Advisory service
Know what the bill buys before you try to cut it.
Cost programs stall because no one can attribute spending to a product, a team or a decision. We build the unit economics first, then the reduction plan finance and engineering both sign. This is FinOps discipline applied to your estate, not a tool purchase.
The problem
The bill is grouped for the provider, not for the business.
- Spending is reported by account and service. Engineering cannot act on that view and finance cannot forecast from it.
- Savings come from one time cuts that reappear in two quarters, because nothing changed how capacity gets requested.
- Commitments were bought against last year's demand and nobody has checked the coverage since.
How the engagement works
A diagnostic sprint on the data, then a retainer if you need one.
Two to four weeks
Fixed scope against billing data, tagging, commitments and architecture. See How We Engage.
Who we work with
Finance, the platform or infrastructure lead, and the engineering managers whose teams create most of the demand.
What we gather
Twelve months of billing detail, commitment coverage, tagging quality, idle capacity, and the hosting and support contracts underneath.
What the board sees
A savings plan ranked by value against effort, the cuts needing an engineering change, and a forecast with the rules to keep it true.
What you get
A baseline, a plan, a forecast finance can defend.
- A cost baseline by product line, team and environment
- Unit economics for the two or three measures the business recognizes
- A ranked savings plan with owners, effort and a commitment position for the year ahead
- A decision memo on the cuts that need executive backing
Outcome
A mid-market manufacturer ran three cloud accounts with no single owner for spend. We rebuilt the cost model by product line and set commitment and rightsizing rules the platform team could enforce. Cloud spend fell 33 percent.
A logistics operator paid for legacy hosting, three support contracts and a recovery site that had never been tested. We priced every line against what the business still needed, consolidated the estate, and wrote the termination default into policy. Run cost fell 36 percent.
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