Institutional structuring of hybrid FinOps governance
A drifting Cloud bill brought back under control after a large-scale migration. A FinOps center of excellence created and a genuine accountability culture established.
01 Challenges and context
Context and strategic stakes
Following a massive 'Lift & Shift' migration program of critical applications to Google Cloud, a global industrial player found itself entangled in a financially uncontrollable Multi-Cloud ecosystem (AWS, GCP, Azure, IBM, Oracle, Snowflake). The exclusive priority given to technical stabilization during the migration led to cost overruns, exacerbated by a complete lack of accountability among engineers and heterogeneous practices across entities. Faced with this loss of budgetary sovereignty, the IT department urgently needed to embed robust FinOps governance at the group level.
02 Work carried out
Approach and methodology
We conducted a rigorous assessment of the group's FinOps maturity by analyzing 5 fundamental dimensions: Culture, Organization, Process, Data Quality, and Tooling. By mapping existing practices across all 5 Cloud platforms, we objectively identified shortcomings in financial management. Scoping workshops were facilitated with Finance, Procurement, IT, and the Cloud Center of Excellence (CCoE) to formalize a shared target vision and eliminate siloed operations.
03 Outcomes achieved
Results and indicators
1.5/5 to 3.8/5
FinOps Maturity
25,000
Cloud Resources under Control
12 months
Maturity Evolution Timeline
Dramatic evolution of organizational maturity, propelled from a score of 1.5/5 to 3.8/5 in less than 12 months.
Centralized control gained over a monumental fleet of more than 25,000 deployed Cloud resources.
Successful integration of budgetary visibility for 200 employees and proactive adoption by 15 distinct business teams.