<p>When trying to convince, the number of arguments depends on who you target.</p>

When trying to convince, the number of arguments depends on who you target.

How many arguments should you bring to create a convincing case?

What happens when all the low-hanging fruits are already in the basket?

You have cleaned up the obvious waste.
You have rightsized what could be rightsized.
You have bought the discounts.
You have built the dashboards.
Everyone agrees that cloud cost matters.

And then the real work begins.

FinOps After the Low-Hanging Fruits is a video podcast about the harder side of FinOps: communication, diplomacy, negotiation, policy design, forecasting, organisational tension, and strategic thinking.

The things that appear once the easy savings are gone.

The official documentation can make it look simple. In practice, it rarely is.

It is a bit like my son watching a few skateboarding videos and deciding he was good at it. The theory was clear. The confidence was high.

Then came the concrete.

FinOps is similar.

Reading about forecasting, governance, capabilities, or collaboration is one thing. Making them work across finance, engineering, product, architecture, procurement, and leadership is something else entirely.

This podcast is for FinOps practitioners who are past the basic cost-cutting phase and now need to make FinOps useful, credible, and strategic inside the business.

We will talk about what happens after the first wins.
When the dashboards are not enough.
When the answer is no longer technical.
And when FinOps has to become part of how the business makes decisions.

Business

Technology

What happens when all the low-hanging fruits are already in the basket? You have cleaned up the obvious waste. You have rightsized what could be rightsized. You have bought the discounts. You have built the dashboards. Everyone agrees that cloud cost matters. And then the real work begins. FinOps After the Low-Hanging Fruits is a video podcast about the harder side of FinOps: communication, diplomacy, negotiation, policy design, forecasting, organisational tension, and strategic thinking. The things that appear once the easy savings are gone. The official documentation can make it look simple. In practice, it rarely is. It is a bit like my son watching a few skateboarding videos and deciding he was good at it. The theory was clear. The confidence was high. Then came the concrete. FinOps is similar. Reading about forecasting, governance, capabilities, or collaboration is one thing. Making them work across finance, engineering, product, architecture, procurement, and leadership is something else entirely. This podcast is for FinOps practitioners who are past the basic cost-cutting phase and now need to make FinOps useful, credible, and strategic inside the business. We will talk about what happens after the first wins. When the dashboards are not enough. When the answer is no longer technical. And when FinOps has to become part of how the business makes decisions.

Share How many arguments should you bring to create a convincing case?

Sign up to save your podcasts

How many arguments should you bring to create a convincing case?

How many arguments should you bring to create a convincing case?