As demonstrated by forward-thinking organizations and shared through the FinOps Foundation’s community stories, this case reflects practical strategies enterprises are using to reclaim control over cloud and SaaS spend.
In the high-stakes world of retail banking, cloud infrastructure is no longer a luxury; it’s a lifeline. As digital transactions surge and customer expectations evolve, banks are under immense pressure to deliver seamless, real-time services powered by scalable cloud platforms. But with innovation comes complexity, primarily when operating across multiple cloud providers.
One global financial services enterprise found itself juggling three hyperscalers: AWS, Google Cloud, and now Oracle Cloud Infrastructure (OCI), each with its own cost structures, governance frameworks, and reporting formats. What began as a strategy for agility and compliance quickly turned into a visibility crisis. Finance teams couldn’t reconcile invoices, engineering lacked accountability, and M&A activity further fragmented their environment.
Recognizing the need for a unified, cross-cloud financial management strategy, the enterprise began its journey to build a scalable, automated, and collaborative FinOps operating model with OCI as a key accelerant.
These are the exact types of problems CloudNuro.ai was built to solve across cloud and SaaS.
Before OCI: A Fragmented FinOps Landscape
Before adopting Oracle Cloud Infrastructure (OCI), the enterprise’s cloud financial operations were siloed, reactive, and riddled with inefficiencies. Each business unit had adopted different cloud providers based on immediate project needs or past acquisitions. As a result, no centralized architecture or tagging taxonomy governed how cloud resources were provisioned, used, or billed. AWS and Google Cloud hosted primary workloads, but each had separate billing accounts, inconsistent tagging practices, and varied reporting cadences.
Finance struggled to reconcile monthly spend across environments. Engineering teams deployed resources without visibility into their cost impact. Business units made independent purchasing decisions, often duplicating efforts or unintentionally violating negotiated license terms. The result was overprovisioned infrastructure, underutilized services, and a complete lack of accountability.
With each passing quarter, cloud costs increased, but there was no clear path to optimization or ownership. FinOps was viewed as a reporting function, not an operating model. That fragmentation is what OCI helped them finally overcome.
When OCI entered the picture in early 2024, the move was strategic and pragmatic. Rather than migrating all workloads at once, the company made a targeted, cost-conscious decision to leverage OCI for specific platforms and services that aligned with their enterprise licensing, compliance, and FinOps requirements.
Below are the key factors that drove this decision:
With Oracle’s Bring Your License (BYOL) model, the enterprise saw an immediate opportunity to reduce redundant software licensing costs by migrating existing on-premises Oracle database licenses into the cloud. This shift helped them avoid costly re-licensing and ensured compliance without additional overhead. Furthermore, OCI offered enterprise-level pricing commitments, including usage credits, negotiated rate cards, and tiered discounts that made cloud adoption more predictable. These savings compounded as workloads scaled. For a company operating at a global transaction volume, this model directly lowered the total cost of ownership (TCO) and accelerated time to value.
Many of the enterprise’s core platforms, including transactional systems, customer data engines, and compliance monitoring tools, ran on Oracle databases. Moving those workloads to OCI ensured native compatibility, eliminating the need for major refactoring or performance tuning. OCI also provided optimized configurations for Oracle DBs, enabling faster deployment and reliable performance under heavy transactional loads. This was critical for latency-sensitive environments like real-time payments and fraud detection. By avoiding complex lift and shift hurdles, the company accelerated migration timelines and reduced risk. It maintained application continuity during cloud transitions, something other platforms struggled to offer at this depth of integration.
As a financial services provider operating in heavily regulated markets, the company faced strict requirements for where and how customer data could be stored and processed. Oracle Cloud Infrastructure gave them the geographic flexibility to choose data center regions aligned with local data sovereignty laws, such as GDPR in Europe or RBI guidelines in India. OCI’s compliance certifications spanning ISO, SOC, PCI DSS, and industry-specific attestations allowed them to onboard sensitive workloads without introducing regulatory gaps. This helped speed up internal compliance approvals and lowered legal exposure, especially in regions where their existing cloud partners lacked availability zones or failed data localization checks.
What truly set OCI apart was its hierarchical tenancy model, which allowed the enterprise to structure cloud access and spend accountability to mirror its internal organization. By defining parent-child tenancies and creating standardized compartments and resource groups, teams could isolate workloads, enforce access policies, and align costs with business units automatically. Native support for tagging enforcement, quotas, and budget alerts made it possible to establish FinOps governance from day one. Teams no longer had to stitch together cloud costs with spreadsheets manually; the data was pre-organized, clean, and consumable.
