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“OCI offers competitively priced compute resources. Cloudability was one of the enablers for increasing adoption of OCI because it gave us clear visibility across all our vendors.”
As a leading SaaS provider known for remote work and collaboration tools, GoTo manages an extensive cloud footprint across AWS, Azure, and Oracle Cloud Infrastructure (OCI). With a history of growth through acquisitions and a diverse portfolio of legacy and modern applications, GoTo faced mounting complexity in managing cloud costs, ensuring accountability, and forecasting spend. By adopting IBM Cloudability, GoTo has driven substantial visibility across cloud platforms and enabled a cultural shift toward cost ownership, data-informed engineering, and financially strategic cloud decisions.
Founded in 2003, GoTo, formerly known as LogMeIn, is a global SaaS company best known for products such as GoTo Meeting, GoTo Connect, LogMeIn Resolve and LogMeIn Rescue. With a portfolio spanning multiple decades and dozens of acquisitions, GoTo has developed a diverse set of products and services to facilitate remote work, IT support and management, and business communications. The company’s mission is “to continuously improve human experiences for an AI-enabled workforce.” GoTo employs approximately 2,800 people globally and is headquartered in Boston, Massachusetts.
GoTo began its cloud migration in 2014. Since then, the company has steadily moved more and more workloads to the cloud. Most of the migration work took place over the last three years, and the final on-premises infrastructure was retired in early 2025. Today, software engineers are free to choose the best cloud environment for their development needs, and applications are spread across multiple cloud providers, including Oracle Cloud Infrastructure (OCI), AWS, and Azure.
With a complex, multi-cloud estate, cloud cost optimization is naturally a top priority, especially given the company’s history of growth.
“We’re a company that grew through acquisition,” says David Valeri, Vice President of DevOps & Infrastructure Services at GoTo. “We have 15-20 years of product history with varying amounts of people who originally built those products still around. You can imagine the impact that has on accountability and knowledge. So, there were a lot of inefficiencies flying under the radar.”
The nature of their growth spurned many inefficiencies, and reducing waste and inefficiencies in technology investments was a top priority for GoTo.
Optimizing costs at GoTo required overcoming several challenges:
With these issues in mind, GoTo decided to replace its existing toolset with a more advanced solution.
After reviewing several vendor products, GoTo selected IBM Cloudability as its primary cloud cost management platform. One of the deciding factors for choosing Cloudability over other competitors was its deep support for OCI. Other reasons included Cloudability’s advanced support of containers, multi-cloud visibility with ‘single pane of glass’ reporting, and ease of use.
Ulf Eberle, Cloud Architect and GoTo’s FinOps leader, says, “At the time we had to make the decision, the market for tooling that enabled OCI was extremely scarce. That made it an easy decision.”
Adopting IBM Cloudability has enabled GoTo to achieve significant improvements in its FinOps program:
Before implementing Cloudability, allocating resources was a challenge. The FinOps team had to contend with different tools for each cloud provider to get cost information, visibility was limited, and resources were often missing tags or tagged inconsistently.
Cloudability’s tagging and mapping capabilities have improved the resource allocation process. The FinOps team created six mandatory tags and enforces their use. Using Business Mapping in Cloudability, the team created a set of rules (157+) on top of tags to further parse the data and structure it into reporting categories. If a resource passes through the rules without being allocated, it falls into the category of unallocated. This process has enabled GoTo to achieve 97% allocation of its total cloud spend.
Accurate cost allocation allows GoTo to attribute expenses to the correct teams and products, enabling accountability, chargeback/showback, and actionable cost insights. This level of accuracy and insights has enabled GoTo in researching which workloads are non-essential, and accelerated their cost reduction efforts by eliminating non-essential workloads. In addition, this level of precision supports better decision-making and trust in financial data.
According to Eberle, OCI offers lower-cost compute resources compared to other cloud service providers (CSPs). Cloudability’s support for OCI and the visibility it provided through True Cost Explorer enabled easy cost comparisons for teams, which encouraged broader adoption and helped reduce overall compute costs. Today, OCI now accounts for 30-40% of GoTo’s cloud spend with plans to grow.
“OCI offers competitively priced compute resources,” Eberle says. “Cloudability was one of the enablers for increasing adoption of OCI because it gave us clear visibility across all our vendors.”
IBM Cloudability provides one location for cloud cost data. Having a ‘single pane of glass’ to view cloud costs across AWS, Azure, and OCI simplifies analysis and empowers engineers and leadership alike to manage their usage effectively without switching between tools.
“Engineering teams no longer have to look at multiple tools to see their costs,” Eberle says. “This reduces time and confusion in financial reporting and engineering cost analysis.”
Cloudability enables engineers to explore their own cloud costs, identify inefficiencies (e.g., over-provisioned containers), and take ownership of optimization efforts, helping optimize spend and foster a FinOps-aware culture.
With IBM Cloudability, GoTo now has more insight into cloud spend than it did before. This allows Eberle and his team to trace costs down to individual services or instances, find inefficiencies, and directly contact the responsible teams for remediation.
“The resource-level reporting in Cloudability helps me hunt down little things, people that I need to remind to look at resources,” Eberle says.
This capability enables proactive identification of costly resources that might otherwise go unnoticed.
Cloud cost planning and forecasting is a cross-functional process, combining data and insight with business strategy and intuition. No single platform or tool does everything. But according to Eberle, IBM Cloudability has become integral in both strategic planning and day-to-day decision making. “Cloudability is the base for research,” he says.
One example of this happened in early 2025. According to Valeri, GoTo regularly projects cloud costs and other metrics and measures performance against them. “This year,” he says, “we noticed a trend that was heading in the wrong direction. So, we set a goal to reduce cloud spend by 5% and put in motion a plan to get there.”
Eberle added that forecasting accuracy has also improved, as Cloudability’s reports were aligned with GoTo’s internal taxonomy and financial cycles. “We aligned some of the views in Cloudability to fit exactly the forecasting and financial allocation,” he says. “Engineers now have clear visibility to their cost with an easy breakdown. This has made our engineers really adventurous to dig in and see how they can be more efficient with their spending.”
GoTo’s FinOps maturity accelerated significantly through its use of IBM Cloudability. By embedding cost visibility into engineering and financial workflows, the organization transformed its ability to manage and optimize cloud spend, especially in a multi-cloud environment with increasing reliance on OCI.
Cloudability provided the bridge between financial planning and engineering execution, offering granular insight into usage patterns, enabling strategic decision-making, and empowering teams to take ownership of their cloud costs.
Looking ahead, Eberle says the focus is on further supporting the culture change of moving from on-premises infrastructure to the cloud and translating engineering roadmaps and product development to cloud costs in a more proactive way to further enhance forecasting and strategic planning in the future.
