Latest news with #financeleaders
Yahoo
09-07-2025
- Business
- Yahoo
CFOs shift strategies as economic uncertainty dims growth outlook
Good morning. Economic confidence among finance chiefs has taken a sharp hit. Deloitte's Q2 2025 CFO Signals report, released this morning, gauges the sentiment of 200 finance leaders in North America at companies with at least $1 billion in revenue. The CFO confidence score came in at 5.4, indicating medium confidence, compared to the Q1 reading was 6.4—high confidence. The survey, conducted from June 4 to June 18, found growth expectations declined across every key operational metric. In fact, CFOs lowered projections for revenue, earnings, and capital investments. Fewer than a quarter (23%) of CFOs rate the North American economy as 'good now.' In comparison, 50% of the finance chiefs offered the same optimistic response in the Q1 survey. Just one in three CFOs believe now is a good time to take on more risk—the lowest reading since the third quarter of 2024—and well down from the 60% number in Q1. Meanwhile, 46% of CFOs surveyed say the U.S. capital market is undervalued, and 41% say it's overvalued. More than half (53%) view debt financing as attractive, 41% for equity. I asked Steve Gallucci, the global and U.S. leader of Deloitte's CFO Program, whether tariff uncertainty was the main cause of decline in optimism. He emphasized that broader global uncertainty is the real driver. 'Anytime there's uncertainty—whether it's policy, geopolitics, the economy, or capital markets—CFOs become less bullish,' he explained. While tariffs are one contributing factor, Gallucci noted that the survey doesn't single them out, and that the overall mood is shaped by a constellation of unpredictable forces. He pointed to last year's U.S. presidential election as an example: 'There was a lot of uncertainty around the outcome, and CFO optimism dipped. Once the election was settled, optimism spiked. Now, new uncertainties around policy and the broader environment have taken hold, and sentiment has dropped again.' CFOs cited the top external risk as the economy (53%). With growth expectations and revenue projections falling, how are CFOs responding? Gallucci described the current environment as a recalibration, not a retreat. Rather than pulling back, finance leaders are doubling down on fundamentals: —Sharpening focus on growth drivers: CFOs are revisiting where growth can realistically come from, both organically and elsewhere. —Managing controllable risks: Finance chiefs are prioritizing what they can influence—cost discipline, talent strategy, and technology-enabled initiatives. —Staying active in M&A: Despite risk aversion, there's ongoing interest in mergers and acquisitions, with some signs of increased IPO activity in the first half of the year. Gallucci highlighted the growing importance of technology investments—from disruptive innovations to generative AI. However, he noted CFOs are still moving cautiously on AI adoption. As companies expand their tech platforms, cybersecurity remains a leading external concern (51%). 'Cyber will always stay at the top of the CFO risk list,' Gallucci said, especially as businesses rely more on third-party providers and digital infrastructure. CFOs cited a trio of top internal risks: talent availability (46%), lack of agility/resilience (46%), and cost management (45%)—as nearly equal in importance. Gallucci explained that these risks are deeply interconnected. Disrupted supply chains and potential policy changes are driving scenario planning around cost management. Meanwhile, the talent challenge has shifted from hybrid work logistics to capability gaps: 'Do I have the right skill set within my finance organization to support the future—one that will rely more on technology, automation, and AI?' he explained. CFOs are focused on upskilling, recruiting for new capabilities, and tapping into broader talent pools to ensure their teams are prepared for what's next. Deloitte's Q2 CFO survey reveals a finance leadership community grappling with uncertainty. They're actively working toward solutions to weather the storm of unknowns and position the company for future growth. Sheryl This story was originally featured on
Fast Company
05-07-2025
- Business
- Fast Company
How AI is transforming corporate finance
The role of the CFO is evolving—and fast. In today's volatile business environment, finance leaders are navigating everything from unpredictable tariffs to tightening regulations and rising geopolitical tensions. The latest shuffle in global trade policy is just another reminder that agility is no longer optional—it's a necessity. According to Pigment's latest CFO survey, most companies missed their financial targets last year. This isn't just a sobering statistic—it's a clear wake-up call. In today's volatile environment, businesses can no longer afford to wait and react; they must anticipate and move faster than the market to stay ahead. Finance leaders need tools that not only keep pace with a rapidly shifting global economy but also enable proactive scenario planning. Artificial Intelligence has emerged as the most powerful tool to meet this challenge—helping businesses pivot with the same speed and agility that today's business landscape demands. AI is ushering in a new era of smarter, faster, and more strategic decision-making in the office of the CFO. Finance leaders must now embrace AI not just to boost insights and productivity, but to drive more transformative, strategic outcomes. Teams are leveraging AI to access data faster, forecast more accurately, and collaborate seamlessly