How the record and the desk work
How the record and the desk work
The record first: contracts, budgets, and invoices, held from the second week through read access to what finance already owns. Then nine stages. Six run read-only once your job logs are in: the desk characterizes, slices, prices, forecasts, schedules, and verifies. Two — bidding and dispatch — are recorded rather than placed until you sign a written authority. The ninth, settlement, is last and is not offered.
| What you cannot do today | Why not | What handles it |
|---|---|---|
| Hold every commitment in one place | Floors, ramps, expiries, and prepayments live in a spreadsheet, a footnote, and the inboxes of the people who signed. | The record · contracts |
| Authorize compute before it is spent | Nothing reserves the money when the work is approved, and nothing debits it when the work runs. | The record · budgets |
| Reconcile an invoice to a contract | Invoices arrive in different units from different suppliers, and the rate card lives somewhere else. | The record · invoices |
| Say which of your work could move | Deadline and interruption tolerance are not in the logs. Someone has to ask your engineers. | 01 Characterize |
| Cut it into pieces that can be priced apart | A training job is not one thing. Some of it must finish tonight; some can wait a week. | 02 Slice |
| Say what each supplier actually costs you | The headline rate omits data transfer, setup, restarts, and the work the hardware fails to deliver. | 03 Price |
| Say what it will cost next quarter, and the odds of breaching the budget | No forward price exists for your fleet, the three published indexes disagree, and usage moves faster than any forecast. | 04 Forecast |
| Work out where each piece should run | Thousands of combinations of work, supplier, and window against a deadline and a spending cap. | 05 Schedule Demo |
| Turn the answer into a purchase | Every purchase is a negotiation somebody has to run. | 06 Bid Demo |
| Get the scheduler to act on price | Your scheduler runs work where it has always run it. | 07 Dispatch Demo |
| Prove any of it saved money | Nobody recorded what you would otherwise have paid. | 08 Verify |
| Know whether a supplier will still exist on Friday | Identity, technical, security, and financial resilience are four different questions, and private suppliers will not answer the fourth. | Qualification |
The record and stages 1 to 4 and 8 are the part almost nobody has, and they are what we sell. A buyer running 5 to 7 without them owns a router rather than a desk, which is the boundary between us and the cross-cloud provisioning tools that already exist. Where you run one, we are the party telling it where to route.
The eight stages
Conceptual · click a stageRead from job history, not a questionnaire: Slurm sacct, Kubernetes events, Ray submissions, Airflow task instances, plus your cloud usage reports. Deadline tolerance and interconnect need are inferred as candidates and put in front of your engineers to confirm. Anything unconfirmed is treated as firm.
Each campaign is cut into portions with different price and deadline tolerance, sequenced as a precedence graph with overlap gates so staging, training and evals stay feasible. Movable share is stated honestly; firm and latency-bound work is excluded, not quietly counted.
Delivered-cost quotes from suppliers you have qualified, via API where they exist and quote request where they do not. Locational basis between suppliers for identical silicon in the same window. Performance-adjusted $/chip-hour, where the adjustment is measured for your workload class rather than assumed.
A curve by delivery window with 50% and 90% bands, built from the quotes you receive and the fills you get. For a single fleet this is a thin, trailing series before it is a forecast, with no predictive power for suppliers you have never used. A decision aid, not a model of the market.
Which suppliers are turned on for which windows, ahead of dispatch: slices × suppliers × windows against deadline, value cap and policy. The stored baseline is computed and stored at decision time. Commitment-aware: retire your committed floor first, dispatch only the overflow.
Orders go out as the native instrument at each supplier: reserved blocks, spot, committed-use, never an invented listing. Ladders and postures: in-the-money, at-market, resting below the cap. Award under delegated authority; anything above it stops for a named approver.
Cheapest first, subject to deadline and policy, emitted into the scheduler you already run: a namespaced custom resource for Kubernetes, partitions and QOS for Slurm, placement hints for Ray, pools and queues for Airflow. A fabric acceptance test runs before the real job. Parking is a first-class outcome.
Per-supplier measurement: collective throughput, completion time by workload class, preemption rate by instrument. Service-credit claims filed and tracked. Invoice reconciliation line by line against the stored baseline. Savings bridge: gross vs blended, less every deduction, equals net reconciled.
The figure walks through the eight stages the desk runs. The ninth, settlement — paying suppliers on measured delivery — is last, is not offered, and sits beneath the record rather than inside the desk.
You get two answers, not one
A desk does not produce one answer. It produces two, and it keeps them apart — a discipline borrowed from energy trading, where a desk can hold a constructive view on a market and still decline to put the trade on because timing has not confirmed.
The view
Is there a price gap worth acting on?
Delivered cost across every supplier you have qualified, the share of your work that can actually move, the commitment sized to measured demand, and a forward view by delivery window with bands rather than points. Moves quarterly, or per campaign.
Readiness
Is this the right week to act on it?
Deadline pressure, your supplier’s financial standing, the commitment you still have to retire, whether your engineers have confirmed the work can move, whether the project budget is named, and whether the interconnect test has run. Moves weekly.