“What would have taken us months to build in other clouds, governance, tagging enforcement, and centralized cost reporting, we got out of the box with OCI.”
Cloud Strategy Director, Global Payments Enterprise
To create a FinOps operating model that worked across clouds, the company implemented a combination of cloud architecture discipline and FinOps-specific tooling, with the FOCUS standard serving as the foundational blueprint. Their goal wasn’t just visibility, but also to achieve automated accountability across business units.
Let’s unpack how they did it:
OCI’s concept of organizations, tenancies, and compartments allowed the company to replicate its internal structure within the cloud ecosystem, something not all providers offer natively.
This structure enabled them to isolate billing at each layer while enforcing unified governance policies. They also applied robust Identity and Access Management (IAM) controls to clearly define roles and responsibilities for who could create resources, view budgets, or allocate costs, supporting self-service for developers, with oversight from FinOps and finance.
This setup laid the groundwork for distributed cloud ownership with centralized cost control, streamlining audits, and empowering teams without compromising compliance.
Tagging became the foundation of all FinOps reporting and governance. Unlike the messy, inconsistent approach seen in prior environments, OCI gave them a fresh slate to get tagging right, and they used it to the fullest.
They:
Because tags were directly surfaced in billing reports, dashboards, and alerting tools, the FinOps team could instantly filter costs by BU, team, product, or workload, eliminating the need for manual stitching and retroactive cleanup.
“In AWS, tag cleanup took months. In OCI, we got clean data from the start. That changed the conversation with our CFO.”
FinOps Lead, Issuer Platform
Oracle’s shared commitment model became a game-changer for enabling accurate chargeback without budget waste or misalignment.
Here’s how it worked:
Monthly cost statements were generated automatically, displaying:
These reports were automatically distributed via email in PDF format, giving finance teams clean, reconciled data without needing console access or technical intervention. It reduced friction, improved trust, and paved the way for behavioral change around cloud consumption.
A primary FinOps goal for the organization was to “shift left,” embedding cost optimization early in the lifecycle instead of reacting to overages.
OCI’s Resource Scheduler became the cornerstone of this shift. It enabled engineers to define start/stop schedules for dev and test environments as part of their architecture intake process.
By aligning schedules with time zones and working hours, they ensured noncritical resources were shut down automatically during nights and weekends, avoiding idle spend.
This not only drove quick savings but also instilled a culture of cost-aware design. Engineers now factor price performance into deployment decisions, a shift from previous behavior where optimization was left to FinOps months after workloads launched.
They also deployed compartment quotas, ensuring high-cost compute or licensed databases couldn’t be provisioned in sandbox or staging environments by mistake. These built-in controls made the entire development process more responsible by default.
“We now talk about costs in design meetings. That’s FinOps shifting left in action.”
Platform Engineering Manager
The introduction of OCI’s FinOps Hub was a game-changer in consolidating visibility and bringing FinOps maturity to life.
The FinOps Hub delivered:
More critically, OCI began supporting native FOCUS-formatted cost reports, aligning perfectly with industry-wide FinOps standards. This eliminated the need for:
These FOCUS-aligned reports were plug-and-play compatible with platforms like Cloud Health, Cloudability, Looker, and CloudNuro.ai, making multi-cloud reporting and cost benchmarking seamless.
This consistency enabled the enterprise to normalize cloud costs across AWS, GCP, and OCI, fueling true apples-to-apples comparisons and unified chargeback models.
In just a few months after adopting Oracle Cloud Infrastructure, the enterprise began to see clear, measurable benefits from its FinOps transformation. The results touched every layer from finance to engineering and showcased the power of combining governance, tooling, and collaboration under a unified cost strategy.
Financially, the company realized annualized savings of $3.7 million by taking advantage of OCI’s Bring Your License model, credit optimization, and automated workload scheduling. These savings weren’t theoretical; they were realized on invoices and validated by finance. Environment provisioning times were cut in half, thanks to OCI’s structured hierarchy, pre-configured compartments, and enforced tagging. This acceleration freed up engineering bandwidth and shortened time to market.
Perhaps most significantly, tagging compliance surged to over 95%, a fourfold improvement compared to legacy environments. This allowed for accurate cost attribution from day one. Overages and budget surprises became a thing of the past due to strict quota controls and anomaly alerts that acted before any financial impact occurred.
