FinOps in Action

FIA - Amy Race
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Amy Race: [00:00:00] you need day to day or month to month, you need somebody at the top to be sitting on these calls. And making sure that the directive is getting heard by the people who can execute in the cloud. the more we talk about it, the better off we are.

Alon Arvatz: Hello everyone and welcome to another episode of finops in Action. Today I have the privilege to have a very special guest, whom I talked to multiple times in the past, and she finally agreed to join our podcast today. She has tons of experience with building financial models to tech investments, and in 2019 she did the move.

To Cloud and finops. [00:01:00] Since then, her company moved 99% to the cloud. I'm happy to welcome head of infrastructure, cost management and Cloud finops at Citizens Bank. Amy. Race. Amy, how are you today?

Amy Race: Hi Alon. I'm doing well. Thank you so much for having me. I'm excited to be here. I.

Alon Arvatz: For sure. Excited to have you here. First of all, congrats on this 99%. You obviously went through a significant journey.

Amy Race: Yep.

Alon Arvatz: And since you went through such a journey, why don't I take you to the beginning of it and ask you to share with us what was that one thing that you got wrong when you started your finops journey?

Amy Race: I love when you asked me that question, I had to pinpoint the one thing that we did wrong and there were many, many things that we did wrong or would've done differently. I may be wrong, is not the right word. Um, but wrong. What we did was we didn't enforce our tagging strategy in the beginning. [00:02:00] Um, so I think a lot of us weren't quite familiar with what's.

How important the tagging strategy was to finops and where the ownership of that should lie. Does it lie with finops? Does it lie with cloud engineering? Um, so we went and did some research and asked the finops foundation, all those good places that you go for your information. And it turns out that it should sit within finops because it really does.

Us now, the cloud, um, engineering and DevOps team are the ones that helped me enforce it. Um, but we are really the ones affected when it wasn't working well. And in the beginning, that was our problem. We had no enforcement of the tagging strategy, so we knew exactly what things we wanted to tag. We wrote it up, we put it in our, uh, what we call our minimum requirements document and sent it out to everybody.

But there was no way that we could enforce what an application Id looked. Gly in the tag, um, as opposed to what it really meant to us. So we were faced with a bunch of data that just was a s and [00:03:00] people were using, um, they weren't getting a Nuys ID for their cloud apps, so I couldn't research anything because it wasn't showing up in our system of record.

Um, so it was definitely, uh, not going well for a while. Um, we don't do, I, I learned a lot, um, recently being on the, um. Connecticut finops, um, meetup group that, um, 0.5 also hosts. I talked to a couple of people there about how they, um, do their tagging and strategies and it turns out that when you have multiple accounts, it's easier to manage it because an application or a set of apps are sitting in one account.

But we didn't set Amazon on Amazon up that way. We had one giant account for everything for consumer. Every one for commercial, one for EDO, so all of our groups. But then as we started getting bigger and doing this migration, we have hundreds of apps sitting inside these accounts, um, which was creating multiple issues with [00:04:00] doing a showback.

Um, so that was definitely a problem. Then we decided to use our sentinel policy to enforce it, but we started out in advisory, so it was just. Suggested that people do this, but you could still launch whatever you wanted, um, and bypass the strategy. then it took us a couple of years actually to get the right level of enforcement, and now we are 100%.

You cannot launch anything in the cloud without having a valid verified. Um, application ID and then your, um, your application or your resources will launch in there. Um, but we had a lot of cleanup to do, um, and we still have quite a few, what turns out to be untagged, um, resources that we do report out at the highest level.

Every month we meet with all of our CIOs and go over all of our costs and where we have opportunities, what we're seeing in the cloud where people are missing their forecast and their um. Against their actuals. [00:05:00] But the untagged spend still seems to be a, uh, sort of a crow just kind of sitting on us that we're still struggling to, uh, to rectify.

So it's definitely something in the finops world that is hard to manage, but enforcing it and making sure that it is a mandatory field, definitely helpful.

Alon Arvatz: Absolutely, and I can tell that everyone struggles with that and. I have so many questions, but I wanna actually start with thanking you for, um, sharing with us such an important topic. Uh, that is really a fundamental thing for finops. I often feel that people talk about AI all the time, but the reality is that for finops field, there are a lot.

