I think there are a lot of strategies for dealing with the kinds of issues you're working with, but a lot of them involve building a good engineering culture and building a disciplined engineering practice that can adapt and find best scalability practices at that level.
We do billions of requests a day on one of the teams that I manage at work, and that team alone has sole operational and development responsibility for a large number of subsystems to be able to manage the complexity that a sustained QPS of that level requires. But those subsystems are in turn dependent on a whole suite of other subsystems which other teams own and maintain.
It requires a lot of coordination with a spirit of good-will and trust among the parties in order to be able to develop the organizational discipline and rigor needed to be able to handle those kinds of loads without things falling over terrible all the time and everybody pointing fingers at each other.
But! There are lots of great people out there who have spent a lot of time figuring out how to do these things properly and that have come up with general principals that can be applied in your specific circumstances (whatever they may be). And when executed properly I would argue that these principals can be used to mitigate the burnout you're talking about. It's possible to make it through those rough spots in an organization (that frequently, though not always, come from quick business scaling -- i.e. we grew from 1000 customers to 10,000 last year) etc.
If you're feeling this kind of feeling and the organization isn't taking steps to work on it, then there are things you can do as an IC to help, too. But this is all a much longer conversation :)
We do billions of requests a day on one of the teams that I manage at work, and that team alone has sole operational and development responsibility for a large number of subsystems to be able to manage the complexity that a sustained QPS of that level requires. But those subsystems are in turn dependent on a whole suite of other subsystems which other teams own and maintain.
It requires a lot of coordination with a spirit of good-will and trust among the parties in order to be able to develop the organizational discipline and rigor needed to be able to handle those kinds of loads without things falling over terrible all the time and everybody pointing fingers at each other.
But! There are lots of great people out there who have spent a lot of time figuring out how to do these things properly and that have come up with general principals that can be applied in your specific circumstances (whatever they may be). And when executed properly I would argue that these principals can be used to mitigate the burnout you're talking about. It's possible to make it through those rough spots in an organization (that frequently, though not always, come from quick business scaling -- i.e. we grew from 1000 customers to 10,000 last year) etc.
If you're feeling this kind of feeling and the organization isn't taking steps to work on it, then there are things you can do as an IC to help, too. But this is all a much longer conversation :)