across the organization—often through simple natural language prompts. But the next evolution is underway: autonomous AI agents. These systems don't wait for prompts; they operate continuously in the background, proactively handling complex tasks with minimal human intervention. From real-time forecasting and dynamic scenario planning to risk management and anomaly detection, AI agents will become essential tools in the finance function. The right investments today won't just streamline operations—they will fundamentally redefine how finance teams drive value, resilience, and competitive advantage for the business. The Rise of Finance AI Agents The latest tariff developments and world trade saga are causing financial leaders and their institutions a lot of headaches. Trade policy is notoriously complex for businesses to navigate. CFOs must assess not only the downstream impact of specific regulations on functions like their supply chain but also how their business may be affected by the wider impact on regional and global economies. But fortunately for CFOs, there is a silver lining. The introduction of AI agents for finance teams has opened new doors to autonomous planning, real-time insights, and more proactive risk mitigation. AI agents can do more than just streamline processes like reconciliation and financial reporting—they can work independently and proactively as an extension of the team to help CFOs stay one step ahead of today's fast-moving business environment. Imagine a world where a forecasting model not only reacts to past trends but also continuously learns from new data, anticipates market shifts, and updates projections in real time. AI agents can simulate the financial impact of global events—from supply chain disruptions to new regulatory policies—and run thousands of scenarios to understand how these could impact the business well before the numbers show up on the balance sheet. This enables CFOs to help their businesses better decide the best course of action to take. AI agents are poised to be a game-changing technology for CFOs and finance teams—but only if they are ready to embrace the change. Making Smart Bets When new technology emerges, there is huge upside but also equal risk for first movers and early adopters. For CFOs, the key to navigating through the AI hype cycle to make smart and grounded investments lies less in being an expert in emerging technologies and more in understanding your business and what you aim to achieve. First, it's critical to understand the problem you're trying to solve with AI and the end goal: Are you trying to cut costs? Improve productivity? Looking for internal or external use cases? Most CFOs today are looking for ways that AI can help reduce spending and time spent on repetitive tasks, so their team can focus time elsewhere. But productivity is just one area that AI can drive value for businesses. CFOs should also think about how AI can democratize data for teams to be more strategic and even help make better business decisions and manage risk. No matter the primary goal for AI adoption—in order to maximize the ROI on AI investments—it's essential to have the right foundations in place. AI can only be as good as the data you feed it. If data sources are poor quality, disparate, or inaccurate then you will get lackluster results no matter how powerful the AI capabilities might be. Related, adding AI to an already complex platform can frustrate teams rather than help them. Platforms that integrate easily with data sources—and clean up data during implementation—make AI reliable and accessible for nontechnical users to maximize its value. AI agents operate best when supported by the right architecture. It is critical that they are embedded in a platform that is AI-first, flexible, and intuitive, while also having access to accurate, real-time data in order to deliver transformational value, fast. Finally, for AI to be truly effective and seamless, it requires an organization-wide strategy. CFOs should work alongside their CTOs and CIOs to ensure their data foundations are sound so that when new tools or platforms are added, teams can trust the data and outputs from AI are accurate. It also helps to start small. Get clear on exactly the use case for AI and test this out before building it out further. The Next Move is Yours The opportunity to become an AI-empowered finance organization is there for the taking. CFOs who want to give their teams the best chance to succeed and exceed expectations should not wait to make their move. According to McKinsey, 78% of business leaders say AI has already improved operational efficiency and decision-making in their organizations. And forward-thinking CFOs are already piloting AI in planning and analysis workflows, fraud detection, and even ESG reporting. The results? Greater accuracy, faster turnaround, and a better handle on risk. Those who delay risk being outpaced by competitors who are already harnessing AI to steer their companies with precision through these uncertain times. AI isn't just about unlocking new levels of efficiency—it's about giving finance teams better access to the insights they need to make faster and more informed decisions in a more challenging and unpredictable world. Agents in particular have the power to change a business's trajectory and results—finding new pathways to accelerate growth, drive higher margins, and identify the right opportunities to make trade-offs. CFOs who embrace this shift and harness the power of AI won't just have a significant edge over their competition—they'll lead and redefine their industries.
