AVENGA LIMITED

FinOps Managed Service

Avenga’s FinOps Managed Service helps organisations optimise cloud spend, embed financial governance and mature FinOps practices. Delivered by certified FinOps experts, it provides maturity assessments, cost visibility, cost-conscious architecture reviews and cultural enablement, supporting accountable, sustainable cloud financial management across public, private, hybrid and multi-cloud environments.

Features

• Deliver defined FinOps processes, tasks, outcomes such as cost optimisation
• Embed certified FinOps experts directly into your team
• Fully outsource your FinOps practice if required
• FinOps maturity assessments and cost-conscious architecture reviews
• Gain visibility of cloud costs and optimisation opportunities
• Rapidly mature FinOps practices, processes, and capabilities
• Automate cost reduction workflows using leading Cloud Management tooling
• FinOps stakeholder and team training available if required

Benefits

• Reduce expensive hiring, training, and retention costs
• Deliver greater control and reporting of cloud costs
• Independent, ethical advice without vendor bias or audits
• Identify cost savings through benchmarking workloads and products
• Flexible delivery model that scales with FinOps demands
• Access certified FinOps experts for on-site advice and guidance
• Rapidly improve FinOps maturity and stakeholder engagement
• Embed a culture of accountability and continuous improvement
• Enhanced visibility of cloud spend with best-in-class tooling

• Education pricing available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at Juan.Villamil@avenga.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

493147641721599

Contact

Juan Villamil
07340380168
Juan.Villamil@avenga.com

About the service

• Service categories:

  Cloud Support Services

  Cloud Financial Management Services

  • FinOps Services

Service scope

• Service constraints: This service is primarily delivered remotely, with on-site support available by prior agreement. Delivery depends on timely access to cloud billing data, cost management tools, architectural documentation, and relevant financial and technical stakeholders. The service assumes cloud platforms and accounts are already in place and that appropriate permissions are granted to enable cost analysis and reporting. Recommendations and optimisation outcomes may be influenced by existing contractual commitments, cloud provider pricing models, or third-party dependencies outside the supplier’s control. Changes to scope or financial governance requirements may impact delivery timelines.

User support

• Email or online ticketing support: Yes
• Support response times: 24 hrs
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 A
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Support levels: Avenga provides flexible support levels aligned to buyer needs, including standard support delivered during UK business hours covering FinOps advisory, cost analysis, reporting, and optimisation recommendations. Enhanced support options are available for business-critical environments and may include extended hours, priority response, and regular governance reviews. Support costs vary depending on the selected support level, scope, and duration and are set out transparently in the service pricing. A dedicated technical account manager or FinOps lead can be provided as the primary point of contact, supported by certified FinOps practitioners delivering day-to-day financial management support and guidance.

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

Pricing

• Discount for educational organisations: Yes

Architecture roles

Business architect

Role level	UK Rate	Offshore Rate
Trainee business architect	£625.00	£725.00
Associate business architect	£719.00	£819.00
Business architect	£1,244.00	£1,344.00
Lead business architect	£1,918.00	£2,018.00

Chief digital and data roles

Chief data officer

Role level	UK Rate	Offshore Rate
Chief data officer	£1,918.00	£2,018.00

Chief information security officer

Role level	UK Rate	Offshore Rate
Chief information security officer	£1,918.00	£2,018.00

Chief technology officer

Role level	UK Rate	Offshore Rate
Chief technology officer	£1,918.00	£2,018.00

Cyber security roles

Cyber security audit and assurance

Role level	UK Rate	Offshore Rate
Lead cyber security audit and assurance	£1,918.00	£2,018.00
Principal cyber security audit and assurance	£1,918.00	£2,018.00

Cyber security governance and risk management

Role level	UK Rate	Offshore Rate
Associate cyber security governance and risk manager	£1,244.00	£1,344.00
Lead cyber security governance and risk manager	£1,244.00	£1,344.00
Principal cyber security governance and risk manager	£1,244.00	£1,344.00

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: MSECB
• ISO/IEC 27001 accreditation date: Thursday 27 November 2025
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• ISO 9001 certification accredited by: MSECB
• ISO 9001 accreditation date: Tuesday 2 December 2025
• What the ISO 9001 doesn’t cover: Excluded clause: 7.1.5.2
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: No

Social value

• Mission: Kick start economic growth:

  To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

  Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

  • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
  • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
  • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
  • Plans to engage the contract workforce in deciding the most important workplace issues to address
  • Ensuring new workers are informed of their right to join a trade union
  • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
  • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
  • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
  • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
  • Activities to cascade good practice on fair working conditions throughout the supply chain
  • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
  • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
  • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
  • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
  • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
  • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
  • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
  • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
  • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

  • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
  • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
  • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
  • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

  • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
  • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
  • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
  • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
  • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
  • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
  • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
  • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events
• Mission: Make Britain a clean energy superpower:

  To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

  Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

  • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
  • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
  • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
  • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
• Mission: Break down barriers to opportunity:

  By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

  Policy Outcome 6: Employment and training: For those who face barriers to employment

  • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
  • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
  • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
  • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
  • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
  • Working conditions which promote an inclusive working environment and promote retention and progression
  • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
  • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

  • Understanding of the issues affecting the development of new skills by target cohort
  • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
  • Understanding of issues relating to entering the contract workforce
• Mission: Build an NHS fit for the future:

  That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

  Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

  • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
  • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
  • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at Juan.Villamil@avenga.com. Tell them what format you need. It will help if you say what assistive technology you use.