Things that are a lot more fundamental and important at the moment. I actually recently checked what is the percentage of spend on AI out of the total spend on the cloud. And for enterprise it's like 2.5%.

Amy Race: Uh, and we would probably even be less,

Alon Arvatz: [00:06:00] exactly. So everyone talks about, it's still not a big deal. Tagging is a huge, huge

topic and a huge, huge issue.

So my first question is, when you're talking about the things you did wrong, you talked about strategy and enforcement. Do you feel like you also got the strategy wrong or also, or, or only the enforcement?

Amy Race: I think it was mostly the enforcement?

Our, um, in the beginning when we first, before I even was, um. Was granted the finops position. You know how we all ended up in our roles in, in finops. Somebody said, Hey, somebody who can count, let's give them this job. Um, so before I was even here, we were asking developers to provide our, what we call rc, our cost center or responsibility center.

Um, and that's how we were tying back the cost. Nobody knows what their RC is. Like it's a number that the, if you're not in finance, you don't even know you [00:07:00] have an rc. It doesn't mean anything to anybody else. So we were using this as the one key that would help us to align costs. But nobody knew, uh, nobody knew where to find it.

No one knew what it was. And if they did put something in there, it wasn't accurate. And just because your RC is X doesn't mean that application rolls up. To the same, you know, higher level. So it was very useless. So that was before we really sat down and said. How do we really look at this? And it was me and some of my finance people that said, well, you were using this, this, and this, but that doesn't mean anything to us.

Let's just focus here. Because what we did was we aligned that strategy, that application ID with our application system of record, so then we could pull all of the other data associated with that application, right from that system of record. So I wanna say ServiceNow, but it. We have two different systems, so it kind of goes to both of them.

But [00:08:00] that was the one thing that allowed us to then make that connection with the data in GRC, pull it in and map everything else that we needed. So there was no manual inputting. So we also had a problem. People were actually, um, in the beginning putting in application names manually. So you had 19 applications with the same name.

The spelling is atrocious. So we, Yeah.

it was, it was just a, you have to automate that. If you can't automate that, your data is never gonna be clean.

Alon Arvatz: Fascinating. And I'm curious about the, uh, goals of your tagging strategy. So obviously there is a goal for, uh, showback chargeback so you can know how much you spend on application. Uh. Did you also use tagging for other purposes? For example, attribution to a team so you can, uh, tell who is the person in charge and who should take action and fix things.

Amy Race: [00:09:00] Yes. So yeah, so two things. So the, the application owner information also came over, so now we have the tech manager and the app owner. Now, for the most part, my team knows. We have a point of contact for every, um, department that has a set of apps in the cloud. So my team is relatively familiar with all of those people, but maybe that one app is one level more granular than we know.

Um, so, and again, we have a lot of applications in the cloud now, again, when it was 102 hundred simple to manage right? But now at the numbers that we're looking at, it gets harder. Um, but the other, the other big thing was the support. So we have a DL in the support, um, tag, but that didn't match. The Service Now resolver group.

So we had a bigger problem there when we had outages. We were struggling to find the [00:10:00] application support group, so that was another one that became built into the strategy. It had to be a verified, and now we can verify the DLS that we're getting to make sure that they are actual support groups for those applications.

That was a big problem rehydrating. And or patching in place. When I.

was responsible for that as well, it was difficult to find who the teams were to make sure that that work was done. And I don't know that that normally sits within finops, but I was cloud governance as well when we first started. So that was part of my remit.

Um, so yeah, so there were a bunch of things that our tagging strategy had to account for.

Alon Arvatz: Yeah, and that's actually a great insight that you have to align your tagging strategy with tagging in other platforms outside of the cloud because ServiceNow serve you to solve things in the cloud. So there has to be this, uh, alignment. I'm curious if it's actually very interesting. That [00:11:00] you got the responsibility as finops for cloud tagging because tagging is not only for finops, so it can also help security teams.

It can also help, uh, DevOps. And I wonder if you found yourself aligning with security or other departments around how to build a tagging strategy, uh, and what tags to use exactly. And whether or not you see them actually use the tags that you help build, uh, the program for.

Amy Race: I will say I did not work with our CSNR team on the tagging strategy. I'm thinking back to all of the people I, that was not one of the groups that I work with. We definitely worked with our cloud architects and engineers. I've turned this over to them now, so they've taken on, um, I was accountable for the whole minimum requirement, so.

