DORA metrics are a CFO tool, not a dev tool

Source: Dev.to

The Gap Between Engineering and Finance

Your engineering team tracks DORA metrics, but your CFO doesn’t know what they are.
That disconnect costs both trust and budget.

Translating DORA for the CFO

• Engineering speak: “MTTR is 4 hours.”
  CFO hear: nothing.

• Engineering speak: “Every incident over 60 minutes costs us ₹4 L in SLA credits and ~₹2 L in Monday‑morning trust damage with enterprise accounts, and our MTTR is currently 4 hours.”
  CFO hear: “Give us two extra SRE headcounts.”

The Translation Layer

You don’t need a new tool.
Create a spreadsheet that:

1. Maps your DORA trendline to rupee impact.
2. Is updated monthly.
3. Is shown to the CFO in the same deck as the cloud bill.

When DORA Becomes Part of Financial Planning

• Finance stops asking “Why is engineering so slow?” because they can see the structural (not cultural) reasons.
• Engineering stops begging for investment; the numbers justify themselves.

How to Fix It If Your CFO Doesn’t Speak DORA

1. Build the spreadsheet described above.
2. Include it in regular financial reviews and deck presentations.
3. Use the data to drive headcount and budget decisions.

Repost for the VP Engineering reading board‑deck prep at 11 pm right now.

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Tags: #DevOps #Engineering #CTO #VPE #CFO #FinOps #Leadership #Founders #IndiaSaaS