One theme truly stood out on Wednesday at London Cloud Leaders set up by Jack Herbert of Lawrence Harvey . I was speaking alongside Rahul Soni of Thomson Reuters Foundation and one of the OG of finops, Stephen Old. I learned a great deal from hearing different experiences of companies at different moments in their journey. Rahul helped us understand how TRF ensured ongoing success of their finops work through a dedicated highly skilled team focused on it. Stephen reminded us that mature operation is constantly under threat with great clarity on how rush to market of a new technology like AI has resulted in companies throwing the rulebook out. I'll share more next week generally but there is one theme that is just continually bugging me. It seems to me that finops will come to be accepted as a critical business control; A high performing levers a CTO can use to monitor and adjust financial effectiveness. Revolut recently shared their thinking on performance management and the risks of failing to invest and report distinctly on it. Both of of these have the potential to add significant ongoing efficiency to an organisation and both deliver best when dedicated specialist staff wake up every day to focus on the outcomes. With Devops, many organisations mistakenly aspired to creating a new, extra silo team to "do the devops" rather than to enable everyone else to be more effective in their adopting of devops. The companies that are nailing finops are both adjusting their expectations of existing teams but supporting that expectation with dedicated investment in the finops discipline.