Cloud Management Platform Market by Offering Type (Services, Solutions), Deployment Model (Hybrid Cloud, Private Cloud, Public Cloud), Enterprise Size, Industry Vertical - Global Forecast 2025-2032
Description
The Cloud Management Platform Market was valued at USD 11.27 billion in 2024 and is projected to grow to USD 12.54 billion in 2025, with a CAGR of 12.27%, reaching USD 28.47 billion by 2032.
A concise strategic synopsis explaining how cloud management platforms have transitioned into enterprise-level capabilities that affect innovation, governance, and operational resilience
The enterprise cloud landscape has evolved from a tactical change in infrastructure to a strategic platform for innovation and resilience. Organizations now treat cloud management not merely as an operational concern but as a cross-functional capability that influences product roadmaps, customer experience, regulatory compliance, and cost discipline. This executive summary presents consolidated perspectives designed to help senior leaders align investment decisions with operational realities and emerging competitive pressures.
Across industries, cloud management platforms are enabling a shift toward policy-driven operations, stronger risk controls, and improved financial transparency. At the same time, advances in automation, observability, and security are making it feasible to manage increasingly complex multi- and hybrid-cloud estates. The discussion that follows synthesizes the principal forces reshaping the market, the implications of recent trade and tariff developments, and the segmentation and regional patterns that matter most for strategic planning. Finally, pragmatic recommendations and the methodological foundations of this analysis are provided to support confident decision-making and prioritized action.
How automation, observability, cost governance and embedded security are collectively redefining cloud management platforms and demanding new organizational models
The cloud management landscape is undergoing transformative shifts driven by converging technological advances and evolving business expectations. First, automation is moving beyond scripted tasks to policy-driven orchestration that unifies provisioning, configuration, and lifecycle management across heterogeneous environments. As a result, organizations are able to standardize operations while preserving the flexibility needed for specialized workloads. Consequently, teams are reallocating effort from routine maintenance to strategic engineering and service delivery.
Second, observability and telemetry have matured into an integrated practice that spans performance, cost, and security signals. This convergence enables cross-functional teams to correlate incidents with financial and compliance impacts, accelerating root cause analysis and enabling more coherent remediation. Third, security and governance have become embedded into platform design rather than being retrofitted, with continuous compliance checks and risk-scoring models woven into deployment pipelines. Moreover, the emergence of cloud-native cost management techniques and FinOps practices is prompting tighter collaboration between engineering, finance, and procurement. Taken together, these shifts demand new organizational models, talent profiles, and vendor relationships that can support continuous optimization and innovation at scale.
Evaluating how the 2025 tariff landscape introduces procurement complexity and vendor risk that reshape sourcing strategies, commercial terms, and platform modernization plans
The cumulative impact of United States tariff changes enacted in 2025 has created immediate and medium-term considerations for suppliers, purchasers, and integrators in the cloud management ecosystem. Tariff adjustments have affected hardware-dependent offerings and certain software bundles that include international components, creating cost pressures that reverberate through procurement and total cost of ownership discussions. Consequently, commercial negotiations have increasingly emphasized flexibility in licensing terms, greater transparency in cost breakdowns, and contractual clauses that address tariff-induced price variability.
In addition, these trade shifts have prompted strategic re-evaluations of sourcing and supply chain structures. Some service providers accelerated localization strategies for key software packaging and support functions to mitigate exposure, while others expanded partnerships with regional resellers and systems integrators to preserve delivery velocity. For cloud-native software vendors, the tariff environment has underscored the value of distribution and deployment models that decouple licensing from hardware procurement. From a buyer perspective, the tariff changes have reinforced the importance of modular architectures and managed services that can adapt to fluctuating input costs without compromising capacity or compliance. Overall, leaders are treating trade dynamics as a factor in vendor risk assessments, contract negotiations, and roadmaps for platform modernization.
Strategic segmentation insights that connect offering types, deployment models, enterprise scale and industry verticals to practical selection and implementation criteria
Segmentation provides a pragmatic lens for prioritizing initiatives and aligning vendor selection with strategic outcomes. When evaluated through offering types, organizations differentiate between services and solutions, where services encompass a mix of managed services and professional services tailored to implementation, ongoing operations, and advisory needs, and solutions span capabilities such as cloud automation, cloud monitoring, cost management, governance and risk management, and security and compliance. This distinction matters because buyers frequently combine professional services for migration or transformation with managed services for steady-state operations, while solutions are selected to address discrete functional gaps or to enable broader platform capabilities.