Yahoo
17-06-2025
- Business
- Yahoo
The AI Paradox: Artificial Intelligence Supporting Business Growth While Fueling Fraud
New BILL survey of 1,000 business leaders shows AI is simultaneously fighting and fueling financial crime SAN JOSE, Calif., June 17, 2025--(BUSINESS WIRE)--AI and automation are reshaping business priorities, according to a new report from BILL (NYSE: BILL), a leading financial operations platform for small and midsize businesses. The 2025 BILL Report: Building the Future of Finance, which surveyed business owners and finance leaders, reveals that businesses across the country are increasingly turning to AI to help them improve cash flow, fight fraud, and adapt to economic uncertainty. "AI is a factor influencing every finance leader as they are making operational decisions to run their business – from fighting fraud, to growing cash flow, automating manual tasks or adapting their operations," said René Lacerte, CEO and Founder of BILL. "Leaders are clear-eyed about the need and opportunity to transform their operations, and as companies change how they work, who they work with, and how they win, there is one certainty: the finance leader's job of tomorrow will look very different to anything we've seen before." Key findings of the survey include: Fraud is on the rise, and AI is both an asset and a liability. An overwhelming 92% of businesses are worried about fraud, with 56% reporting an increase in fraud attempts in the last year. AI is both an ally and an adversary in this fight: 54% report AI is improving their ability to detect fraud, but 46% say AI is increasing their overall fraud risk. The result is an innovation battle that makes fraud an increasingly complex problem – with AI right at the center. Established businesses are leading the way on AI adoption. Businesses started in the last 12 months reported the highest levels of skepticism around AI, while established businesses were the most enthusiastic. Among businesses operating for over 20 years, 70% believe AI will strengthen financial forecasting, compared with just 47% of businesses under 5 years old. AI is breaking down barriers for start-ups: 68% believe AI will make it easier to start a new business, and nearly two-thirds believe it will help survive the first year (63%) and reach the five-year milestone (61%). Businesses lean into smart cash flow management. Companies are recalibrating their strategies for success amidst economic uncertainty. In the next six months, businesses are planning to diversify suppliers (40%), increase prices (39%), and accelerate automation (38%) to stay competitive. The filing cabinet is in the crosshairs: Businesses have bold timelines for achieving paperless operations. One-third plan to be paperless by 2026, while 90% believe going paperless within five years is realistic. Cash flow blind spots create risk: Most businesses lack real-time financial visibility. Almost two-thirds of businesses can't access their current cash positions on demand. For one in five businesses, it can take days or weeks. Half of businesses see better cash flow management as essential to enable faster responses to opportunities. Accounting talent shortage forces businesses to innovate: Due to an ongoing talent shortage in the accounting industry, 77% of businesses anticipate rising costs of accounting services, while 60% are preparing for the possibility of handling more accounting work in-house. At the same time, 56% maintain strong relationships with their accounting partners. To read the full report, visit About the Study The 2025 BILL Report: Building the Future of Finance, conducted by Rep Data, was fielded in March 2025. Respondents included 1,003 business owners and financial decision-makers in the U.S. with 1-1,000 employees. The survey sample was not drawn from a list of BILL customers. About BILL BILL (NYSE: BILL) is a leading financial operations platform for small and midsize businesses (SMBs). As a champion of SMBs, we are automating the future of finance so businesses can thrive. Our integrated platform helps businesses to more efficiently control their payables, receivables and spend and expense management. Hundreds of thousands of businesses rely on BILL's proprietary member network of millions to pay or get paid faster. Headquartered in San Jose, California, BILL is a trusted partner of leading U.S. financial institutions, accounting firms, and accounting software providers. For more information, visit View source version on Contacts Press Contact: Lauren Johnspr@ IR Contact: Karen Sansotksansot@ Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Bloomberg
15-06-2025
- Business
- Bloomberg
What CFOs Are Saying About Hiring Now
Welcome to CFO Briefing, a newsletter devoted to corporate finance and what leaders need to know. This week, I quiz CFOs about their views on hiring and speak with PayPal's Jamie Miller. But first, here's some other news that caught my eye:
Yahoo
10-06-2025
- Business
- Yahoo
Tax, finance chiefs must craft a clear tax transformation ‘roadmap': Deloitte
