products at a discrete costs and providing end users value
3. Optimizing for growth and controlling the vision of products instead of letting small groups of talented people slowly build products.
4. Treating people as fungible resources and moving them around all the time rather than letting people develop unique expertise skillsets.
As a result, any product that can’t achieve $10+ billion annual revenue within a couple of years with a ship of Theseus team is deemed a failure and scrapped.