Deployment model segmentation also shapes requirements: hybrid cloud architectures often require sophisticated orchestration and policy frameworks to maintain consistency across on-premises and cloud-native environments, private clouds prioritize control and data residency, and public cloud deployments demand elasticity and native integration with hyperscaler services. Enterprise size further differentiates buying behaviour; large enterprises typically emphasize scale, integration with legacy systems, and centralized governance, whereas small and medium enterprises prefer turnkey solutions that minimize operational overhead and accelerate time to value. Industry verticals introduce regulatory and domain-specific constraints that alter both functional priorities and procurement processes; sectors such as banking, healthcare, and energy emphasize stringent governance, while education and media may prioritize scalability and cost efficiency. By synthesizing offering type, deployment model, enterprise size, and vertical context, decision-makers can more accurately map capability needs to vendor propositions and investment phasing.
Regional adoption patterns and regulatory nuances across the Americas, Europe Middle East & Africa, and Asia-Pacific that determine procurement priorities and vendor strategies
Regional dynamics continue to exert meaningful influence on adoption patterns, vendor ecosystems, and regulatory framing. In the Americas, robust demand for cloud-native innovation coexists with strong emphasis on data privacy and contractual clarity; organizations here often favor vendor ecosystems that offer deep integration with established enterprise tooling and a broad partner network to support complex migrations. Conversely, Europe, Middle East & Africa presents a mosaic of regulatory regimes and localization requirements that amplify the importance of governance features, data residency controls, and demonstrable compliance capabilities within platform offerings. Providers serving these markets typically invest in regional data centers, localized support, and certification programs to reduce buyer friction.
The Asia-Pacific region is distinguished by rapid cloud adoption across both public and private sectors, coupled with a highly heterogeneous vendor landscape that includes global hyperscalers and strong regional providers. Market participants in Asia-Pacific frequently prioritize scalability and cost efficiency while navigating diverse regulatory and operational constraints. Across all regions, successful vendors demonstrate the ability to adapt commercial models, support structures, and product roadmaps to local buyer expectations, regulatory imperatives, and talent availability, thereby enabling sustainable deployment and adoption across geographically dispersed estates.
How vendor capabilities, partnerships, go-to-market models and AI-enhanced features shape competitive positioning and buyer selection across the cloud management platform ecosystem
Competitive dynamics among companies in the cloud management platform space are characterized by platform breadth, depth of integrations, partnership networks, and the ability to deliver outcomes through services. Market leaders focus on creating extensible platforms with rich APIs that enable third-party and in-house innovation, while challengers differentiate through specialized capabilities such as advanced cost analytics, domain-specific compliance modules, or streamlined onboarding for small and medium enterprises. Strategic partnerships with hyperscalers, managed service providers, and systems integrators are common, enabling vendors to extend reach and embed into customers’ broader technology stacks.
Additionally, companies are investing in artificial intelligence and machine learning to augment automation, anomaly detection, and remediation workflows, which enhances operational efficiency and shortens time to resolution. Commercial approaches range from subscription-based licensing to consumption models and outcome-based engagements, reflecting buyer demand for predictable economics and alignment with business metrics. Finally, go-to-market execution increasingly relies on verticalized offerings and referenceable use cases that address industry-specific pain points, enabling vendors to reduce procurement friction and accelerate adoption within targeted segments.
Actionable priorities for executives that combine governance automation, partnership-led procurement and outcome-based measurement to accelerate cloud management maturity
Industry leaders should prioritize a dual approach that balances immediate operational stabilization with longer-term capability investments. First, organizations must codify governance frameworks that integrate security, compliance, and cost controls at the platform level, ensuring policy-as-code approaches are enforced consistently across environments. Concurrently, teams should pursue targeted automation to remove repetitive tasks and free technical talent for higher-value activities such as architecture optimization and feature development. By sequencing efforts toward quick wins that reduce operational toil, organizations build momentum and stakeholder confidence for larger transformation initiatives.
