The Challenge
A global energy technology enterprise with complex multi-cloud infrastructure spanning AWS and Azure had seen cloud costs balloon by 40% over three years. Shadow IT proliferation, orphaned resources, and a lack of visibility into business-unit-level cloud consumption left the finance and technology teams unable to reconcile spend against delivered value. The company engaged Cloudrho to conduct a comprehensive FinOps assessment and design a sustainable cost-governance model.
Our Approach
Cloudrho deployed its four-phase FinOps methodology: Discovery, Analysis, Optimization, and Governance. In the Discovery phase, the team ingested six months of billing data across all cloud accounts and tagged 100% of resources against business workloads. The Analysis phase surfaced USD 4.2M in annualized waste — dominated by idle compute, unattached storage, and over-provisioned database tiers.
The Optimization phase introduced Reserved Instance and Savings Plan commitments sized to actual usage patterns, right-sized 230 EC2 and Azure VM instances, and automated the decommission of 1,400+ orphaned resources. Concurrently, Cloudrho implemented a chargeback model linking every cloud dollar to a product owner, creating accountability at the team level.
The Governance phase established a Cloud Center of Excellence with weekly cost-review rituals, guardrail policies enforced via IaC, and a real-time FinOps dashboard embedded in the company’s existing operational toolchain.
Business Outcomes
The company’s engineering culture shifted from cost-blind to cost-conscious. The FinOps function, previously non-existent, became a standing capability embedded within the platform engineering organization — ensuring savings compound year-on-year.