Cloud spend that had outgrown the business it supported.
A digital media company's cloud bill had doubled in two years while revenue grew far more slowly. Engineering had no incentive to challenge it and finance had no way to.
Situation
Workloads had been lifted into the cloud without being redesigned for it. Reserved capacity was under-used. Storage and data transfer costs had never been reviewed. The provider contract had been signed at a scale the business no longer operated at.
What we did
We built the business case for rationalization, prioritized workloads by cost and effort, renegotiated the commitment structure with the provider, and ran the reduction program alongside the engineering lead. Governance and monthly cost reporting were put in place so finance could see the trend.
Outcome
A materially lower run rate, a provider agreement that fits the business, and a cost discipline that engineering now owns.
Facing something similar?
Fifteen minutes. We’ll tell you whether the pattern matches and what we’d do first.