Second, leaders should adopt a partnership-oriented procurement model that favors vendors demonstrating open integration capabilities, proven managed services, and clear migration pathways. Investment in cross-functional skills-combining engineering, finance, and security expertise-enables more effective FinOps practices and risk-aware decision-making. Finally, executives must embed continuous measurement into every initiative, using outcome-based metrics to validate vendor performance and to guide incremental investments. Taken together, these actions create a resilient, adaptive approach to cloud management that aligns technology, cost, and risk considerations with strategic business objectives.
A rigorous blended methodology combining practitioner interviews, documentation review and comparative analysis to validate capabilities and align findings with operational realities
This analysis synthesizes primary qualitative research with a structured review of public documentation and anonymized practitioner interviews to ensure both depth and relevance. Primary inputs included in-depth interviews with senior IT architects, cloud operations managers, procurement leaders, and industry consultants to capture firsthand perspectives on operational constraints, vendor capabilities, and change management challenges. These insights were triangulated with secondary research consisting of vendor literature, product roadmaps, patent filings, and regulatory guidelines to validate technical claims and to ground strategic assertions.
Analytical techniques employed include capability mapping, comparative feature analysis, and scenario-based impact assessment to evaluate how specific platform capabilities address operational pain points across deployment models and verticals. Throughout, findings were subjected to peer review and validation cycles with independent subject-matter experts to reduce bias and ensure that conclusions are actionable and representative of current industry practice. Transparency in method and source attribution underpins the recommendations, allowing leaders to assess the evidence base and adapt guidance to their organizational context.
A conclusive synthesis highlighting the strategic role of cloud management platforms and the practical priorities leaders must adopt to secure operational and innovation outcomes
In summary, cloud management platforms are at the center of a strategic shift toward policy-driven operations, embedded security, and cost-aware engineering. The interplay of automation, observability, and governance is reshaping how enterprises architect and operate cloud estates, while regional and tariff dynamics add layers of procurement complexity that demand adaptive sourcing strategies. Segmentation across offering type, deployment model, enterprise size, and vertical context provides a clear framework for prioritizing investments and selecting vendors that align with specific operational and regulatory needs.
Leaders that combine disciplined governance, targeted automation, and partnership-based procurement will be best positioned to convert platform capabilities into measurable outcomes. The recommendations and insights provided here are intended to support pragmatic, prioritized action that balances near-term stability with long-term platform evolution, enabling organizations to harness cloud management as a driver of innovation and sustained operational excellence.
Please Note: PDF & Excel + Online Access - 1 Year
A concise strategic synopsis explaining how cloud management platforms have transitioned into enterprise-level capabilities that affect innovation, governance, and operational resilience
The enterprise cloud landscape has evolved from a tactical change in infrastructure to a strategic platform for innovation and resilience. Organizations now treat cloud management not merely as an operational concern but as a cross-functional capability that influences product roadmaps, customer experience, regulatory compliance, and cost discipline. This executive summary presents consolidated perspectives designed to help senior leaders align investment decisions with operational realities and emerging competitive pressures.
Across industries, cloud management platforms are enabling a shift toward policy-driven operations, stronger risk controls, and improved financial transparency. At the same time, advances in automation, observability, and security are making it feasible to manage increasingly complex multi- and hybrid-cloud estates. The discussion that follows synthesizes the principal forces reshaping the market, the implications of recent trade and tariff developments, and the segmentation and regional patterns that matter most for strategic planning. Finally, pragmatic recommendations and the methodological foundations of this analysis are provided to support confident decision-making and prioritized action.
How automation, observability, cost governance and embedded security are collectively redefining cloud management platforms and demanding new organizational models
The cloud management landscape is undergoing transformative shifts driven by converging technological advances and evolving business expectations. First, automation is moving beyond scripted tasks to policy-driven orchestration that unifies provisioning, configuration, and lifecycle management across heterogeneous environments. As a result, organizations are able to standardize operations while preserving the flexibility needed for specialized workloads. Consequently, teams are reallocating effort from routine maintenance to strategic engineering and service delivery.
