At Orange, the leading France-based multinational telecom provider, there are days when engineering teams set aside their delivery backlogs and spend the day cleaning up cloud spend together. There's a leaderboard. There are goodies on the line. Experienced practitioners guide the newcomers, so people learn the work while doing it. By the end of the day, sponsors can see the results.

Orange calls these FinOps Clean Days. Together with gamified hackathons, they've earned the company's 100-plus person FinOps community a Net Promoter Score within the organization that’s above 70.

Those numbers point at something the wider industry is wrestling with. Recent State of FinOps reports identify getting engineers to take action as one of the top challenges organizations face. Moving from awareness to action means finding ways to build FinOps accountability, and to get teams to genuinely care.

That makes FinOps a business change problem. And business change problems have known solutions. We spoke with Camille Marini, the FinOps lead at Orange, to get a deeper understanding of how the company overcame these hurdles to accelerate AI adoption and ROI, and how your organization might follow the same course.

Why the Clean Days work

Orange has held two principles since it set up its FinOps team. First, Cloud FinOps is a shared responsibility, with every stakeholder in a project involved in their own way. And the only path to that shared responsibility runs through communication and a deliberate change effort. 

“We insisted on the concept of shared responsibility across the organization for our FinOps practices,” Marini told us. “It’s very similar to how we approach cloud security. We needed to make teams understand that every single stakeholder in a project is involved in FinOps, each in their own way, if we are going to achieve responsible and impactful AI spending and usage.”

Those principles led Orange to create a FinOps Community of Practice, with support from Google Cloud Consulting. The team ran it on standardized communication channels so the methodology reached well beyond the central group, and kept the meetings actionable, sharing optimizations and billing updates so every session provided value.

The Clean Days came from a clear-eyed reading of how agile teams actually operate. In agile environments with deployment running constantly, optimization work rarely wins against the sprint. Delivery priorities, backlogs, and daily operations take the available time first. So Orange created protected time, made it collaborative, and made it fun.

McKinsey's four building blocks of change explain why this approach lands. Any large organizational change, the framework holds, requires action across four areas:

• Conviction and understanding: "I know what is expected of me and I agree with it."

• Formal mechanisms: "The structures, processes, and systems reinforce the change."

• Role modeling: "I see my leaders and colleagues behaving differently."

• Talent and skills: "I have the skills and opportunities to behave in a new way."

Map Orange's practice onto those blocks and the pattern is visible. Gamification and rewards give engineers colleagues to emulate: The leaderboard makes different behavior visible, and sponsors see the quick wins for themselves. Experienced practitioners guiding novices builds talent and skills through the community itself. The regular sessions, sharing optimizations and billing updates, build the conviction that comes from knowing where the money goes.

What happens beyond 100 people

A community of 100 engaged people is an achievement. But in an organization with thousands of engineers, no central FinOps team can reach everyone directly. The question for leaders is how to extend what a community like Orange's creates — the awareness, the shared ownership, the habit of acting — to people the FinOps team will never meet.

This is where AI agents extend the capabilities of a FinOps team with two core benefits. They take on complex, time-intensive activities that previously needed a human, and they reduce friction around FinOps for individuals across the business.

Getting teams to adopt them takes a strategy aimed at your own organization's pain points, which often come from high cognitive load, unclear accountability, or competing priorities. Start by finding where engagement drops off in your FinOps lifecycle:

• An awareness gap: If teams are unsure of their spend impact, an insight agent can push real-time cost data into their daily tools.

• A bandwidth gap: If engineers are too busy with backlogs, a remediation agent can identify quick wins and present them as ready-to-merge code changes.

• A complexity gap: If reporting feels like a manual chore, an orchestration agent can gather the data and simplify the process.

Start with trust, then add autonomy

The sensible path runs in sequence. Establish the community practice, the way Orange did. Then introduce read-only agents that inform and suggest. Only once those are established across the community should you build agents that execute changes. Direct action carries operational risk, so manage it carefully. It's also where significant wins often sit.

How you build depends on who's building. For teams that want to deploy quickly with minimal code, the Gemini Enterprise App provides a no-code environment for creating agents. For developers who need granular control, the Gemini Enterprise Agent Platform (formerly Vertex AI) offers advanced tools for launching and governing agents built with frameworks like the Agent Development Kit (ADK).

Cloud FinOps is moving beyond centralized reporting toward action that happens where the work does. The organizations getting there start with the culture, then use agents to carry it further than any one team could reach. 

