Vinay Sastry

Cloud is strategic capital - not a utility bill.

Most organisations don’t have a cloud problem.

They have a cloud economics problem.

And it usually sits between the CFO and CTO.

As infrastructure scales across AWS and multi-cloud environments, spend grows faster than visibility.

Finance sees volatility.

Engineering sees performance requirements.

Boards see margin pressure.

Without shared economic clarity:

Forecasts drift.

Trust erodes.

Investment decisions become reactive.

That breakdown is preventable.

I founded Aureon Advisory to embed financial discipline directly into cloud operations - not as a reporting layer, but as an operating model.

Aureon works at the intersection of Finance, Engineering, and Product to establish:

•⁠ ⁠Clear cost allocation and ownership

•⁠ ⁠Unit economics visibility (cost per product, feature, customer)

•⁠ ⁠Governance guardrails that don’t slow delivery

•⁠ ⁠AI and high-performance workload cost control

•⁠ ⁠Board-ready financial transparency

The objective is not cost cutting.

It’s decision quality.

Before launching Aureon, I operated across that fault line:

•⁠ ⁠Led enterprise FinOps initiatives at AWS delivering 20–35% spend improvement

•⁠ ⁠Managed large-scale public-sector and enterprise cloud portfolios

•⁠ ⁠Built business cases unlocking $20M–$50M transformation programs

•⁠ ⁠Served as a startup CTO where infrastructure directly impacted runway

I combine hands-on cloud architecture experience with MBA-level financial discipline - enabling leadership teams to move from reactive cost control to structured capital allocation.

Cloud spend becomes a strategic risk when:

It’s unpredictable.

It’s opaque.

Or it’s board-visible without context.

When cloud is treated as deployed capital, scaling becomes controlled instead of chaotic.

Cloud economics isn’t a dashboard exercise.

It’s operational discipline.