Strategically, the company witnessed a cultural shift. Finance and engineering began co-owning cloud budgets, aligning planning cycles and decisions. FinOps data became self-service and trusted, delivered through automated, role-specific reports. Product teams gained clarity on their unit costs per API, transaction, or user and began using cost as a key input in architecture decisions. Cost discussions no longer happened after invoices landed; they became part of design reviews and approvals.
OCI became more than a cloud provider; it became a governance platform. And with these foundations in place, the company is now scaling this model across all clouds and SaaS platforms with ease.
CloudNuro enables this same level of visibility, right-sizing, and operational accountability, bringing FinOps maturity within reach for any organization navigating cloud complexity.
Tangible Financial Impact
Strategic and Cultural Transformation
CloudNuro enables this same level of visibility, right-sizing, and operational accountability, bringing FinOps maturity within reach for any organization navigating cloud complexity.
Whether you're in banking, telecom, healthcare, or SaaS, multi-cloud is no longer an edge strategy; it's a core operating model. This case study offers powerful takeaways for FinOps teams seeking to thrive amid complexity, fragmentation, and cost pressure.
Adopt these FinOps practices to scale governance, ownership, and optimization across your organization:
CloudNuro.ai enables FinOps teams to embed these principles across cloud and SaaS ecosystems with precision, unlocking dynamic chargeback models, SaaS visibility, and accountability dashboards that connect finance, engineering, and leadership.
CloudNuro.ai is purpose-built for IT, finance, and engineering teams seeking clarity, accountability, and efficiency in today’s complex multi-cloud and SaaS environments. As cloud adoption grows and spending spreads across AWS, GCP, OCI, Azure, and shadow IT tools, traditional cost management approaches fall short. CloudNuro bridges that gap with intelligence, automation, and financial transparency.
With CloudNuro, organizations gain:
Whether you're just beginning your FinOps journey or scaling a mature program across providers like Oracle Cloud, CloudNuro.ai delivers the operational backbone to take control of spend, optimize consumption, and align teams around shared financial goals.
Ready to unlock financial clarity in your cloud stack? Book your FinOps demo with CloudNuro.ai today.
As demonstrated by forward-thinking organizations and shared through the FinOps Foundation’s community stories, this case reflects practical strategies enterprises are using to reclaim control over cloud and SaaS spend.
In the high-stakes world of retail banking, cloud infrastructure is no longer a luxury; it’s a lifeline. As digital transactions surge and customer expectations evolve, banks are under immense pressure to deliver seamless, real-time services powered by scalable cloud platforms. But with innovation comes complexity, primarily when operating across multiple cloud providers.
One global financial services enterprise found itself juggling three hyperscalers: AWS, Google Cloud, and now Oracle Cloud Infrastructure (OCI), each with its own cost structures, governance frameworks, and reporting formats. What began as a strategy for agility and compliance quickly turned into a visibility crisis. Finance teams couldn’t reconcile invoices, engineering lacked accountability, and M&A activity further fragmented their environment.
Recognizing the need for a unified, cross-cloud financial management strategy, the enterprise began its journey to build a scalable, automated, and collaborative FinOps operating model with OCI as a key accelerant.
These are the exact types of problems CloudNuro.ai was built to solve across cloud and SaaS.
Before OCI: A Fragmented FinOps Landscape
Before adopting Oracle Cloud Infrastructure (OCI), the enterprise’s cloud financial operations were siloed, reactive, and riddled with inefficiencies. Each business unit had adopted different cloud providers based on immediate project needs or past acquisitions. As a result, no centralized architecture or tagging taxonomy governed how cloud resources were provisioned, used, or billed. AWS and Google Cloud hosted primary workloads, but each had separate billing accounts, inconsistent tagging practices, and varied reporting cadences.
Finance struggled to reconcile monthly spend across environments. Engineering teams deployed resources without visibility into their cost impact. Business units made independent purchasing decisions, often duplicating efforts or unintentionally violating negotiated license terms. The result was overprovisioned infrastructure, underutilized services, and a complete lack of accountability.
With each passing quarter, cloud costs increased, but there was no clear path to optimization or ownership. FinOps was viewed as a reporting function, not an operating model. That fragmentation is what OCI helped them finally overcome.
When OCI entered the picture in early 2024, the move was strategic and pragmatic. Rather than migrating all workloads at once, the company made a targeted, cost-conscious decision to leverage OCI for specific platforms and services that aligned with their enterprise licensing, compliance, and FinOps requirements.
