AI FinOps.
The economics of artificial intelligence, taken to the income statement: value created, pricing, unit cost, and the impact of all three on multiples. The question a chief financial officer, an operating partner and a shareholder actually ask — answered to a standard that withstands scrutiny.
PRACTICE 02 · CFOs AND INVESTORS · PARTNER-LED
A NOTE ON THE NAME
This is not the infrastructure bill.
FinOps has come to mean optimising cloud and inference spend. That is a real discipline, it answers to the chief information officer, and it is not ours. We work one level up, where the questions are what the investment creates, what price captures it, what it costs per unit of use, and what all of that does to the multiple. Value first, pricing next, cost last.
OUT OF SCOPE
What we do not do.
We do not tune infrastructure, we do not audit code, and we do not sell a dashboard. Where a mandate requires technical examination, we bring in specialist partners under our supervision, so that the fund keeps a single interlocutor and a single report.
No infrastructure optimisation
Cloud and inference spend answer to the CIO. A different question, a different discipline.
No code or data audit
Brought in from specialist partners, under our supervision, within a single report.
Portfolio decisions belong to AI StratOps
What to commit to, and in what order, is settled in the other practice.
THE MEASUREMENT FRAMEWORK
The Odyssey AI ROI Framework.
Most AI business cases fail on one of two counts: they count a value that cannot be audited, or they cost only the infrastructure. Our framework holds both terms of the ratio, and keeps them apart — what a board can bank on, and what remains an option.
Total Economic Value
Direct, indirect, option and non-use value — each established on its own evidence.
TCO-AI
Infrastructure, talent and governance, indirect costs. Infrastructure is the smaller share.
Hard ROI, kept apart from Strategic Upside
What a board can bank on is never inflated by what remains an option.
HOW TO ENTER
Three levels within the practice.
The distinction is simply what is bought outright and what is discussed. Corporates usually enter through the business case or the value realised; funds enter through due diligence, by warm introduction rather than from this page.
Entry diagnostic
How the business model holds under inference costs and disintermediation. Bought online.
AI Value Realization Report
What the investment has actually returned, established and defensible. Bought online.
AI Value Realization Programme
Measurement installed, method transferred to your finance teams, allocation steered.
ENGAGEMENT MODEL
How we engage.
Engagements begin with a focused 30-minute conversation to test fit. From there we propose a scoped engagement with a firm timeline, named deliverables and a partner present throughout — the same partner from the first day to the last.
DURATION
4 to 12 weeks
Per engagement, typical
DELIVERY
Partner-led
Senior throughout, not just kick-off
LANGUAGES
FR · EN
Native delivery
DELIVERABLE
A defensible case
Evidence a board can act on
INDUSTRIES SERVED
Where we operate.
We focus on sectors where AI is repricing competitive advantage. Each industry brings its own economics, data dynamics, and strategic battlegrounds — and our work is grounded in those specifics, not generic frameworks.
ENTERPRISE SOFTWARE
Repricing value under LLM commoditization.
HEALTHCARE SOFTWARE
AI as the next pricing battleground.
PE / VC
Pre-LOI strategic DD on AI-native targets.
INDUSTRIAL SERVICES
AI use case prioritization and value creation.
DIGITAL SERVICES
Rebuilding the economics of the billable day.