A few months ago, I began supporting different clients in implementing resource and infrastructure optimization strategies. It was a complex decision, considering the diversity of clients, the challenges involved, and—at the same time—how exciting that can be when you’re passionate about what you do.
Often, companies believe they need FinOps because they want to generate savings in their infrastructure. However—and this is the interesting part—successfully implementing this methodology requires many other elements, such as:
Organizational processes, which need to be improved based on FinOps principles
Policies and regulations that help expand and standardize control and optimization actions
Technology value and business strategy, since the methodology should focus on generating value and aligning with organizational strategy to reduce time to market and increase overall impact
Profitability and technology, with the goal of optimizing resources and improving key indicators such as ROI and TCO
Security and access management, which must be considered when defining the type of FinOps services to implement for each client
Governance and transparency, because FinOps is a multidisciplinary methodology—this cannot be achieved in isolation
And I’m sure there are even more factors to consider. But for now, these alone have been enough to lead me to step away from consulting.
Key actions I recommend if you’re looking to work in consulting
Keep in mind that not everything works the same way for every client. Explore as much information as possible about their industry, deployment model, infrastructure, organizational structure, workflows, priorities, and the next steps in their business strategy. Ideally, your optimization actions should also support those broader objectives.
Ask everything. The biggest mistake in consulting is making assumptions. As consultants, we need enough information to create policies and recommendations that fit the client’s structure and working dynamics without disrupting their operations.
Integrate standardization and automation criteria into optimization policies—but only after testing different approaches, not as an initial step.
Take into account the vulnerabilities, differences, and complexities you will encounter with each client. Managing these differences will likely be the most challenging part, but also the most important for achieving meaningful results.
Use structured delivery formats and define key performance indicators together with the client. This not only ensures measurable results but also provides clarity around scope, responsibilities, and outcomes.
Apply all your FinOps knowledge. When you lead projects focused on fully implementing the methodology, you can deliver meaningful and successful results.
Let’s keep building more FinOps.
Best regards.
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