This story was originally published on CFO Dive. To receive daily news and insights, subscribe to our free daily CFO Dive newsletter. A still uncertain macroeconomic environment is putting pressure on CFOs and other finance leaders to operate leaner businesses, with many taking second looks at new technologies and skills that could help them conduct certain processes more efficiently — and at less cost. Tax teams, for example, are facing a conflating number of internal and external pressures, with the bid to lower costs butting up against an aging workforce, data and technology snags and incoming changes to global tax regulation, such as Pillar 2. While working to hit that mandate of cost reduction, finance leaders are also moving to ensure their tax teams are forward-looking — which is why many of Deloitte's clients, for example, have worked to create a 'tax transformation roadmap,' said Emily VanVleet, tax partner, U.S. operations transformation for tax leader at the Big Four accounting firm. Creating such a map is crucial to ensure the tax team can work effectively with their finance chiefs to achieve the businesses' goals, she said. 'For tax teams who have done that, they can have a much more productive conversation with their CFO around where those investments will really pay off for the company,' VanVleet said in an interview. Today's tax leaders are facing a rising crop of challenges, according to the 2025 Tax Transformation Trends report recently released by Deloitte. Four in 10 tax and finance leaders identified complying with shifting tax regulations as a top three challenge facing them in the next three to five years. Meanwhile, 35% of leaders said 'quantifying tax implications of alternative scenarios' was a top three challenge, while 34% pointed to 'access to talented tax professionals' rounding out the group. Today's finance leadership therefore faces the complicated goal of both easing cost reduction pressures which have been 'on steroids' over the past few years — and have certainly not abated given current macroeconomic headwinds, VanVleet said — as well as prepping for shifting tax regulations, such as Pillar 2, as well as looming U.S. tax reform. Oftentimes, what VanVleet sees from clients is, 'many times CFOs are putting that pressure on tax to encourage behavior change, and really try to get the tax operating model, the tax cost structure, closer to what they've achieved for the rest of finance,' she said. In a bid to reduce costs, that could potentially leave finance leaders mulling headcount reductions in their tax teams; as tax professionals are often highly specialized, the team can look 'really highly paid in comparison' to the rest of finance, VanVleet said. 'And so sometimes that, in and of itself, is enough to put tax on a CFO's radar.' However, that leaves a crucial skill gap at a time when upcoming regulatory shifts are only compounding the need for tax talent, VanVleet said. Like accounting, tax is dealing with an aging population; many experienced tax professionals are at a point in their careers where, facing tightening in the tax and finance department, they could opt to retire or to take a part-time job in a different area, she said. Twenty-eight percent of respondents pointed to managing an aging workforce as a top three challenge, Deloitte's report found. The report is based on a survey of 1,000 tax and finance leaders as well as interviews with international heads of tax, according to the Big Four firm. Navigating this complicated environment requires finance and tax leaders to have a transparent view of their needs and goals — of the clients that have crafted a tax transformation roadmap, 'they have at least hit pause long enough to look at their processes, look at where they're inefficient, look at where their cost reduction opportunities might be if they had a different operating model or different technology in place,' VanVleet said. Tax and finance leaders are also eying other ways to reduce costs amid a complicated environment. Outsourcing has emerged as a popular strategy, with 81% of respondents pointing to it as a way to cut back on costs in 2025, compared to 69% in 2023, Deloitte's report found. Automation, as well, has caught the attention of leadership, with 42% pointing to the technology as a cost cutting strategy compared to 39% in 2023. Bringing in automation or artificial intelligence could help tax teams deal with what remains their primary challenge: data, VanVleet said. A large company is likely to utilize a number of different systems; juggling multiple ERP, general ledger and transactional systems, for example, and 'it's a significant challenge to kind of corral all of that data,' she said. 'There are still a lot of data quality issues, and so tax teams spend a lot of time just analyzing and reconciling data, trying to make sure that they understand the story that the data is telling them,' VanVleet said. There's 'tremendous potential' for generative AI to help with such challenges, she said. However, there's still some hesitancy surrounding the technology and its potential drawbacks; presently, tax teams are making use of the tool for more basic tasks, she said. Still, 'specialist AI skills,' a new entrant to the survey, shot to the top of the list of competencies tax leaders are on the lookout for, with 45% pointing to it as their most-needed skillset in the next one to two years, Deloitte's report found. Recommended Reading CFOs prep for tax policy impacts: Grant Thornton Error while retrieving data Sign in to access your portfolio Error while retrieving data Error while retrieving data Error while retrieving data Error while retrieving data