Below are the key factors that drove this decision:
With Oracle’s Bring Your License (BYOL) model, the enterprise saw an immediate opportunity to reduce redundant software licensing costs by migrating existing on-premises Oracle database licenses into the cloud. This shift helped them avoid costly re-licensing and ensured compliance without additional overhead. Furthermore, OCI offered enterprise-level pricing commitments, including usage credits, negotiated rate cards, and tiered discounts that made cloud adoption more predictable. These savings compounded as workloads scaled. For a company operating at a global transaction volume, this model directly lowered the total cost of ownership (TCO) and accelerated time to value.
Many of the enterprise’s core platforms, including transactional systems, customer data engines, and compliance monitoring tools, ran on Oracle databases. Moving those workloads to OCI ensured native compatibility, eliminating the need for major refactoring or performance tuning. OCI also provided optimized configurations for Oracle DBs, enabling faster deployment and reliable performance under heavy transactional loads. This was critical for latency-sensitive environments like real-time payments and fraud detection. By avoiding complex lift and shift hurdles, the company accelerated migration timelines and reduced risk. It maintained application continuity during cloud transitions, something other platforms struggled to offer at this depth of integration.
As a financial services provider operating in heavily regulated markets, the company faced strict requirements for where and how customer data could be stored and processed. Oracle Cloud Infrastructure gave them the geographic flexibility to choose data center regions aligned with local data sovereignty laws, such as GDPR in Europe or RBI guidelines in India. OCI’s compliance certifications spanning ISO, SOC, PCI DSS, and industry-specific attestations allowed them to onboard sensitive workloads without introducing regulatory gaps. This helped speed up internal compliance approvals and lowered legal exposure, especially in regions where their existing cloud partners lacked availability zones or failed data localization checks.
What truly set OCI apart was its hierarchical tenancy model, which allowed the enterprise to structure cloud access and spend accountability to mirror its internal organization. By defining parent-child tenancies and creating standardized compartments and resource groups, teams could isolate workloads, enforce access policies, and align costs with business units automatically. Native support for tagging enforcement, quotas, and budget alerts made it possible to establish FinOps governance from day one. Teams no longer had to stitch together cloud costs with spreadsheets manually; the data was pre-organized, clean, and consumable.
“What would have taken us months to build in other clouds, governance, tagging enforcement, and centralized cost reporting, we got out of the box with OCI.”
Cloud Strategy Director, Global Payments Enterprise
To create a FinOps operating model that worked across clouds, the company implemented a combination of cloud architecture discipline and FinOps-specific tooling, with the FOCUS standard serving as the foundational blueprint. Their goal wasn’t just visibility, but also to achieve automated accountability across business units.
Let’s unpack how they did it:
OCI’s concept of organizations, tenancies, and compartments allowed the company to replicate its internal structure within the cloud ecosystem, something not all providers offer natively.
This structure enabled them to isolate billing at each layer while enforcing unified governance policies. They also applied robust Identity and Access Management (IAM) controls to clearly define roles and responsibilities for who could create resources, view budgets, or allocate costs, supporting self-service for developers, with oversight from FinOps and finance.
This setup laid the groundwork for distributed cloud ownership with centralized cost control, streamlining audits, and empowering teams without compromising compliance.
Tagging became the foundation of all FinOps reporting and governance. Unlike the messy, inconsistent approach seen in prior environments, OCI gave them a fresh slate to get tagging right, and they used it to the fullest.
They:
Because tags were directly surfaced in billing reports, dashboards, and alerting tools, the FinOps team could instantly filter costs by BU, team, product, or workload, eliminating the need for manual stitching and retroactive cleanup.
“In AWS, tag cleanup took months. In OCI, we got clean data from the start. That changed the conversation with our CFO.”
FinOps Lead, Issuer Platform
Oracle’s shared commitment model became a game-changer for enabling accurate chargeback without budget waste or misalignment.
Here’s how it worked:
Monthly cost statements were generated automatically, displaying:
These reports were automatically distributed via email in PDF format, giving finance teams clean, reconciled data without needing console access or technical intervention. It reduced friction, improved trust, and paved the way for behavioral change around cloud consumption.
A primary FinOps goal for the organization was to “shift left,” embedding cost optimization early in the lifecycle instead of reacting to overages.
OCI’s Resource Scheduler became the cornerstone of this shift. It enabled engineers to define start/stop schedules for dev and test environments as part of their architecture intake process.
