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Insights
The latest news on all the right trending topics to give you that edge.
Every finance team manages assets that never reach the ledger: customer attention, idle capacity, data, the expertise of their people, a partner’s spare reach. These three questions are worth asking about each one.
Finance chiefs are the most pessimistic they’ve been in the six-year history of our Index, as economic pressures challenge growth. ‘We’re screwed.’
Finance chiefs are accountable for far more than their own teams. That means knowing when—and how—to step into difficult conversations across the business.
Here’s what it actually takes to detect an AI-generated receipt—and how to protect your organization.
‘Instead of trying to be exactly right, strong finance leaders focus on being prepared. If assumptions change, what’s the next move?’
CFO Rohini Jain joins host Jack McCullough to shares her career path across global giants like GE and PayPal, and her leadership philosophy at fintech Bill.
Finance chiefs are accountable for far more than their own teams. That means knowing when—and how—to step into difficult conversations across the business.
‘Instead of trying to be exactly right, strong finance leaders focus on being prepared. If assumptions change, what’s the next move?’
As companies grow, finance chiefs take on bigger responsibilities—but their compensation doesn’t always evolve with the role. Here’s how to tell whether yours has kept pace.
How financial leaders can turn technical credibility into a compelling board value proposition.
Even in the age of AI, success comes back to one simple thing, says Walter: good people. ‘If you want to retain the best talent, you have to be empathetic.’
Oxford Economics’ Michael Pearce on the signals—and noise—worth tuning into as we head into another volatile year.
Every finance team manages assets that never reach the ledger: customer attention, idle capacity, data, the expertise of their people, a partner’s spare reach. These three questions are worth asking about each one.
Finance chiefs are accountable for far more than their own teams. That means knowing when—and how—to step into difficult conversations across the business.
Here’s what it actually takes to detect an AI-generated receipt—and how to protect your organization.
‘Instead of trying to be exactly right, strong finance leaders focus on being prepared. If assumptions change, what’s the next move?’
How financial leaders can turn technical credibility into a compelling board value proposition.
The author of Finance Rewired: A Field Guide for Finance Leaders in the Age of AI shared some of what she’s learned over four years of putting artificial intelligence to work inside her shop. ‘The first meeting was very awkward.’
‘For more traditional CFOs, the shift is moving from treating treasury as a periodic back‑office task to managing a live system in real time.’
Those little costs can add up to substantial amounts fast, and changes in technology are making them both more relevant and easier to track. Here’s how.
But it won’t eliminate the need for governance.
An early look at Claude for Financial Services 2.0—and how CFOs should pilot it: ‘Finance teams that adopt early will set the pattern others follow.’
What to watch out for—and how to prepare for new demands: ‘As banks increase digital transactions, IT and cybersecurity controls are increasingly scrutinized, and gaps in data governance and system integrations often surface.’
Finastra CFO Carissa Kell on why today’s finance chiefs need to get out of their silos and provide leadership on everything from cybersecurity to communications.
‘For more traditional CFOs, the shift is moving from treating treasury as a periodic back‑office task to managing a live system in real time.’
As leaders are always preparing for the unpredictable, working toward a known catalyst can feel like a cakewalk in comparison. USA Fencing CEO argues otherwise.
New approaches offer an evolution in economic profit measurement worth considering. Here’s why.
Here’s why one company shares 50 percent of its net profit with employees—and how it has designed its program.
Those little costs can add up to substantial amounts fast, and changes in technology are making them both more relevant and easier to track. Here’s how.
Media and entertainment CFO Diya Sagar shares how to manage an early-stage business and attract investors, even when revenue is ‘lumpy and unpredictable.’
Here’s what it actually takes to detect an AI-generated receipt—and how to protect your organization.
‘Really the tough work starts on day two.’
Those little costs can add up to substantial amounts fast, and changes in technology are making them both more relevant and easier to track. Here’s how.
Artificial intelligence is rapidly changing the finance department. So how do finance leaders adjust—and keep their organizations safe?
Trintech CFO Omar Choucair shares how geopolitical risk impacts the finance office, and what leaders should be doing now to prepare for the next shock.
As fraud becomes ever more sophisticated, security needs are morphing. Here are the capabilities that matter most now.
Finance chiefs are accountable for far more than their own teams. That means knowing when—and how—to step into difficult conversations across the business.
Here’s what it actually takes to detect an AI-generated receipt—and how to protect your organization.
The author of Finance Rewired: A Field Guide for Finance Leaders in the Age of AI shared some of what she’s learned over four years of putting artificial intelligence to work inside her shop. ‘The first meeting was very awkward.’
The first step? Getting real about what you do—and don’t—have.
What finance teams should do when every hour spent on AI buys less ground.
‘It really comes down to two things: Are you getting more output from the same team, and are you having to add people or not?’ says this CFO.
The author of Finance Rewired: A Field Guide for Finance Leaders in the Age of AI shared some of what she’s learned over four years of putting artificial intelligence to work inside her shop. ‘The first meeting was very awkward.’
Even in the age of AI, success comes back to one simple thing, says Walter: good people. ‘If you want to retain the best talent, you have to be empathetic.’
‘It is about building an organization where leaders at every level understand how their decisions impact growth, profitability, risk and long-term value.’
Here’s why one company shares 50 percent of its net profit with employees—and how it has designed its program.
Healthcare costs are growing faster than revenue, but few CFOs are actively pursuing options to change that.
Anthony Escamilla explains why disciplined forecasting, strong service-level economics and investing in talent are essential to long-term value creation.
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