There is a version of the unlimited budget problem that most people never encounter because they spend their careers in environments where resources are genuinely scarce. But anyone who has watched a well-funded team work knows the shape of it: more features get added because no one has to make the hard choice about which to cut, more infrastructure gets built because the cost of over-engineering is invisible until much later, more time gets spent on things that feel productive without being productive because there is no forcing function demanding the difference. Abundance, it turns out, is its own kind of constraint — a constraint on clarity.