Second, observability and telemetry have matured into an integrated practice that spans performance, cost, and security signals. This convergence enables cross-functional teams to correlate incidents with financial and compliance impacts, accelerating root cause analysis and enabling more coherent remediation. Third, security and governance have become embedded into platform design rather than being retrofitted, with continuous compliance checks and risk-scoring models woven into deployment pipelines. Moreover, the emergence of cloud-native cost management techniques and FinOps practices is prompting tighter collaboration between engineering, finance, and procurement. Taken together, these shifts demand new organizational models, talent profiles, and vendor relationships that can support continuous optimization and innovation at scale.
Evaluating how the 2025 tariff landscape introduces procurement complexity and vendor risk that reshape sourcing strategies, commercial terms, and platform modernization plans
The cumulative impact of United States tariff changes enacted in 2025 has created immediate and medium-term considerations for suppliers, purchasers, and integrators in the cloud management ecosystem. Tariff adjustments have affected hardware-dependent offerings and certain software bundles that include international components, creating cost pressures that reverberate through procurement and total cost of ownership discussions. Consequently, commercial negotiations have increasingly emphasized flexibility in licensing terms, greater transparency in cost breakdowns, and contractual clauses that address tariff-induced price variability.
In addition, these trade shifts have prompted strategic re-evaluations of sourcing and supply chain structures. Some service providers accelerated localization strategies for key software packaging and support functions to mitigate exposure, while others expanded partnerships with regional resellers and systems integrators to preserve delivery velocity. For cloud-native software vendors, the tariff environment has underscored the value of distribution and deployment models that decouple licensing from hardware procurement. From a buyer perspective, the tariff changes have reinforced the importance of modular architectures and managed services that can adapt to fluctuating input costs without compromising capacity or compliance. Overall, leaders are treating trade dynamics as a factor in vendor risk assessments, contract negotiations, and roadmaps for platform modernization.
Strategic segmentation insights that connect offering types, deployment models, enterprise scale and industry verticals to practical selection and implementation criteria
Segmentation provides a pragmatic lens for prioritizing initiatives and aligning vendor selection with strategic outcomes. When evaluated through offering types, organizations differentiate between services and solutions, where services encompass a mix of managed services and professional services tailored to implementation, ongoing operations, and advisory needs, and solutions span capabilities such as cloud automation, cloud monitoring, cost management, governance and risk management, and security and compliance. This distinction matters because buyers frequently combine professional services for migration or transformation with managed services for steady-state operations, while solutions are selected to address discrete functional gaps or to enable broader platform capabilities.
Deployment model segmentation also shapes requirements: hybrid cloud architectures often require sophisticated orchestration and policy frameworks to maintain consistency across on-premises and cloud-native environments, private clouds prioritize control and data residency, and public cloud deployments demand elasticity and native integration with hyperscaler services. Enterprise size further differentiates buying behaviour; large enterprises typically emphasize scale, integration with legacy systems, and centralized governance, whereas small and medium enterprises prefer turnkey solutions that minimize operational overhead and accelerate time to value. Industry verticals introduce regulatory and domain-specific constraints that alter both functional priorities and procurement processes; sectors such as banking, healthcare, and energy emphasize stringent governance, while education and media may prioritize scalability and cost efficiency. By synthesizing offering type, deployment model, enterprise size, and vertical context, decision-makers can more accurately map capability needs to vendor propositions and investment phasing.
Regional adoption patterns and regulatory nuances across the Americas, Europe Middle East & Africa, and Asia-Pacific that determine procurement priorities and vendor strategies
Regional dynamics continue to exert meaningful influence on adoption patterns, vendor ecosystems, and regulatory framing. In the Americas, robust demand for cloud-native innovation coexists with strong emphasis on data privacy and contractual clarity; organizations here often favor vendor ecosystems that offer deep integration with established enterprise tooling and a broad partner network to support complex migrations. Conversely, Europe, Middle East & Africa presents a mosaic of regulatory regimes and localization requirements that amplify the importance of governance features, data residency controls, and demonstrable compliance capabilities within platform offerings. Providers serving these markets typically invest in regional data centers, localized support, and certification programs to reduce buyer friction.
The Asia-Pacific region is distinguished by rapid cloud adoption across both public and private sectors, coupled with a highly heterogeneous vendor landscape that includes global hyperscalers and strong regional providers. Market participants in Asia-Pacific frequently prioritize scalability and cost efficiency while navigating diverse regulatory and operational constraints. Across all regions, successful vendors demonstrate the ability to adapt commercial models, support structures, and product roadmaps to local buyer expectations, regulatory imperatives, and talent availability, thereby enabling sustainable deployment and adoption across geographically dispersed estates.