Everything that you had to do in order to first get into the cloud. I was responsible for that. Um, but I've turned all of that over to our cloud, um, [00:12:00] onboarding and architecture team. So I think I've taken the onus off of the finops. We are still a contributing member of conversations that happen. When we have to do a um, review, we do an annual review of all of our documentation.

So when that happens, I am part of those conversations. Um, but I turned that over, over to the.

Alon Arvatz: Nice. So actually it sounds like, hey, you had a challenge with tagging. You were the one who was suffering the most out of it more than the security folks or, or devil folks. You took responsibility, you made it happen, and then. You roll it back to, uh, cloud governance. Is that accurate?

Amy Race: That sounds good. That's exactly it. Yep. Come in, solve a problem and hand it off.

Alon Arvatz: Yeah, no, that

sounds great. I want everyone on my team to have the same approach, by the way. So, so KU to you. Um, so does that mean that you feel like taking responsibility should sit within cloud center of excellence or DevOps [00:13:00] versus finops? I'm talking like more ideally.

Amy Race: I do, I absolutely do. I wish we had a cloud center of excellence, and if we did, that's exactly where it would go. Our finops practice here at Citizens does reach many, many people. We are obviously, as everybody who's listening to this, we'll know we are the practitioners. Um, but we do work with everyone so that anything that I.

Accountable for does have responsibility into many other, um, into many other areas, but I think that's where that cloud center of excellence is where those conversations are happening all the time. So I definitely think that that's where that should be sitting.

Alon Arvatz: Awesome. And Amy, I'm now a Enos person. I want to create from scratch or revamp my tagging strategy. What are the steps I need to make? Who I should talk to? And how do I take the first actions to make it consistent and [00:14:00] scalable?

Amy Race: That's a great question. So you need to understand who else, any data that's generated from your reporting from the cloud team, reporting from finances, reporting from anybody's reporting. How are people looking at this data and what does it mean to them? Like what are the outcomes that they need to see?

Um, you need to understand all of what your possible tags are. We generally stick with the cost allocation tags. I guess that's. Because it's finops, but, um, but what, there's other tags in there as well that you can use, but how does knowing that level of granularity or that level of data help anybody make decisions in the cloud?

And so for us. We used tagging for Datadog, um, monitoring and reporting as well. So we had to work with the observability team to make sure that the tags that they were able to translate into Datadog matched what we were doing. So we had consistency in our data. [00:15:00] Um, again, I told you the big one, the EIM, so for our m enterprise incident management team, being able to understand, um, what the right teams were.

So there was. A lot of input from a lot of people now as we've grown to a much more, um, mature organization. And then you just, for me, you have to document what you're doing. You have to get the buy-in, um, approval we sent out. Multiple different iterations of spreadsheets, making sure that we got feedback from everybody, got their input, and then that we were able to utilize those tags, how they would come across, and making sure that the data was consistent manually inputting information in a tag is not.

A great idea. So you have to talk to your, um, engineering team, who's we use, um, Terraform for our code. So making sure that it's built into our code, making sure that our sentinel policies are mandatory and not advisory. [00:16:00] Um, so everything is done and done at the beginning going. As a lot of people will agree to this in the cloud world, in the finops world and the cloud governance, going back and doing something is much harder than doing it right from the.

Alon Arvatz: Absolutely. Absolutely. And thank you for sharing such practical advice about tagging. It's, uh, long overdue on this podcast. Now, Amy. From past, uh, conversations we had, I know that you're really big on top down support for finops and the importance for that. Can you share with us, your journey to get this top down executive support for the finops uh, program?

Amy Race: Sure. Um, I do, I do 100% believe. If you do not have top of the house, not only support, but you need day to day or month to month, you need somebody at the top to be sitting on these calls. [00:17:00] And making sure that the directive is getting heard by the people who can execute in the cloud. We all know that when we change the strategy from buying hardware, handing it to an engineer and saying, so we would build the business case.

We would buy the equipment, we would hand it to someone and they would build it. They never got involved with. Pricing or cost or anything changing that mentality. Uh, the way that we did here at Citizens with this migration that we're doing to cloud was huge for our engineers to understand. So if we don't have that top down to say, you now need to focus on optimization.

