At this customer they wanted to educate the personnel that came onboard. They wanted to create some movies that specifically tackled a couple of operational things.

I created presentation did interviews across teams and deducted the information and came up with 3 quick walk through on the expectations of the customer.

In this customer I had multiple heads. I had the cloud PM head and the FinOps head.

I managed a team of 10 people located across the globe to deliver a Software Refactoring Project as well as delivering the underlying infrastructure. Keeping control on cost was more a hobby project and had limited impact. The refactoring on the other hand was interesting as it was about dismantling an old monolith from some core functionality.

As a FinOps Program Manager I am responsible for the strategic direction of the FinOps Program. With a team of professionals we are moving this organisations into a more cloud confident, transparant, well managed cloud financial practice.

This included multiple clouds and a multitude of tooling and teams to collaborate with.

As a FinOps Architect I used my skills and time to mature the customer gently but surely. I started making reports influence different stakeholders to get onboard of this FinOps movement.

This resulted in more awareness of cloud costs and enhanced understanding.

As a FinOps Program Manager I started with measuring the maturity of the customer. From that assessment onwards we worked on a roadmap that was fully aligned with the FinOps Framework. We addressed a multitude of existing challenges and found ways to solve new ones.

This resulted in a fine grained approach on FinOps establishing a FinOps practice and culture across multiple business units.

At this company I started working as a consultant on FinOps. We tackled multiple topics like cost allocation, training, budgeting and forecasting, automation and rightsizing.

This resulted in more control and more confidence to use the cloud at an even bigger scale