How vendor capabilities, partnerships, go-to-market models and AI-enhanced features shape competitive positioning and buyer selection across the cloud management platform ecosystem
Competitive dynamics among companies in the cloud management platform space are characterized by platform breadth, depth of integrations, partnership networks, and the ability to deliver outcomes through services. Market leaders focus on creating extensible platforms with rich APIs that enable third-party and in-house innovation, while challengers differentiate through specialized capabilities such as advanced cost analytics, domain-specific compliance modules, or streamlined onboarding for small and medium enterprises. Strategic partnerships with hyperscalers, managed service providers, and systems integrators are common, enabling vendors to extend reach and embed into customers’ broader technology stacks.
Additionally, companies are investing in artificial intelligence and machine learning to augment automation, anomaly detection, and remediation workflows, which enhances operational efficiency and shortens time to resolution. Commercial approaches range from subscription-based licensing to consumption models and outcome-based engagements, reflecting buyer demand for predictable economics and alignment with business metrics. Finally, go-to-market execution increasingly relies on verticalized offerings and referenceable use cases that address industry-specific pain points, enabling vendors to reduce procurement friction and accelerate adoption within targeted segments.
Actionable priorities for executives that combine governance automation, partnership-led procurement and outcome-based measurement to accelerate cloud management maturity
Industry leaders should prioritize a dual approach that balances immediate operational stabilization with longer-term capability investments. First, organizations must codify governance frameworks that integrate security, compliance, and cost controls at the platform level, ensuring policy-as-code approaches are enforced consistently across environments. Concurrently, teams should pursue targeted automation to remove repetitive tasks and free technical talent for higher-value activities such as architecture optimization and feature development. By sequencing efforts toward quick wins that reduce operational toil, organizations build momentum and stakeholder confidence for larger transformation initiatives.
Second, leaders should adopt a partnership-oriented procurement model that favors vendors demonstrating open integration capabilities, proven managed services, and clear migration pathways. Investment in cross-functional skills-combining engineering, finance, and security expertise-enables more effective FinOps practices and risk-aware decision-making. Finally, executives must embed continuous measurement into every initiative, using outcome-based metrics to validate vendor performance and to guide incremental investments. Taken together, these actions create a resilient, adaptive approach to cloud management that aligns technology, cost, and risk considerations with strategic business objectives.
A rigorous blended methodology combining practitioner interviews, documentation review and comparative analysis to validate capabilities and align findings with operational realities
This analysis synthesizes primary qualitative research with a structured review of public documentation and anonymized practitioner interviews to ensure both depth and relevance. Primary inputs included in-depth interviews with senior IT architects, cloud operations managers, procurement leaders, and industry consultants to capture firsthand perspectives on operational constraints, vendor capabilities, and change management challenges. These insights were triangulated with secondary research consisting of vendor literature, product roadmaps, patent filings, and regulatory guidelines to validate technical claims and to ground strategic assertions.
Analytical techniques employed include capability mapping, comparative feature analysis, and scenario-based impact assessment to evaluate how specific platform capabilities address operational pain points across deployment models and verticals. Throughout, findings were subjected to peer review and validation cycles with independent subject-matter experts to reduce bias and ensure that conclusions are actionable and representative of current industry practice. Transparency in method and source attribution underpins the recommendations, allowing leaders to assess the evidence base and adapt guidance to their organizational context.
A conclusive synthesis highlighting the strategic role of cloud management platforms and the practical priorities leaders must adopt to secure operational and innovation outcomes
In summary, cloud management platforms are at the center of a strategic shift toward policy-driven operations, embedded security, and cost-aware engineering. The interplay of automation, observability, and governance is reshaping how enterprises architect and operate cloud estates, while regional and tariff dynamics add layers of procurement complexity that demand adaptive sourcing strategies. Segmentation across offering type, deployment model, enterprise size, and vertical context provides a clear framework for prioritizing investments and selecting vendors that align with specific operational and regulatory needs.
