FinOps consulting: take back control of your cloud costs
Our experts structure your FinOps programme to make your cloud spending readable, attributable and manageable. Cost audit, resource optimisation, governance and reporting: you take back control of your budget without slowing your projects down.
Visibility by team
Measurable optimisation
Governance that lasts
/ Our Clients
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What is FinOps, and how does it differ from ITFM?
FinOps brings finance, IT and the business together around a shared goal: making cloud spending visible, attributing it to those who generate it, and managing it continuously. It is not a tool, it is an organisation and a set of routines.
- ITFM covers the financial management of the entire IT budget: the Run and Build split, the true cost of an application, internal recharging
- FinOps is its cloud component, the most volatile one, since spending there is committed by the minute by technical teams
- We work on both, with the cloud as the natural entry point
Our FinOps consulting services
We work across the whole chain, from the initial audit to lasting governance, with a scope calibrated to your cloud maturity.
Cloud spending audit
A complete map of your Azure, AWS and Google Cloud spending: what is consumed, by whom, for what purpose, and what no longer serves any purpose at all.
Cost optimisation
Analysis of oversized resources, forgotten environments and misconfigured services, followed by a costed, prioritised reduction plan.
Rightsizing, reservations and savings plans
Adjustment of resources to their actual usage and trade-offs between on-demand pricing, reserved instances and multi-year commitments.
Cost allocation and showback by team
Tagging rollout, cost attribution by business unit, project or application, and reporting back to each manager on what they consume.
FinOps governance
Definition of roles, decision-making routines and budget alerts, with your teams upskilled so the programme holds without us.
Action plan
A step-by-step path to start on a pilot scope, consolidate the gains, then extend across all your services.
/ Our FinOps consulting approach
We combine FinOps best practice with hands-on cloud operations experience, to align cost, performance and capacity to innovate.
Audit and budget scoping
Resource inventory, reconstruction of the spending history, definition of the target budget and of alert thresholds.
Optimisation
Identification of savings opportunities, rightsizing, recommendations on reservations and savings plans, then implementation with your teams.
Allocation and showback
Tagging strategy, cost attribution by business unit and by project, alerts on anomalies and budget overruns.
Visibility and governance
Dashboards by team, regular decision-making committees and upskilling of your internal leads to make the programme last.
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What day-to-day FinOps management looks like
The deliverable is not an annual report, it is a living arrangement. In practice, you get:
- A dashboard showing the month’s spending, its projection and its split between Run and new projects
- Each line attributed to a team or an application, with variances visible before the invoice arrives
- Automatic alerts on drift and a regular decision-making session with the managers concerned
/ FinOps tools and platforms
Our work combines the hyperscalers’ native tools with dedicated FinOps platforms, to give a consolidated view of spending, identify optimisation levers and secure your budget trajectories.
A stack adapted to your environments and your FinOps objectives.
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Castelis commitments
Our experts commit to transparent, measurable management: monthly reporting, continuous budget tracking, proactive alerts on drift and concrete action plans for every anomaly detected.
Whether you are starting out or looking to structure an existing programme, we adapt our support to your cloud maturity, involving the right people on the finance, IT and business sides. More than 25 years of experience and more than 500 projects delivered, with more than 80 employees at Castelis, a hunik group company bringing together 7 specialist firms.
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Frequently asked questions
A FinOps programme brings finance, IT and the business together to manage cloud costs effectively. It makes it possible to track, analyse and optimise your spending continuously, making each team accountable for what it consumes. It is not software to install but an organisation to put in place, supported by cost management platforms.
ITFM covers the financial management of the entire IT budget: the split between Run and Build, the full cost of an application, internal recharging. FinOps is its cloud component, the one where spending varies fastest since it is committed directly by technical teams. We work on both, with the cloud as the natural entry point.
With visibility, never with optimisation. As long as spending cannot be attributed to a team or a project, any cost reduction is done blind and erodes within months. So we start with inventory and tagging on a pilot scope, then extend once the model is validated.
Not at the start. The hyperscalers’ native tools, such as Azure Cost Management, AWS Cost Explorer or Google Cloud Billing, are enough to lay the foundations and secure the first gains. A dedicated platform becomes useful when you manage several clouds, need to consolidate heterogeneous scopes or want to industrialise recharging.
Showback means showing each team what it consumes, without recharging it: it is a lever for accountability, simple to put in place and rarely contentious. Chargeback goes further by actually recharging costs to the budgets concerned. We almost always recommend starting with showback, because it produces most of the behavioural effect without the administrative burden.
Through a tagging strategy defined up front and applied systematically: owner, environment, project, cost centre. It is the least spectacular and most structuring piece of the whole programme. We audit what exists, define the naming scheme with your teams, then put in place the controls that prevent untagged resources from being created.
The key people are the FinOps lead, the architects and DevOps teams on the technical side, the CIO, and on the management side the finance director and procurement. The programme fails when it stays a purely technical or purely financial matter: its value comes precisely from connecting the two.
Real visibility on what each service costs, budgets that stop being exceeded without explanation, resources sized to their actual usage, and teams that make their own trade-offs between performance and cost. The most lasting effect is not the immediate saving but the end of nasty surprises at month end.
Let's talk about your cloud costs
