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The $750/month savings cited here is not real†, but for the sake of argument let's pretend it is. Is $750/month a significant amount of money for the company? In the USA, this is perhaps the cost of one engineer-day, and one could raise a year's worth of this money by successfully applying for a single additional credit card. (Not that I recommend bootstrapping with credit cards. But it has been done.) Of course, it may be the case that a company could improve customer satisfaction, and therefore revenue, by double-digits by improving performance on optimized hardware. But if this is the case, where is the discussion of that? Where is the data: A/B testing, customer satisfaction, churn rate, monthly revenue? They should be front and center. † Without getting into the reduced redundancy, the additional complexity of hosting multiple unrelated services on each instance, the "additional maintenance" referred to in the post, the lack of server capacity to cover emergencies and staging and load testing and continuous integration, and the risk involved in switching infrastructure out from under a working business-critical application... any estimate which doesn't include the cost of engineering time is wrong. All changes have engineering costs. Just talking about this idea is costing engineering time. |