What we get hired for
Each one starts with a problem the company already feels. The work begins with the role, and continues with the person who can hold it.
01.
The candidates look right on paper but none feel like a fit. Usually that is a brief problem, not a candidate-pool problem. We start by reviewing the role mandate against the actual operating context—what cloud maturity, what decision rights, what the FinOps function needs to deliver in year one.
The brief gets sharper, the search gets faster, and the people we approach can stand behind what they are being asked to do.
02.
Spend is climbing, decisions are distributed across teams, and no single person has the mandate to bring discipline to it. We define the role first—scope, decision rights, reporting line, and what year-one success looks like—then find the person who can hold it.
The aim is not just a hire, but an accountable function the rest of the organisation can engage with.
03.
You’ve run the search, narrowed it down, and you want an independent read. We sit in on one or two interview rounds, focused on judgment under constraint and how the candidate actually thinks about cloud, cost, and stakeholder dynamics.
You get a structured assessment and a clear recommendation. Fast, focused, and without the overhead of a full search.
04.
Greenfield. No internal template fits, the job descriptions on the market are inconsistent, and the risk is hiring the wrong shape of person. We build the role from the company’s actual context: cloud maturity, financial accountability today, and the business outcomes the role needs to influence.
The output is a defensible mandate the future hire and their stakeholders can both stand behind.
05.
The hire was strong, the brief was not. Often a good FinOps person is anchored to operational reporting when the real value is governance and decision support, or the other way round. We rescope the role against what the business actually needs now, and identify the gap between scope and impact.
The output is a set of practical changes—decision rights, reporting line, KPIs—that release the person to deliver.
06.
The board is asking who is accountable. The CFO and CTO are pointing at each other. The operational data shows the problem but no one has the mandate to act on it. We help define a single owning role with authority to make calls across engineering and finance.
Then we find the person who can hold the mandate without fragmenting it back into committee work.
