I work for a company called CloudFix, and we are solely focused on AWS costs. We do automated AWS cost optimization. We find one of two reactions when we delive

I work for a company called CloudFix, and we are solely focused on AWS costs. We do automated AWS cost optimization. We find one of two reactions when we deliver savings to customers: (A) "Hey wow, this is great! We are so excited to be saving from here on out." OR, (B) "This should have been caught earlier. $TEAM was supposed to be experts..." and then blame game starts. It is really unfortunate when institutions react in the latter way. Often the engineers are assigned to cost optimization, along with a million other things. And, the incentives aren't really aligned well to reward savings. For example, S3 Intelligent Tiering is the right thing in 99.9% of cases - so it should be your default bucket type. BUT, engineers often face only downside risk for the change, and very little upside reward. And, it isn't their money so they just leave it. The cost of overprovisioned S3 can be staggering! What is really needed is to establish a proper FinOps discipline, put someone in charge of cost savings, and make sure incentives are aligned properly. And of course check out CloudFix if you can!