By aligning schedules with time zones and working hours, they ensured noncritical resources were shut down automatically during nights and weekends, avoiding idle spend.
This not only drove quick savings but also instilled a culture of cost-aware design. Engineers now factor price performance into deployment decisions, a shift from previous behavior where optimization was left to FinOps months after workloads launched.
They also deployed compartment quotas, ensuring high-cost compute or licensed databases couldn’t be provisioned in sandbox or staging environments by mistake. These built-in controls made the entire development process more responsible by default.
“We now talk about costs in design meetings. That’s FinOps shifting left in action.”
Platform Engineering Manager
The introduction of OCI’s FinOps Hub was a game-changer in consolidating visibility and bringing FinOps maturity to life.
The FinOps Hub delivered:
More critically, OCI began supporting native FOCUS-formatted cost reports, aligning perfectly with industry-wide FinOps standards. This eliminated the need for:
These FOCUS-aligned reports were plug-and-play compatible with platforms like Cloud Health, Cloudability, Looker, and CloudNuro.ai, making multi-cloud reporting and cost benchmarking seamless.
This consistency enabled the enterprise to normalize cloud costs across AWS, GCP, and OCI, fueling true apples-to-apples comparisons and unified chargeback models.
In just a few months after adopting Oracle Cloud Infrastructure, the enterprise began to see clear, measurable benefits from its FinOps transformation. The results touched every layer from finance to engineering and showcased the power of combining governance, tooling, and collaboration under a unified cost strategy.
Financially, the company realized annualized savings of $3.7 million by taking advantage of OCI’s Bring Your License model, credit optimization, and automated workload scheduling. These savings weren’t theoretical; they were realized on invoices and validated by finance. Environment provisioning times were cut in half, thanks to OCI’s structured hierarchy, pre-configured compartments, and enforced tagging. This acceleration freed up engineering bandwidth and shortened time to market.
Perhaps most significantly, tagging compliance surged to over 95%, a fourfold improvement compared to legacy environments. This allowed for accurate cost attribution from day one. Overages and budget surprises became a thing of the past due to strict quota controls and anomaly alerts that acted before any financial impact occurred.
Strategically, the company witnessed a cultural shift. Finance and engineering began co-owning cloud budgets, aligning planning cycles and decisions. FinOps data became self-service and trusted, delivered through automated, role-specific reports. Product teams gained clarity on their unit costs per API, transaction, or user and began using cost as a key input in architecture decisions. Cost discussions no longer happened after invoices landed; they became part of design reviews and approvals.
OCI became more than a cloud provider; it became a governance platform. And with these foundations in place, the company is now scaling this model across all clouds and SaaS platforms with ease.
CloudNuro enables this same level of visibility, right-sizing, and operational accountability, bringing FinOps maturity within reach for any organization navigating cloud complexity.
Tangible Financial Impact
Strategic and Cultural Transformation
CloudNuro enables this same level of visibility, right-sizing, and operational accountability, bringing FinOps maturity within reach for any organization navigating cloud complexity.
Whether you're in banking, telecom, healthcare, or SaaS, multi-cloud is no longer an edge strategy; it's a core operating model. This case study offers powerful takeaways for FinOps teams seeking to thrive amid complexity, fragmentation, and cost pressure.
Adopt these FinOps practices to scale governance, ownership, and optimization across your organization:
CloudNuro.ai enables FinOps teams to embed these principles across cloud and SaaS ecosystems with precision, unlocking dynamic chargeback models, SaaS visibility, and accountability dashboards that connect finance, engineering, and leadership.
CloudNuro.ai is purpose-built for IT, finance, and engineering teams seeking clarity, accountability, and efficiency in today’s complex multi-cloud and SaaS environments. As cloud adoption grows and spending spreads across AWS, GCP, OCI, Azure, and shadow IT tools, traditional cost management approaches fall short. CloudNuro bridges that gap with intelligence, automation, and financial transparency.
With CloudNuro, organizations gain:
Whether you're just beginning your FinOps journey or scaling a mature program across providers like Oracle Cloud, CloudNuro.ai delivers the operational backbone to take control of spend, optimize consumption, and align teams around shared financial goals.
Ready to unlock financial clarity in your cloud stack? Book your FinOps demo with CloudNuro.ai today.
CloudNuro Corp
1755 Park St. Suite 207
Naperville, IL 60563
Phone : +1-630-277-9470
Email: info@cloudnuro.com
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