Value efficiency in the cloud. The people that are hands on the keyboard, they're not gonna focus on it. They're into now we're into innovation and the sexy things and the bot here and the this there, they're not gonna want to go back and say, oh wait, I could save X if I just change this. Um, [00:18:00] but once you hear the impact of the overall cloud budget to the success of our p and l.

You really can put those two things together. So our CIO sits on a call with us every month and he understands everything that's going on. He's talking to the people, he's supporting my team and making sure that people are looking at this. We have a cute little leaderboard. So it looks like a little, um, platform from the Olympics, the gold and the silver.

Um, so we have efficiency scores. We have the most optimized apps, and we give out awards for it. Um, and everyone loves that. That's like the last five or 10 minutes of the call after everyone's getting yelled at for not doing their optimizations. So everybody loves that part of it. Everybody loves a winner.

So if you are the most optimized application. Even if you were that because you did something wrong in the beginning, but paying attention to it now and focusing on making those changes [00:19:00] is huge in our industry. Right? And then we'll take whatever we've done for one app or one set of resources and say, what can we do across the organization?

If we did that here, it didn't have a negative effect. And the application teams are happy, the end customers are happy, can we take those learnings and apply them anywhere else in our environment? So we're always looking at it. Take the small scale and then bring it out.

Alon Arvatz: Fascinating and was easy to get a CIO on a monthly cadence meeting.

Amy Race: At the time, he had another boss who we, we've reorged so that that boss of his, she was the head of business services. She's no longer there in that role. She was the one that started this when she started to see the budget variance really getting bigger and cloud and she had no idea about it or what was going on, but she started to look at it and then he did and he got really [00:20:00] involved 'cause he's the technology.

Um. Leader at the time, um, still is. And he, he took her lead on that and he just continued. And no, I do have trouble getting other leaders on, but every month he is on that call. He almost never reschedules it unless there's a. Major thing. Um, no. He is 100% supportive of those calls, and that has changed. Um, I definitely, that's changed the perspective of our DevOps teams and now people want to come in and want to work with us.

It's become more of a give and take in our world rather than in the beginning it was us, it was my team. Always reaching out. Now I have people coming to us saying, what do you think if we do this, how will this affect the cost if we make this change? We saw this in the in the cloud visualization tools.

How do you think that will affect the pricing? And we'll go in and we'll do the analysis for them. We'll get the right people on the call so they can go [00:21:00] ahead and make those changes. It's definitely helped us huge.

Alon Arvatz: Nice. It sounds like what moved the needle was the variance of the cloud spend, so it wasn't like, Hey. Necessarily, we, we have a lot of ways, or something like that was more around, Hey, we need to put it under control. So we need the bind of the, um, relevant executive. Uh, is that the way you went about it?

Amy Race: Yeah.

we were, we were really forecasting high for the first couple of years, so we were coming in lower doing optimizations, um, getting our, um, savings plan and our I strategy down solid. So we knew we were getting the most savings there as well, but we were always coming in. Um. Under budget until about our third or fourth year in the cloud when the migration really started to hit.

And I think a lot of the people who were involved in that work were still on, um, thinking on-prem and [00:22:00] didn't really understand the impact of moving. This application and running it in the cloud in a DR environment in multiple AZs, they didn't understand how that would affect the cost. So we started to run a little higher than we were forecasting.

I mean, it wasn't finops forecasting, it's the application teams forecasting we're. Just the reporters, right. Um, but we clearly see that there was a lot of education needed, so we started to do a lot of that as well. Lunch and learns on finops. We created a finops badge now, so you have to be certified finops within our organization.

Um, we do, uh, we have something called the infrastructure Academy. So now finops is a huge part of that as well. So we're always trying to promote it and help people understand how, what they're building and doing in the cloud, how that affects, literally affects our budget.

Alon Arvatz: That's really cool. And how do you get a pheno badge at Citizens Bank

Amy Race: You [00:23:00] have to take the training and it all comes back to us. We created it. We took some, some learnings from the finops, um, organization. We did some of our own material. You have to go in and create reports. You have to be able to find information in our tools. Um, run your reports, create your dashboards, understand what you're looking at.

Take right sizing, recommendations And execute. We're doing a development day coming up where we'll talk for 90 minutes on finops and we'll do actual right sizing right there, um, on the call. So hopefully it'll go well. The more we talk about it, the better off we are.

Alon Arvatz: And honestly sounds like, uh, doing finops citizens is really, really fun.

