Artificial intelligence companies are "too big to fail." I have heard that before.
Guest post author John Coster asks if this moment reminds us of the year 2000, the year the internet bubble popped. It does for me.
The frenzied build-up of data centers reminds me of the frenzied build-out of fiber cables. The stories of fantastic potential uses of artificial intelligence remind me of the presumed remaking of the economy by the internet. (It happened, but not on schedule.) But mostly I am reminded that technology platforms and infrastructure need to be paid for with profits, which wasn't happening in 2000 and may not happen now, not on schedule at least. Artificial intelligence platforms need to create income to meet their goal of going public; AI customers are getting surprise charges for using AI and they are realizing that they need to start shopping for utility and price. Users are learning that Chinese platforms can do the same work as the well-known frontier platforms for a fraction of the cost.The crisis is one common in technology: It gets cheaper. WAY cheaper, and then it becomes free.
John Coster looks back 30 years to the prior technology bubble. We learn from history, but but we make the same mistakes again anyway.
Guest Post by John Coster
Does It Feel a Little Like 2000 All Over Again?Back in the late 1990s, when I was running Microsoft's small (by today's standards) portfolio of data centers, massive amounts of IPO money were being poured into what SoftBank's founder called the "Internet zaibatsu." It was a thrilling vision: a global, interconnected web of technologies that would transform the world.During those heady days, nearly any startup with a "Dot-com" in its name could raise capital almost overnight in the race to go public, fueled by enthusiastic brokerages and institutional investors. The NASDAQ rose 86% in 1999 alone. But it wasn't just data centers attracting investment. Untold miles of fiber-optic networks were laid around the world, while networking and content delivery companies like Akamai soared nearly 400% on their first day of trading. The entire movement was driven by the promise of technological and economic transformation through the next generation of "killer apps"—remember that term?At the time, Microsoft was considered a technology relic. Even mediocre talent was poached for exciting new ventures offering trendy offices, game rooms, on-site pubs, and lavish morale events. I was also heavily recruited with breathtaking equity packages designed to lure me onto the wave. I was slow to buy into the hype and probably missed the chance to hit the jackpot. But I was learning a tremendous amount in my role, and I was also traveling the world as part of Microsoft's Y2K task force (Yes, there were real threats, and we fixed them.)What I saw behind the scenes during those global tours of data centers—and during job interviews—gave me pause. Huge IPO-funded data centers were filled with IPO-funded dot-com companies running services over IPO-funded fiber networks. I'm no economist, but it seemed that enormous amounts of money were changing hands to build all this infrastructure, while relatively few businesses appeared to have sustainable, profitable business models.I decided to stay at Microsoft and sold all of my tech stocks—including what I could sell of my vested Microsoft options. That turned out to be a fortunate decision. Microsoft fell from roughly $120 to $30. Amazon lost about 90% of its market value, and companies like 360networks went from a $13 billion market capitalization to insolvency in just a few months. By October 2002, the NASDAQ had fallen roughly 77% from its peak. The party was over.Of course, that wasn't the end of the story. While capital seemed to disappear, there are always people who can see "where the puck is going." The distressed physical assets of failed companies were auctioned off for pennies on the dollar. Companies like Digital Realty Trust acquired dozens of abandoned data centers, stripping and salvaging barely used generators, chillers, and transformers while holding onto the best facilities. They had the patience to wait for the market to mature.Digital Realty eventually went public and today has a market capitalization approaching $70 billion, with more than 300 properties around the world. Today, it is riding the AI wave as well.I eventually left Microsoft and joined a group that acquired 26 distressed data center sites. Together, we built another dozen facilities across Europe and Asia before the company was acquired by what is now Lumen. There are always people who know how to capitalize on failure.Today, the scale and impact of AI investment dwarfs anything we saw during the dot-com boom. Yet the enthusiasm surrounding AI feels hauntingly familiar.Try this experiment: Ask your AI engine of choice whether AI is profitable. The answers are revealing.Yes, demand for energy, skilled construction and operations labor, semiconductors, and the raw materials needed to build AI infrastructure is outstripping supply. The build-out is contributing meaningfully to global GDP. But I still find myself wondering: when will AI itself become consistently and sustainably profitable? What is the "killer app" that ultimately justifies this unprecedented level of investment?I realize profitability is only one dimension of our complex relationship with AI. But even if AI achieves the kind of singularity that Sam Altman envisions, economic reality still matters. Technologies don't always evolve around investment bubbles. If the business fundamentals fail to materialize, we may be in for another rough ride.
[Note: To get daily delivery of this blog by email go to Https://petersage.substack.com. Subscribe. The blog is free and always will be.]



















