Requirements
Technical and non-technical conditions for each project.
Developing the offer
Choose inference as a portfolio, not a leaderboard.
Different projects may need different models and routes. The team still needs one strategy it can explain, defend, and revisit.
Search Inference
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A working case
A fast default became a portfolio question.
Together AI was selected as a practical first backend when speed mattered. Then one use became several projects, each with different needs.
The original choice needed to be reconsidered project by project and as a portfolio. A quick online search produced a wall of specifications, rankings, provider claims, and incomplete comparisons—not a decision the team could defend.
This is where the proposition starts. It is an active working case, not a finished engagement or a claim about the result.
Decide separately. Consolidate deliberately.
One team, different inference routes
Each project's requirements lead to a separate model-and-provider route. Those project decisions then inform a portfolio strategy about what to consolidate and what to keep distinct.
Inference Portfolio Review
Decide each route. Then decide what to share.
The bounded review starts with requirements and evaluation criteria for each project. It produces a current model-and-provider route for each one before testing what the portfolio can responsibly consolidate.
The model and provider are separate decisions. The same model can produce materially different evidence through different providers, implementations, and operating conditions.
- Project recommendations with confidence, margin for error, and material unknowns.
- Rejected options and the evidence that ruled them out.
- A portfolio recommendation: aggregator, cloud platform, direct providers, or a deliberate mixture.
- A leadership-ready explanation of the choice and its limits.
Evidence beyond comparison tables
Published facts are a start, not a decision.
Workload evaluation
Quality, latency, reliability, failure behaviour, effort, and cost in a unit meaningful to the work.
Commercial and organisational reality
Terms, data handling, support, geography, commitments, procurement, and switching costs.
Practitioner experience
Contextual accounts of operating comparable routes, with limits and conflicts left visible.
Practitioner experience complements workload evaluation, commercial analysis, and published facts. It does not replace them or become a popularity score.
Forward Inference
Reopen the decision when the evidence changes.
A sound recommendation is current, not permanent. Forward Inference creates a deliberate review rhythm around named changes in the team's own evidence; it is not a promise of continuous market surveillance.
- Workload requirements or observed outcomes change.
- Cost, model behaviour, or provider implementation changes materially.
- Terms, support, geography, or organisational constraints move.
Two ways into the work
Bring a decision, or add grounded experience.
For teams
Bring a live portfolio
Bring several inference-dependent projects and the decision pressure around them. An ordinary-language outline is enough to begin.
Bring a live portfolioFor practitioners
Share operating experience
Share a contextual account of running a model-and-provider route: what you observed, under which conditions, and where the limits were.
Share operating experience