You have winners, you have

badges, you have medals. Uh, sounds like fun, honestly.

Amy Race: it, it's a good, it's a good practice that we've set up here. I'm very proud of.

Alon Arvatz: Absolutely. Absolutely. And when you talked about the executive buy-in, uh, you took it, uh, mostly to [00:24:00] optimization and efficiency of the infrastructure. Uh, do you feel it's also important for tagging, for example,

Amy Race: Tagging is one of our efficiency scores, so how you rank in your efficiency is dependent on how accurate your tagging is as well. So it does all play into it.

Alon Arvatz: So why don't you share with us what are the other components of efficiency in your score

Amy Race: Well, we're, we're revamping one of them, so, um, auto-scaling, if you were auto-scaling spot. But we had to take that one out. We had a few, um, I'll call them hiccups. With spot where instances were reclaimed by AWS at a very inopportune moment in our, um, in our, uh, data organization. And they are very hesitant now.

And that was the most, uh, the one area that was using spot the most. Um, so tagging spot, auto scaling, [00:25:00] um. Lambda is if you're using Lambda, but we're not a huge Lambda shop as well. Um, and then, um, scheduling, so what we're now referred to as hibernation. So we had a way that we could tell from a tag what, um, applications were, um, scheduled and you could create your own schedule.

It didn't have to align with everybody else's. Um, but then we started to do hibernation and.

That's not set on the same tag. So now we have to go back in and figure out how we do our hibernation reporting to show, because that really, is, we have auto, um, hibernation now. So you can click the button or click your resource and get your resources to launch again pretty much immediately.

I'll say it's about a couple of minutes to get it to launch. Um, so that's a big one. So now we have to use that in place of the schedule tag in our formula that creates our efficiency score.

Alon Arvatz: That's really, really cool. Really cool. And [00:26:00] I'm sure your engineers are having a lot of fun with all of these, uh, scores and badges and medals.

Amy Race: I think they're having a lot of fun with, um, pipelines and creating different ways to automate all of this, so makes it easier for everybody. So that's how we got a lot of, we're gonna start working on an auto, um, auto right sizing as well, using our, uh, new pipeline that they're building as well. So, lots of good stuff happening here.

Alon Arvatz: Nice, nice. Cool. Wow, Amy, thank you for sharing us such a practical advice. On such fundamental topics, tagging, uh, top-down support, uh, I learned a lot and got a lot of, uh, insights, I'm sure our listeners as well. And I'm also sure that our listeners would love to learn more about you on the personal level as well, not only professionally.

So Amy, today you live in Connecticut. You mentioned the Connecticut meet, if I'm not mistaken.

Amy Race: Yep.

Alon Arvatz: Um, how did you get to Connecticut?

Amy Race: [00:27:00] So I, I live in East Lime, Connecticut, so to me it's out in the middle of nowhere. I grew up in New York, um, and then lived on in New Jersey for 14 years, and I met my husband, um, he lived here in Connecticut and he had an 8-year-old, um, son when I met him. And I knew if we got married we'd end up here in Connecticut.

And so that's what happened. and

Alon Arvatz: and you dated him nonetheless.

Amy Race: Yes, I, no, I didn't actually. I said, I won't date you, but if you wanna get married we can do that. And he said, okay. And we were married two months later. I am not kidding.

Alon Arvatz: wow. Wow,

Amy Race: That was Valentine's Day. And then we got married in May. We got engaged in March and married in May.

So, and it's been almost 18 years now.

Alon Arvatz: wow, wow. Incredible. Wow.

What a crazy story.

Amy Race: want.

Alon Arvatz: Exa? Uh, a hundred percent. A hundred percent. You look definitely like the person who knows what he wants.

Amy Race: Yep.

Alon Arvatz: Um, okay. [00:28:00] Nice. Uh, and, uh, living in Connecticut, what do you like to do outside of, uh, finops For

Amy Race: Hmm. So I am a golfer. So back there on my wall is all my, Um, pictures that is Ireland when we went and played golf in Ireland. And the rest is really from Hilton Head. So we, uh, we do our winters in Hilton Head and play golf and. We, uh, we play golf as much as we possibly can. That's, that's what our life is.

