The reason Snap spun off its AI video team into a new company is the most useful sentence in the whole story: it was too expensive to keep inside. According to TechCrunch, the new company is called Dotmo, and it will be made up of current Snap staff leaving to focus on AI video development.
I want to talk about the cost part, because that is the signal a small team or a student in Sri Lanka should read carefully. If a company the size of Snap looks at an AI video unit and decides the bill no longer fits its own books, the math underneath that decision applies to all of us, just with smaller numbers.
🔍 What actually happened, in plain terms
Strip the corporate language and the move is simple. Snap had an internal team working on AI video. Instead of keeping it on the payroll, the company is letting it become a separate entity, Dotmo, staffed by people leaving Snap to build AI video on their own.
Key takeaway: This is not a product launch. It is a company deciding that a particular kind of AI work is better carried outside its walls, mainly because of what it costs to run.
A spin-off does a few things at once for the parent company:
- It moves a heavy cost line off the main balance sheet.
- It lets the new team raise its own money and take its own risk.
- It keeps a relationship open without paying for the team full-time.
For Snap, the interesting word in the reporting is costs. Not strategy, not focus. Money.
💰 Why AI video is the expensive corner of AI
Not all AI costs the same. Generating text is cheap compared to generating moving pictures. Video is many images in sequence, each one needing compute, and the longer or higher-resolution the clip, the steeper the curve gets.
Here is a rough mental model of how the cost ladder tends to look, cheapest to most expensive:
| AI task | Relative cost to run | Why |
|---|---|---|
| Text generation | Low | Short outputs, mature, efficient models |
| Image generation | Medium | One image per request, heavier than text |
| Audio / voice | Medium | Continuous output but lighter than frames |
| Video generation | High | Many frames per second, each one a render |
I am not putting hard rupee figures here because the source did not, and I will not invent them. But the ordering is the point. Video sits at the top of the ladder, and that is exactly the unit Snap chose to push outside.
If a feature you are dreaming up depends on generating video on demand, assume it is the most expensive thing in your plan until you prove otherwise.
If you want to put real numbers against your own idea before you write a line of code, I built a tool for exactly this: the AI video generation cost calculator. Plug in clip length and volume and you get a monthly estimate, which is the conversation Snap was clearly having internally.
🛠️ The lesson for a small team in Sri Lanka
A team in Colombo or a student building a side project does not have Snap's budget, which is precisely why this story matters more to us, not less. We feel the cost wall sooner.
Three habits this news should reinforce:
- Estimate before you build. Model the cost of the AI calls per user before you commit. A feature that costs a few rupees per use sounds fine until ten thousand people use it.
- Separate the expensive part. Snap separated its video unit. You can do the same on a smaller scale by keeping the costly AI feature optional, gated, or behind a paid tier rather than baking it into every free action.
- Know your fixed versus variable costs. Renting GPUs by the hour is variable and scary at scale. If your usage is steady, self-hosting may be cheaper, and the AI self-hosting cost calculator helps you see where that line crosses.
Bottom line: The same discipline that made Snap offload a team is the discipline that keeps a solo builder's monthly bill from quietly eating the project.
📊 Spin-off versus shutting down: read it correctly
It would be easy to read this as Snap giving up on AI video. I do not think that is the right reading. A shutdown deletes the work. A spin-off keeps the work alive in a structure that can fund itself.
| Option | What happens to the team | What it signals |
|---|---|---|
| Shut down | Disbanded, work ends | The bet failed |
| Keep internal | Stays on payroll | Core to the company |
| Spin off | Becomes its own company | Promising, but too costly to carry |
The spin-off sits in the middle. It says the work has value, just not enough value to justify its cost inside a company with other priorities. That is a measured decision, not a retreat.
For builders, the translation is: it is fine to believe in an expensive idea and still decide your current vehicle is the wrong place to run it. Restructuring is a legitimate move, not an admission of defeat.
💡 What this means for you
If you are building anything with AI in Sri Lanka, take three things from the Snap and Dotmo story:
- Cost is a feature decision, not an afterthought. Decide what each AI action is allowed to cost you before users ever touch it.
- Video is the deep end. If your idea needs generated video, treat it as the most expensive component and design around that from day one.
- Structure follows economics. When the numbers stop fitting, changing the structure, whether that is a paid tier, a usage cap, or a separate side project, is a normal and healthy response.
Snap has the resources to spin a team into a new company. You probably do not. But you have the more important advantage: you can see the cost wall coming and design to avoid it, while the bill is still measured in rupees and not millions. Run the numbers first, and let the math tell you what to build.