Orange's numbers came out of the community work. Building that foundation is the part worth copying first. When you're ready to extend it, Google Cloud Consulting can help you shape the community practice, and the Gemini Enterprise App is a low-lift way to put your first read-only agent in front of your teams.

When building consumer-facing generative AI applications,  balancing high generation quality with fast response times across diverse media types, can be challenging. KDDI, a major telecommunications carrier in Japan, tackled this challenge head-on when they developed Buffmee, their consumer Retrieval-Augmented Generation (RAG) app.  

Buffmee is an interactive AI service built on the concept of 'AI that helps you grow.' By grounding responses in over 100 sources — including books, magazines, and web media — it helps users search for information, summarize key points, and explore personalized learning and hobby interests. By citing sources, Buffmee alleviates concerns about information reliability, allowing users to safely deepen their knowledge.  To achieve this, KDDI collaborated closely with their development partner KDDI iret, Google Cloud Consulting and our specialized AI engineers.

As part of their app launch, the engineer team needed to ground a massive variety of proprietary content, including books and magazines. However, they struggled with latency issues that prevented them from meeting their target response times, and they needed a reliable way to ensure hallucination-free results.

To meet these performance targets, organizations need a systematic approach to AI evaluation and real-time bottleneck identification. That is why we are sharing the automated evaluation framework and performance optimization techniques that helped KDDI successfully launch their application. 

The results were inspiring: KDDI reduced total application response latency by 38%, successfully hitting their target response performance. They also achieved a nearly 18% improvement in TTFT.

"Our vision hinged on a platform where content, once ingested, would instantly function as a working RAG system. Google's careful, hands-on guidance made that a reality — we're sincerely grateful for their support." — Shunya Onoda, AI Product Department, KDDI.

With these performance and accuracy improvements, Buffmee now empowers users to safely explore their favorite media through interactive Q&A and deep-dive analysis, delivering a highly personalized experience while maintaining strict trust and compliance for content providers.

Let’s deep dive into how they achieved these results. 

Establish automated evaluation for diverse content

Traditional manual testing requires immense effort and cannot scale to accommodate a large content library. To solve this, the development team designed a systematic AI evaluation process using Gemini Enterprise Agent Platform Evaluation Service.

By implementing automated evaluation frameworks like LLM-as-a-Judge and the Rule of Hundreds, the team replaced labor-intensive manual testing with a data-driven process. They ingested their extensive document corpus, constructed hundreds of automated evaluation tests, and built a comprehensive benchmark dataset to measure the reliability of answers for each use case. As a result, the team improved their groundedness scores by 25%, helping deliver highly accurate and reliable outputs.

Identify bottlenecks and optimize performance with an agentic loop

To improve response speeds, the team implemented BigQuery Agent Analytics and the Agent Development Kit (ADK) log analysis agent. By analyzing actual production logs, they visualized how skill division and prompt bloat—especially with highly complex, multi-page system prompts — impacted the Time To First Token (TTFT).

The team optimized the system prompt, including the inline integration of skills, and reviewed the sub-agent routing. This allowed them to identify and resolve deep-stack bottlenecks in real time without sacrificing response accuracy.

Four core principles for reliable evaluation 

To achieve these results, the team implemented four core technical practices:

1. Transitioning to binary evaluation: By selectively moving away from ambiguous 1–5 ratings to a binary "pass (1) / fail (0)" system for critical metrics, the team minimized variance and noise, helping improve automation accuracy.

2. Strategic content sampling: Rather than attempting to evaluate every single document, the team classified their entire corpus along a two-dimensional grid: File Format (Web articles, EPUBs, PDFs, structured data) and Media Composition (Text-heavy, image-heavy, or mixed). By selecting representative samples from each cell of this difficulty grid, they reduced the evaluation workload by 75% while maintaining comprehensive test coverage.

3. Thresholds grounded in product judgment: Instead of relying solely on default tool parameters, the product owner reviewed randomly sampled answers alongside their automated scores to calibrate and establish what "good enough to ship" actually meant for the user experience.

4. Modular splitting of massive prompts into ADK Skills: Because massive system prompts exceeding 800 lines can cause LLM attention drift and latency degradation, the team split prompts by function into Agent Development Kit (ADK) Skills, dynamically loading only the required logic to optimize response times.

Get started

Building scalable, reliable generative AI applications requires both automated evaluation and deep performance analytics. To apply these techniques to your own applications:

• Measure quality systematically with the Gen AI evaluation service

• Structure your agents with Agent Development Kit and apply progressive disclosure deliberately

• Ground your agents with Agent Search and inspect your retrieval queries