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1. Situation: Our cloud bill had been steadily increasing, but engineering teams lacked visibility into which workloads were driving the cost. Leadership wanted accountability, but SREs like me knew that finger-pointing wouldn’t solve anything without data.

2. Task:I wanted to design a way to give each team ownership of their spend — without adding operational overhead — while also uncovering unused or over-provisioned infrastructure.

3. Action:I built an internal “cost dashboard” that pulled billing data from our cloud provider’s API, tagged resources by team and environment, and visualized it by service, team, and project. But the innovative part was integrating it with our CI/CD workflows: before a PR deploying new infra could be merged, it would estimate the monthly cost impact. I also built a Slack bot that sent weekly team-level cost summaries and flagged idle resources.

4. Result: Within two months, teams identified and shut down $8,000/month in unused dev resources. More importantly, it shifted the culture — infra cost became part of architectural discussions. Finance even started using our dashboard during quarterly planning instead of relying solely on billing exports.

Have a curious mind and approach with understanding. Talk to the person 1x1, see what's up and go from there.

The times I've experienced engineers thinking my solution is *wrong* were times that I didn't spend enough time understanding the product ecosystem or collaborating with them to understand how a solution might be implemented. Since then, I schedule regular check-ins with my engineering partners to ensure viability, check for blindspots, and brainstorm solutions with them, as they often have a better understanding of how the product is structured and operates. Ultimately, I think establishing a strong working relationship with engineers is key to shipping products effectively.

In my current role, I led a team of 6engineers, 3quality analysts and 3 partner account managers to build and deliver a product for enabling integration with tax authorities government portal and partner tech systems to systematically onboard the partners and consume, validate and pay their invoices in line with local authorities regulatory requirements. My role involved partnering with internal xyz transportation business teams of outbound, import and returns business, financial operations, procurement and controllership teams to align on the business and tech requirements, understand the tech integration dependencies, accounting requirments and define the MVP, change management and then drive the go to market strategy through a dial up. 

i would list out questions to clarify around, who is this timeline for, why and any specific orders to focus on and understand what this timeline is for.