Accelerated-Compute Queue Economics Director

The mandate

Finance sees GPU utilisation above eighty per cent, scientists report longer time-to-first-run, and platform teams cannot distinguish productive training, interactive exploration, failed jobs, checkpoint recovery or capacity held idle by workflow design. The defined problem is to establish which scheduling and demand choices destroy scientific throughput per unit of compute.

The named deliverable is an Accelerated-Compute Scheduling and Unit-Economics Decision Pack. It must contain a workload taxonomy, reconciled cost and useful-work baseline, queue-policy simulator, capacity alternatives, chargeback design, target scheduler controls, migration sequence and a board-ready capital recommendation. It is a decision artefact, not an implementation programme or a generic cloud-cost review.

Four milestones govern the work: by day fifteen, sign off the inventory and invoice reconciliation; by week seven, deliver queue traces, failure waste and programme-delay economics; by week twelve, complete controlled scheduling experiments and capacity scenarios; and by week sixteen, submit the final policy, investment case and ninety-day implementation backlog. Each milestone has its own review and invoice.

Acceptance rests with the chief scientific officer and finance sponsor. They will accept the pack only if at least ninety-five per cent of accelerator spend reconciles to a workload class, proposed priorities replay against twelve months of queue history, scientific delay is valued separately from nominal utilisation, and every recommended control has an accountable owner, measurable threshold and reversible introduction path.

The client will provide scheduler events, cloud and colocation invoices, experiment metadata, failure logs, research milestones, procurement terms, researcher interviews and a data engineer for secure extraction. The consultant will not redesign molecular models, select scientific targets, negotiate hardware purchases or operate the production cluster; inaccessible or legally restricted datasets will be recorded as evidence limits rather than estimated away.

Why this is external work

Internal platform staff own the scheduler configuration whose effects must be independently examined, while research teams have strong incentives to defend priority access. Finance can price invoices but cannot value delayed scientific learning or distinguish useful accelerator time from apparently busy waste. A specialist external view gives the steering group a neutral basis for deciding policy before it commits the next capacity tranche.

What you will own

• Reconcile reserved, on-demand, colocation and owned accelerator costs to jobs, users, programmes, failures, waiting time and stranded allocations.
• Classify workloads by scientific decision value, accelerator topology, memory need, runtime uncertainty, checkpoint behaviour, pre-emption tolerance and data locality.
• Build a replayable queue model that compares fair-share, deadline, gang, backfill and quota policies against actual programme milestones.
• Quantify useful tokens, conformations, simulations or validated experiments per fully burdened compute unit instead of relying on device utilisation alone.
• Test scheduling interventions on a controlled workload slice, capturing starvation, failed recovery, researcher behaviour and cross-cluster transfer costs.
• Price capacity choices spanning reservations, elastic cloud, dedicated clusters, brokered supply and workload deferral under demand and failure scenarios.
• Deliver the signed decision pack, implementation backlog, measurement dictionary and unresolved-evidence register at the fourth milestone.

Candidate qualifications

• Designed or materially changed GPU or HPC scheduling for research workloads with heterogeneous runtimes, topology constraints and scientific priorities.
• Reconciled accelerator telemetry to invoices and business or research outcomes, exposing waste that high aggregate utilisation had concealed.
• Built queue simulations from production traces and used them to test pre-emption, backfill, quotas, reservations or deadline-aware scheduling.
• Evaluated owned, colocated and elastic compute economics including network, storage, failure recovery, software and specialist operating labour.
• Worked credibly with scientists who resist workload classification and can separate legitimate exploratory freedom from unmanaged capacity capture.
• Produced a capital or operating decision paper accepted jointly by technical, scientific and finance executives without implementing the recommendation yourself.