I cook, I love to cook. I love to feed people, have people over make food and deliver it to people, anyone who's hungry. So I'm either cooking, golfing, or working. That's that's what I

do,

Alon Arvatz: That's great. And I think our listeners already know, but I've never played golf.

Amy Race: never.

Alon Arvatz: Like, I've never played golf. Like I, I, I play top golf. I don't think it's considered golf. but I've never played golf. And interestingly enough, there's only one golf court in Israel where I live, [00:29:00] and it's literally two minutes from my house.

Two minutes literally. But I've never played. So Amy, you have, uh, the responsibility to convince me why It's a lot of fun.

Amy Race: I think I'm going to, well there's a Topgolf right by my office. We can go there and hit some balls and see how we think you'll do.

Alon Arvatz: Okay, let's do

Amy Race: All right. Perfect. You, you never know. Absolutely. I am not a natural. It was very long struggle for me to learn how to play golf

Alon Arvatz: Nice.

Amy Race: I'm still learning. Every day is a learning.

Alon Arvatz: And you still love it, which is great. I

Amy Race: Yes.

Alon Arvatz: I, it's very easy to love things you're very good at. Um, it's not easy to love things that you're not good at. And

also stay consistent. Exactly. And be consistent on it. That means a lot about your character, by the

Amy Race: Thank you. cool. Thank you.

Alon Arvatz: Um, so Amy, I also have one thing I ask my guests, and that [00:30:00] is a movie or book they recommend. What they learn from it. So do you have anything like that to share with us?

Amy Race: So I do, I have one book that I read, actually. I read a thousand thousands of books I read all the time. Um, but from a leadership perspective, I read a book called An American Icon. It is the story of Alan Mul who came in and saved the Ford Motor Company after the Fords kind of drove it to the ground and how he changed the entire auto industry out in the Midwest.

Um, single-handedly, pretty much. Um, and I just love his story and how. He took this very impersonal, cold, hierarchal, um, world. Very non-transparent, um, siloed environment and turned it into an open free thinking. [00:31:00] Opinions matter. People matter. He mattered. Everyone mattered being right, didn't matter. Trying mattered, and the way that he turned that company around to me was just inspirational.

I loved that book.

Alon Arvatz: Incredible. Wow. I feel like I have to read it right

now.

Amy Race: I think you should. I think you'll enjoy it.

Alon Arvatz: Okay.

Amy Race: do.

Alon Arvatz: And I have a lot of action items from today's episode.

Amy Race: Oh, good.

Alon Arvatz: Golfing reading American icon. I need, I need to get straight to it. Need to get straight to it. Cool. Amy, that was, uh, fascinating and uh, phenomenal. I'm sure many of our listeners would love to ask you more questions.

How would you recommend them to reach out if they have any question?

Amy Race: Um, guess you can reach out to me on LinkedIn. My name on LinkedIn is Amy Jacobs race. I never took out my maiden name from there. great.

Alon Arvatz: LinkedIn is absolutely great. I'm sure people [00:32:00] reach out to you. I honestly wanna thank you again for getting us back to the fundamentals and, and also to the details around implementing tagging. I don't think we've ever got into like this level of detail and, and I think the tips you shared.

Will be really, really instrumental all of our listeners. and one takeaway that I have on top of that is, hey, make finops, uh, fun. You know,

um, give medals, do competitions, um, do a lunch and learns. So all this is great and finops should be fun.

Okay.

Ops, maybe we should call it ops, actually,

Amy Race: Oh, look at you. Look, you just coined a new phrase.

Alon Arvatz: I guess so.

Amy Race: Very nice.

Alon Arvatz: Cool. So Amy, thank you so much for joining us today.

Amy Race: You're welcome. Thank you for having me. I appreciate it. It's always fun to talk about what you're passionate about. I.

Alon Arvatz: Absolutely. I enjoyed it very much. I'm sure our listeners join it very much. And I also wanna thank them for joining us, listening through [00:33:00] the end of the episode. I'm sure you had a lot of fun. At least as much as I do. Don't forget, like you always do, tell your friend about the podcast. We wanna get more people listening in.

Amy, thank you again. This has been another fun, exciting, fascinating episode of finops in Action. Hope to see you all next time.

Speaker: That wraps up another episode of finops in Action. Thank you for joining. For show notes and more, please visit finops in action.com. This show is brought to you by 0.5, empowering teams to optimize cloud costs with tip detection and remediation tools that drive action.