I bridge the language gap between CFOs and platform engineers
I'm not a finance expert learning cloud. I'm a platform engineer who speaks fluent finance.
The Problem I Solve
Most organizations face a painful choice: Either they have financial control over cloud spending at the cost of engineering velocity, or they grant engineers the flexibility they need to innovate while cloud bills spiral into chaos.
The gap between finance and engineering creates a perfect storm. CFOs manage cloud spend in the dark, unable to explain month-to-month variances or tie costs to business value. Engineering teams feel constrained by financial processes that don't reflect technical realities.
Meanwhile, billions of dollars are wasted on avoidable cloud costs—overprovisioned resources, shadow IT spend, poor governance, compliance risks, and architectural decisions made without understanding their financial impact.
The 12 realities I've solved first-hand:
I've seen every one of them firsthand. I've also fixed every one of them.
My Background
Microsoft
Worked at massive scale, understanding how architectural decisions ripple across billions of operations.
Centrify
Drove cloud transformation, architecting security-first cloud infrastructure for enterprise deployments.
RMS & Moody's
Led global engineering teams delivering SaaS cloud infrastructure across multiple cloud providers at scale.
Through these roles, I learned something critical: cloud cost problems aren't really cloud problems. They're architectural problems, governance problems, process problems, and cultural problems.
Before: Uncontrolled cloud costs, reactive optimization, unclear accountability
After: Systematic cost reduction through architecture, governance, and cultural change
I watched those costs disappear not through one-time optimization exercises, but through systematic changes to how we architected systems, tagged resources, built accountability, and made decisions.
These weren't finance initiatives led by accountants. They were technical initiatives led by engineers who understood the business implications. That's when I realized: The most powerful FinOps solutions come from people who can operate credibly in both worlds.
That's why I started this consulting practice—to help more organizations solve these problems at scale.
What Makes Me Different
Most FinOps consultants come from either finance or engineering. I do both.
Platform-level cost governance
Technical workload forecasting
Real anomaly detection
Architecture-level optimization
Audit-ready compliance
Centralized rogue spend management
What I Believe
Cloud costs shouldn't be a black box.
Finance and engineering aren't adversaries—they're teammates who've been speaking different languages.
The best optimization doesn't come from one-time cost reduction exercises; it comes from fixing root causes: how you architect systems, enforce governance, and allocate accountability.
Real FinOps transformation happens when both sides understand the trade-offs and constraints they face. That's when sustainable improvements happen.
Who I Help Best
You are likely a fit if...
You're a B2B SaaS company in the $10M-$500M revenue range—large enough that finance and engineering operate as distinct teams, small enough to move quickly
You have significant cloud spend—potentially multi-millions annually
You lack clear ownership or governance over that spend
Your bills are unpredictable month-to-month
You know there's waste, but you can't pinpoint it
Finance and engineering point fingers at each other
If you're wondering whether your cloud cost problem is a technical issue, a financial process issue, or both—you're probably my ideal client.
How I Work
Diagnose
Deep dive into cloud architecture, billing patterns, and organizational structure
Design
Create solutions based on the full picture from both engineering and finance
Implement
Build the systems and frameworks that actually stick—no PowerPoint only
Teach
Transfer knowledge throughout—leaving you with capabilities you can sustain
Everything I do ties back to measurable business results: cloud spend reduction, improved forecasting accuracy, faster feature deployment, better compliance posture, reduced chaos and incidents. I track progress relentlessly and adjust approach based on what's working.
Ready to Take Control of Your Cloud Costs?
If you're managing cloud costs and wondering whether it's a technical problem or a financial process problem—or both—let's talk.
I offer a free 30-minute diagnostic consultation. We'll discuss your current situation, the specific pain points you're facing, and whether working together makes sense.
No sales pitch. All insight.