Before MagicOrange was a platform, its founders ran technology cost transparency inside global banks. David Harding spent more than twenty years across two of them and left as International COO for Technology. Greg Guye worked on cost transparency at both for more than a decade.
That is the world the customers come from. MagicOrange has 36 enterprise clients on four continents, among them banks, insurers, telecoms groups, miners, retailers and public bodies.
They were the buyers before they were the vendor.
David Harding’s view, set out in the MagicOrange manifesto, is that technology spend should be understood as an investment for value. The companies that do well in the age of AI will be the ones that can tell, in real time, which investments create value and which quietly destroy it, and act on the difference. The size of the budget will matter less.
That asks the CIO and the CFO to work from the same numbers. IT financial management and FinOps each solved half of one problem. They were built by different people, on different data, for different owners. MagicOrange is built without a seam between them.
AI makes the gap harder to ignore. Spend that cannot be attributed cannot be governed, so metering and hard caps have to work as the spend happens, not when the invoice arrives.
Spend that cannot be attributed cannot be governed.
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