Which makes “not yet” a real answer rather than a failed sale. A desk that converts every constructive view into a purchase is a sales motion, and keeping the two questions apart is the only way you can tell the difference.
An agent, in both senses of the word
In the older sense, an agent acts for a principal, in the principal’s interest, and is paid by the principal. In the newer sense, an agent perceives its environment, decides under constraints, acts through tools, and observes what happened. We do both. The part that matters is what sits at the decision point. Most software that buys things on your behalf will put a language model there. We put a solver there — the same inputs produce the same schedule, every time, reproducible from stored inputs. The language model only reads unstructured quote replies and contract clauses into typed fields, with a confidence score and the page each came from, and drafts explanations of decisions already made. It never decides. That is necessary for a saving to be reconciled to an invoice, though not sufficient: the versioned record of inputs, approvals, and outcomes, and the baseline written before the decision, are what make the reconciliation auditable.
We buy in whatever market exists
The market for compute is not one market and probably will not become one. Most of it is still bilateral: you ask suppliers, you take quotes, you sign contracts. Some is listed on marketplaces, and a few of those let you resell what you no longer need. Futures are pending: the CME contracts did not list on 5 October 2026 as planned — the CFTC extended its review to 9 November, citing “novel or complex issues,” having written in its August request for comment that it “preliminarily believes that compute may not yet exhibit certain of the characteristics of commodities” — and ICE has published specifications with no date. Those forms will coexist for years, the way they have in oil for four decades.
So we price all of them and compare across them in the same units: a quote from a supplier you have qualified, a marketplace listing, an auction clearing price where one exists, a financial contract that fixes your price without delivering a chip, and the capacity you have already paid for and have not used. Nothing we sell you depends on a compute exchange ever working. If one works, we use it as another source of price and the job gets easier. Until one does, your hedge is the commitment, sized to measured demand — and when one does, a cash-settled contract is an overlay on a physical purchase, never a substitute for one, because it cannot finish a training run.
01 / 02 · Characterize & slice
Slicing a campaign
ConceptualA campaign's demand over its window, cut the way a power desk cuts load. The portion that must run regardless is baseload and sits on owned or reserved capacity. The predictable middle is shaping, bought as blocks. The spikes are peaking, and only they go to interruptible suppliers under a value cap.
Above the gold line the buyer would rather wait than run: that portion is parked, with its reason and its revisit trigger, not bought.
Scroll the figure sideways →
Baseload — owned fleet and committed floor. Retired first, never at the cost of a shortfall true-up.
Shaping — reserved blocks at qualified suppliers, booked ahead against the deadline.
Peaking — interruptible or spot, checkpointed, priced with rerun waste, parked above the value cap.
03 / 04 · Price & forecast
A rate card is not a price
IllustrativeScroll the figure sideways →
Delivered cost is all-in $/chip-hour: the rate plus egress, storage, idle and expected rerun, divided by the chip-hours actually used rather than rented.
The supplier with the cheaper card can be the dearer supplier once the work has to get there, survive preemption and get back. That is the number quotes are compared on, and the number the stored baseline is stored in.
Figures are invented to show the shape. The real price gaps and the negotiated-rate range are in the price-gap paper.
Which way the curve leans
ConceptualScroll the figure sideways →
06 · Bid Demo
Bids meet offers
ConceptualScroll the figure sideways →
06 · Bid Demo
The bid steps
ConceptualQuantity is the bar. Nothing is submitted above the value cap without a named approver, and no order is invented: each rung goes out as the native instrument at the supplier that offered it.
Scroll the figure sideways →
07 · Dispatch and settlement Demo
The execution flow below is the working demonstration on invented data. During a watch these stages are recorded and not placed. They go live only once four things exist in writing: a delegated authority with limits and a named project budget, security evidence you have accepted, liability terms including what we owe when the error is ours, and a record long enough that you have seen the desk call the market right — and seen it say stay put. And a fifth, per supplier: written confirmation that the desk may order on your behalf. Where the terms say it may not — AWS Capacity Blocks, since 1 October 2026 — the desk prepares the order and you submit it.
From bid to settlement
ConceptualScroll the figure sideways →
What we build, and what we never build
We build
The record and the method: the contract schema every commitment is held in, the offer schema every supplier answers, the test protocol, the contract-to-invoice map, and the baseline written before the decision. The record itself belongs to you.
We integrate
Your billing exports, in FOCUS format where your supplier publishes one. Your contracts and order forms, wherever they live. Your budgets and your procurement intake. Existing benchmark suites where they fit your workload. Your schedulers and routers — SkyPilot, Kubernetes, Slurm, Ray — read-only during the watch, and the hands the desk dispatches through under a written authority; we never replace them. Whatever silicon your work runs on — NVIDIA, AMD, TPUs, Gaudi — each a chip class with its own measured throughput.
We never build
A marketplace. A position in capacity. A token gateway. Or a benchmark pooled from what our customers pay. Your negotiated rates never inform anything we show anyone else.