Leaders that combine disciplined governance, targeted automation, and partnership-based procurement will be best positioned to convert platform capabilities into measurable outcomes. The recommendations and insights provided here are intended to support pragmatic, prioritized action that balances near-term stability with long-term platform evolution, enabling organizations to harness cloud management as a driver of innovation and sustained operational excellence.
Please Note: PDF & Excel + Online Access - 1 Year
Table of Contents
182 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Growing adoption of AI-driven cost optimization and predictive analytics in cloud management platforms
- 5.2. Increasing integration of zero trust security frameworks with cloud management platforms for robust protection
- 5.3. Rapid evolution of Kubernetes-native orchestration capabilities in cloud management solutions
- 5.4. Expansion of edge computing integration within cloud management platforms to support low-latency workloads
- 5.5. Emphasis on sustainability and carbon footprint monitoring in cloud management for eco-friendly operations
- 5.6. Rise of FinOps practices embedded in cloud management platforms for precise financial accountability and governance
- 5.7. Adoption of serverless computing management features to simplify deployment and scalability of microservices-based applications
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Cloud Management Platform Market, by Offering Type
- 8.1. Services
- 8.1.1. Managed Services
- 8.1.2. Professional Services
- 8.2. Solutions
- 8.2.1. Cloud Automation
- 8.2.2. Cloud Monitoring
- 8.2.3. Cost Management
- 8.2.4. Governance & Risk Management
- 8.2.5. Security & Compliance
- 9. Cloud Management Platform Market, by Deployment Model
- 9.1. Hybrid Cloud
- 9.2. Private Cloud
- 9.3. Public Cloud
- 10. Cloud Management Platform Market, by Enterprise Size
- 10.1. Large Enterprises
- 10.2. Small & Medium Enterprises
- 11. Cloud Management Platform Market, by Industry Vertical
- 11.1. Banking Financial Services & Insurance
- 11.2. Education
- 11.3. Energy & Utilities
- 11.4. Healthcare
- 11.5. IT & Telecommunications
- 11.6. Media & Entertainment
- 11.7. Retail & Ecommerce
- 12. Cloud Management Platform Market, by Region
- 12.1. Americas
- 12.1.1. North America
- 12.1.2. Latin America
- 12.2. Europe, Middle East & Africa
- 12.2.1. Europe
- 12.2.2. Middle East
- 12.2.3. Africa
- 12.3. Asia-Pacific
- 13. Cloud Management Platform Market, by Group
- 13.1. ASEAN
- 13.2. GCC
- 13.3. European Union
- 13.4. BRICS
- 13.5. G7
- 13.6. NATO
- 14. Cloud Management Platform Market, by Country
- 14.1. United States
- 14.2. Canada
- 14.3. Mexico
- 14.4. Brazil
- 14.5. United Kingdom
- 14.6. Germany
- 14.7. France
- 14.8. Russia
- 14.9. Italy
- 14.10. Spain
- 14.11. China
- 14.12. India
- 14.13. Japan
- 14.14. Australia
- 14.15. South Korea
- 15. Competitive Landscape
- 15.1. Market Share Analysis, 2024
- 15.2. FPNV Positioning Matrix, 2024
- 15.3. Competitive Analysis
- 15.3.1. VMware Inc.
- 15.3.2. Microsoft Corporation
- 15.3.3. Amazon Web Services Inc.
- 15.3.4. Google LLC
- 15.3.5. IBM Corporation
- 15.3.6. Cisco Systems Inc.
- 15.3.7. Nutanix Inc.
- 15.3.8. Dell Technologies Inc.
- 15.3.9. Hewlett Packard Enterprise Company
- 15.3.10. Oracle Corporation
- 15.3.11. ServiceNow Inc.
- 15.3.12. BMC Software Inc.
- 15.3.13. Flexera Software LLC
- 15.3.14. Morpheus Data LLC
- 15.3.15. CloudBolt Software Inc.
- 15.3.16. Embotics Corporation
- 15.3.17. RightScale Inc.
- 15.3.18. HyperGrid Inc.
- 15.3.19. Centilytics
- 15.3.20. Abiquo Holdings Ltd.
- 15.3.21. Apache CloudStack
- 15.3.22. OpenStack Foundation
- 15.3.23. CloudStack Inc.
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