Design and strategic steering of multi-cloud FinOps governance
A target operating model built to break the silos between IT, Finance and Procurement. A continuous improvement loop deployed and steered by business value.
01 Challenges and context
Context and strategic stakes
A luxury sector player, operating in a complex Multi-Cloud environment, sought to structure its financial governance. Historically, IT, Finance, Procurement, and Business teams worked in silos, limiting cost visibility. Optimization practices were reactive, confined to annual audits, and the organization critically lacked KPIs and a clear roadmap to drive performance across its Cloud ecosystem.
02 Work carried out
Approach and methodology
We began with a comprehensive evaluation of the organization's FinOps capabilities, encompassing cost optimization, tagging quality, governance, and inter-team collaboration. Through cross-functional interviews, we identified operational friction points between IT, Finance, and Procurement silos. This was synthesized into a FinOps maturity grid, based on FinOps Foundation standards and our industry benchmarks, enabling objective prioritization of remediation efforts.
03 Outcomes achieved
Results and indicators
18 and 36 months
Validated roadmap
100 %
Stakeholders acculturated
Strengthened Multi-Cloud governance with an operational roadmap validated for 18 to 36 months.
Full acculturation and upskilling of 100% of key stakeholders (Finance, IT, Procurement).
Creation and implementation of transformation KPIs enabling active steering and valorization of internal initiatives.