Net Health tied PointFive recommendations to engineering KPIs and quarterly performance reviews — turning cloud efficiency into a repeatable engineering process and delivering approximately $175,000 in annualized Azure savings.
Results at a Glance
- $175K in annualized savings from Azure cloud spend
- 75 approved performance improvements, with another 75 in the pipeline
- 2% → 3% existing committed savings rate, now trending higher
"PointFive would analyze what's wasted, underutilized or misconfigured. Sprawl persisted. Past cleanup efforts missed resources scattered across subscriptions and resource groups, especially orphaned disks and other low-cost line items that rarely trigger urgency but still represent waste and risk."
Net Health
Net Health is a healthcare software company that provides electronic health record and data analytics solutions for specialty care providers, including wound care, rehab therapy, occupational therapy, and other specialties. The company has grown significantly, building a suite of products that serve thousands of healthcare facilities across the United States. With an Azure cloud footprint in the low eight figures annually, Net Health operates at significant scale.
Prior to 2026, Net Health was engaged in a major initiative to migrate products out of legacy data centers and standardize on Microsoft Azure. That speed delivered results, but it also moved everything forward into tech-debt-laden, often-bloated environments built over many years. The hard part was managing the cost and turning cloud savings into consistent engineering work that fit into delivery constraints. Net Health was able to solve the issue of cloud waste after adopting PointFive.
By building internal KPIs around cloud efficiency and tying them to engineering quarterly performance incentives, Net Health delivered approximately $175,000 in total annualized savings through structured remediation work.
Cloud Migration Exposed Sprawl and Inherited Inefficiency
Net Health's shift from on-prem to the cloud created a major operational change. Originally, teams could spin up new virtual machines as long as the data center had capacity, and the marginal cost felt close to zero. In Azure, every new resource shows up immediately on the bill.
Net Health organized artifact costs through subscriptions and brought in subject matter experts who broke out legacy investments by team. The company also relied on FinOps tools to track spend trends and see subscription-level support, budgeting, and forecasting, and incorporated internal cost reporting.
But visibility alone didn't solve the problem of wasted spend. The FinOps team couldn't identify what was wasted, over-provisioned or misconfigured. Sprawl persisted. Past cleanup efforts missed resources scattered across subscriptions and resource groups, especially orphaned disks and other low-cost line items that rarely trigger urgency but still represent waste and risk.
As the Azure footprint grew, Net Health needed a way to answer three practical questions:
- Which resources are no longer being used?
- Which resources are over-provisioned?
- What resources are most inefficiently used?
After evaluating several tools, the company selected PointFive because it enabled the team to review waste categories individually, understand the level of effort required to fix each issue, and prioritize remediation based on impact, difficulty, and risk.
Using KPIs to Drive Cloud Efficiency as Engineering Work
After initial success with PointFive, Net Health set a goal to turn cloud efficiency into a repeatable engineering process rather than an occasional cleanup sprint.
Instead of treating cloud savings as an optional best practice, Net Health formalized it as required and measurable work. To that end, the company introduced internal KPIs for engineering teams tied directly to quarterly performance reviews.
Rather than measuring KPIs based on dollars saved, Net Health built KPIs around the number of PointFive recommendations completed within a defined time period. This avoided a common pitfall: if savings targets focus purely on dollars, engineers naturally fight over the biggest, easiest fixes while smaller issues remain untouched.
Net Health also structured KPIs to encourage more familiarity with internal products. If an engineer reviewed an opportunity and determined that the recommendation couldn't be safely implemented, dismissing the opportunity also counts as a completion. The engineer had to document the reasoning, provide notes, and include details about who they consulted and any necessary remediation work.
This reinforced the core behavior Net Health wanted: not blind cost-cutting, but disciplined evaluation and accountable decision-making.
KPIs followed a milestone structure. Engineering teams committed to completing a certain number of opportunities by the end of October, another number by the end of November, and a final number by the end of December. The company used the KPI to performance incentives scaled based on completion rather than appearances, so all-or-nothing targets.
How KPIs Changed Engineering Behavior and Adoption
PointFive became the anchor that changed how engineers thought about cloud decisions. Engineers began to see it as a tool that fit within team culture rather than a compliance requirement. Changes that were once made without thought now happened with detailed recommendations in focus.
PointFive also helped the team to identify and validate decisions in real time. Engineers didn't have to turn to a spreadsheet or write a formula to get visibility. Instead, PointFive provided a structured, mapped rollup of opportunities and actions, enabling engineers to act on key findings.
PointFive helped accelerate and categorize decisions with appropriate judgment. For example, PointFive flagged suboptimal disk types across a subset of servers, including recommendations to reduce throughput tiers. PointFive flagged the risk, but engineers still needed to evaluate performance impact before making changes.
Net Health used PointFive's recommendations as inputs to existing workflows. Engineers saw choices for remediation work, tracked progress in the existing system, saw no-risk production decisions with clarity, and were empowered to make changes without burdensome requirements. PointFive didn't require Net Health to invent a new process. It fit into the processes the team already trusted.
Some engineers embraced the work at an increasing pace, and had already met their quarterly targets more than a month ahead of schedule. Net Health's KPI structure created accountability without turning savings work into a race for the biggest-dollar amounts.
Measurable Outcomes
Net Health achieved approximately $175,000 in annualized savings from engineering work inspired by PointFive findings. The team remediated 75 opportunities over the quarter, with the program's single largest opportunity delivering $10,000 per year in savings.
Most importantly, the program is meeting long-term Net Health strategic goals. The company initially targeted approximately 1% savings on its Azure spend in general cuts. That goal was met and revised upwards to 3% annual savings.
Efficiency as an Engineering Discipline
Net Health approached PointFive as part of a broader cloud efficiency initiative and an engineering output metric. What the company didn't have was a systematic, automated approach to the work.
This has demonstrated a repeatable model: cloud efficiency improves when PointFive is available to provide clear KPIs and teams focus on what fits existing workflows.
By combining PointFive's opportunity identification with internal allocation support and engineered cloud remediation work, Net Health has approached cloud efficiency as a sustainable process for identifying inefficiencies, calculating remediation safely, and accounting for savings as the infrastructure footprint continues to grow.
About PointFive
PointFive is the Cloud & AI Efficiency Engine. By combining a real-time cloud and infrastructure data fabric with AI-driven detection and guided remediation, PointFive transforms efficiency from a reporting exercise into an operational discipline. Customers achieve sustained improvements in cost, performance, reliability, and engineering accountability, at scale.
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