The explosion in cloud computing adoption, including compute, storage, connectivity, has led to some finance leaders asking what are we doing.

Costs of public cloud IaaS and PaaS can quickly get out of control. The spend variability and absence of capacity constraints, coupled with an increased user autonomy, require new cost governance models that organizations do not possess.

Gartner analyst, Lydia Leong comments that there is no reasonable ROI on FinOps (and certainly no sensible business case for building a FinOps team). That said, she cautions that "doesn’t mean that the organization shouldn’t manage their cloud finances. It just means that they don’t need to manage their cloud finances in a way that’s meaningfully different from the way that they’ve historically managed IT spending in their on-premises data centre."

To shed light on the topic of FinOps, we are joined by Paul Whiten, Emerging Sales Specialist - Cloud Services, APAC for Red Hat. You can think of him as Red Hat's cloud Advocate.

Paul, welcome to PodChats for FutureCIO.

1.       Why does FinOps matter? What problems does it solve?

2.       What is the composition of the FinOps team?

a.       Can you scope out the principal roles and responsibilities of the FinOps team?

3.       How do you see DevOps and FinOps supporting each other?

4.       What skills / experiences are needed to be part of the FinOps team?

5.       Is FinOps a one-time execution?

6.       How do I get started selling the FinOps story to management?

7.       How do I make sure FinOps is able to sustainably meet its mandate?