How we saved 78% of our AWS CloudWatch cost

28.01.2025

Over the past year, we’ve been busy transitioning our infrastructure and services to AWS Cloud. As expected, as more services were migrated, our AWS bills began to climb steadily.

Since the start of our cloud journey, we’ve been keeping a close eye on these bills. One area that stood out was our growing AWS CloudWatch costs, which were rising every month.

The CloudWatch Cost Trap

AWS CloudWatch stores logs for all your services, so naturally, as your services increase, so do your log storage costs. For almost every AWS service, a log group is automatically created in CloudWatch, and each log group comes with a retention period. The catch? By default, the retention period is set to “never expire” meaning that data is stored indefinitely.

When we realized this, we adjusted all our log groups to retain logs for only a few days before they were deleted. I was confident this would reduce our CloudWatch bill. However, to my surprise, the costs continued to climb month after month, leaving me puzzled, especially since we forward almost all of our logs to Datadog, where we consolidate everything.

Determined to get to the bottom of this, I dove into AWS Cost Explorer to understand why our CloudWatch expenses kept growing. The first thing I did was break down the costs by region using the dimension filter. To my confusion, I noticed we were incurring CloudWatch charges across all AWS regions, despite only operating in a single region.

I manually checked several of these regions for log groups. Nothing – no log groups existed in those regions. So how were we still being charged for them? Clearly, there was more to this than just log storage.

The Culprit: Metrics API Calls

After experimenting with different filters, I discovered that over 65% of our CloudWatch costs came from an API operation called “GetMetricData.” This was a key insight – our costs weren’t just from storing logs, but from fetching metrics.

That’s when the lightbulb turned on. We have a Datadog integration with AWS, and Datadog was collecting a massive amount of data. I realized I needed to look closer at this integration.

Fixing the Datadog Integration

Upon opening the AWS integration settings in Datadog and reviewing the various tabs, I found the root of the problem: by default, Datadog was configured to collect metrics from all AWS regions.

Even regions where we had no resources were generating API calls—and those calls were costing us money. In fact, we were paying between $9 and $10.50 per month for each unused region, adding up to $142 per month for absolutely nothing.

Additionally, Datadog was set to collect metrics from all AWS services, regardless of whether we actually used them. To resolve this, I disabled all unnecessary regions in the Datadog integration, keeping only the ones we actually use. I also turned off metric collection for services we don’t use in AWS. Again by default, metric collection for all services is enabled. These changes slashed our CloudWatch costs by 78%.

Feedback from Datadog

We recently had the opportunity to meet with Datadog representatives at the AWS Summit in Zürich, where we raised this issue. During our discussion, we provided feedback and shared our observations. They acknowledged that the integration’s configuration could benefit from improvement. They assured us that they would consider our feedback and discuss internally how and when they could implement enhancements. It was a productive conversation, and we appreciated the mutual exchange on this important topic.

Final Thoughts

The AWS integration in Datadog is certainly powerful, but its default settings—where all regions and services are enabled—can lead to significant, unnecessary expenses. Since there are no built-in warnings, it’s easy to fall into this cost trap without realizing it.

To avoid this, always double-check your integration configurations. Take the time to tailor them to your actual usage, and you’ll avoid wasting money on metrics and logs you don’t need.

Author

Christian Ternes
Head of Technology & Data

Finance & Insurance

 

Marta Andreoni

Head of Design for Automotive

Introduce yourself and your role at SMG

I’m Marta Andreoni, Head of Design at SMG Automotive. I lead the design and UX writing team shaping AutoScout24 user experience. 

In my role, I wear many hats. My main focus is ensuring we stay true to our vision “simplifying people’s lives and connecting humans through innovative digital platforms” and our brand promise, “make it happen”. I challenge my team to think user-first, push for innovation, ease of use for our customers and make forward-thinking decisions, even within business and technological constraints.

 A big part of my role is supporting each designer’s growth, motivation, and career development. Through one-on-one coaching, mentoring, group work, and projects, I help my colleagues set and achieve their goals while fostering new learning opportunities.

What helps you feel empowered and confident in your role?

If I had to mention one thing I would say “being proactive” has been key to feeling more empowered. I enjoy solving problems, so when issues or opportunities arise, be it in the product, market or the team, I get curious and I proactively investigate the reasons and try to bring inputs to be discussed with others, this makes me feel I can be part of the process or solution and my point of view is going to be taken seriously. My optimism also plays a role, giving me confidence that even the most complex challenges can be solved. 

Besides, having trust from other managers and colleagues makes me feel in a safe environment where I can take ownership on topics I’m passionate about. 

What’s one thing SMG does well in fostering an inclusive workplace? What more can be done to amplify and support different perspectives in the workplace?

In my experience, we strive for balancing top-down and bottom-up inputs, ensuring employees can influence product directions, processes, and culture. People are approachable, and our strong feedback culture helps voices be heard. Across SMG, initiatives like regular People & Culture Surveys, topic guilds, and events in our locations across the world foster open exchange and mutual learning.

That said, I’ve noticed that quieter voices sometimes get less space, or interacting with top management can feel intimidating, especially when giving critical feedback. To make participation more inclusive, we could apply more facilitation and group work techniques like structured turn-taking, written input, and smaller group discussions – ensuring everyone, regardless of confidence level, seniority or personality, feels comfortable contributing. 

Design is often about seeing the world differently. How do unique perspectives contribute to more innovative, inclusive, or impactful design?

Design is about understanding diverse user personas and perspectives to create solutions that truly meet their needs or create new opportunities. I believe in the power of collaboration to shape user experiences – bringing together different disciplines, backgrounds, and lived experiences helps challenge assumptions, uncover blind spots, and drive more inclusive, innovative, and impactful solutions.

Looking back on your career, what’s one lesson or piece of advice you wish you had known earlier as a leader in design?

There are three things no one really prepares you for as a design leader: dealing with constant change, facing failure and handling emotions at work. These topics aren’t talked about much until you face them. I was lucky to learn from others’ experiences, but much of it came through my own.

One thing I wish I had understood earlier is the power of emotional intelligence, my job is no longer about the content and the design, it is about people. Self-awareness, not just of your own emotions, but also how others feel and react, can be the difference between conflict and harmony, frustration and clarity. The more I grow as a leader and designer, the more I realise that design isn’t just about doing the design job, delivering solutions on the market: it’s about navigating people, their emotions, and making change more acceptable and transforming issues into opportunities, both within the organisation and through great products.

 

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