This course contains the use of artificial intelligence.
Your provider already generates more cost recommendations than your team can action. You are not short of findings. You are short of time, of data anyone trusts, and of a way to put an AI-assisted number in front of a CFO without quietly betting your credibility on it.
This course is about the second problem. It teaches you to use AI and agents to do the FinOps job — allocation, reporting, anomaly detection, forecasting, commitments, optimization — and to defend every figure you produce.
Why most AI-for-cost pilots fail, and what this course does about it
They fail on the data, not the model. Untagged, unnormalized billing data cannot ground an answer, so the assistant invents one. Section 3 spends seven lectures there, because a practitioner hits this in week one regardless of where a syllabus puts it.
They also fail on trust. A language model will hand you a beautifully formatted figure that is simply wrong, in the same confident register as a correct one — and there is nothing in the text to spot. So verification is taught in Section 2, before you have built anything worth verifying. You will learn the two mechanical tests that actually distinguish a real figure from a fabricated one, and why reading carefully is not one of them.
Every technique is anchored to a metric
Nine numbers move across the course: allocation coverage, effective savings rate, commitment coverage and utilization, waste percentage, forecast variance, mean time to detect, unit cost, and analyst hours. If a technique does not move one of them, it is not taught.
One company carries every example
Halcyon Data is a $240M-ARR B2B SaaS business running roughly $42M of annual cloud spend across AWS, Azure and Google Cloud — 38 Kubernetes clusters, a four-person FinOps team, and a new AI feature line producing volatile inference costs nobody can forecast. Their allocation coverage is 61%, meaning about $16M a year has no accountable owner. You follow their twelve-month journey, so a decision in Section 3 visibly constrains what is possible in Section 7.
What you will build
- Prompt patterns with a verification pass that catches fabricated figures before they reach a report
- Cost data an assistant can query safely, including a semantic layer with credential-enforced scope
- Monthly variance narratives engineers actually reply to, and an MBR page a CFO can act on
- A tuned anomaly workflow that takes triage from days to hours by correlating spend against change signals
- Forecasts measured on MAPE, bias and variance, plus a commitment case that survives challenge
- An agentic optimization design with reversibility classes and real approval gates
Unusually honest about what AI cannot do
AI does not find savings you missed — your provider already found them. It does not fix judgment work, because the inputs to those decisions live in conversations rather than in your billing data. It does not replace the plumbing. And it does not create trust: eighteen months of consistent, correct, reversible asks did that. Knowing where not to use AI is most of what separates a practitioner from an enthusiast.
No coding background required
You will not write code. You need to be able to read a cloud bill and know what a tag and a savings plan are. Everything about AI — tokens, context windows, grounding, retrieval, agents — is built from zero. You finish with a ninety-day plan: a sequenced set of actions with owners, baselines and gates, ready to run on your own estate.
