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When the defaults no longer fit

FinOps often feels simple on paper, then stubbornly complex in practice. When the defaults stop fitting, the friction isn’t failure. It’s experience. This field note is about what happens when judgement, context, and communication matter more than clean models.

The end of AI blank cheques

How to build an Agent policy

Agents need a policy. Don’t reinvent governance. Apply what you already do with people: review, limit, escalate, grow trust. Reality begins not when the model speaks, but when it starts doing.

AWS feels different. Here’s how that changes my approach.

Something has changed in how AWS absorbs mistakes. Benevolence hasn’t disappeared, but it’s no longer where many practitioners expect it. This essay examines what happens when discretion moves into systems, contracts become the floor, and old assumptions stop holding.

Why Shift-Left often just shifts the load

A quiet update on the ProsperOps acquisition

FinOps should be invisible

“The Real Superpower of AI Isn't Technical - It's Contextual

FinOps tools are consolidating: Flexera–ProsperOps, DoiT’s buying spree, and the platform endgame

FinOps tooling is consolidating into CloudOps platforms. Flexera buys ProsperOps (vertical execution) and Chaos Genius (horizontal data scope). DoiT is buying across Kubernetes, security and Snowflake. PE speeds change. Policy turns intent into action; plan for vendor risk. Next: AWS 'normal' era...

Protect the doers. One month. Your copy.

A while ago, I self-published a short, opinionated book for first-time managers: Protect the doers. It is not a framework. It is not a leadership manifesto. It is a set of hard-won lessons from doing the job, getting it wrong, and doing it again. Better. I wrote it for people

The FinOps market just blinked. And then consolidated.

Every coder is a fashionista

The monster under the bed was always in the contract

Many cloud strategies were built on assumptions that were never written down. Prices would not rise. Services would not disappear. Performance would hold. None of that was guaranteed. When assumptions live outside the contract, they stop being comfort and start being risk.

Introducing Protect the Doers

Most people become managers by accident. They were good at their job. Someone noticed. A promotion followed. Overnight, producing value was replaced by being responsible for people who do. No manual. No training. This book exists because that gap is real.