Allan Le An is head of finance at a company on the front lines of robotics. San Diego-based Brain Corp. develops an OS for autonomous mobile robots that perform inventory management and intelligent floor cleaning for commercial facilities.
They can’t, of course (at least yet), lead a finance department. While the integration of AI and automation is reshaping the finance profession, the important lessons An has learned in his career are about collaboration, staying curious, hands-on experimentation and constant questioning—especially as to whether finance tasks impact the business.
“Early on, I focused on precision,” An said. “Now, I focus more on decision-making—how do we use data to move the business forward?”
In the interview below, An elaborates on how he’s handled a recent company strategic shift, the importance of keeping in mind the stakeholder’s point of view and what he looks for in finance job candidates.
What has been one of your biggest financial or operational challenges, and how did you navigate it?
When Brain transitioned from a hardware-software vertical model to a pure software-driven, SaaS-based model, we faced a challenge. We required more than a new revenue model; we needed a complete strategic overhaul, including adjustments to compensation structures and long-term profitability plans. Many doubted whether we could execute such a complex transition seamlessly.
Our team navigated this transformation through careful planning, gaining clear business visibility and rethinking our approach to customer retention. The shift ultimately strengthened our business, improved gross margins and positioned us for sustainable growth, highlighting the critical role finance leaders play in driving strategic evolution.
CFOs and other finance executives shouldn’t shy away from strategic shifts, even in the face of skepticism. Embracing major changes with thoughtful preparation can lead to long-term success.
What is one of the most significant trends shaping the finance profession, and how should finance leaders adapt to it?
The integration of AI and automation is shifting traditional reporting and risk management to real-time data analysis and predictive decision-making. Financial leaders must stay updated on evolving technologies and understand how systems interact to extract meaningful insights.
At Brain, our finance team uses data to drive strategic decisions by aligning it with business objectives. These advancements impact accountants’ financial planning as much as any other part of the company. The ability to interpret and apply real-time data and analytics is imperative for making informed financial strategy decisions in an ever-changing industry.
What strategies have you implemented to build and retain a high-performing finance team at Brain, and which emerging skills will be critical for finance leaders in the next few years?
Building and retaining a high-performing finance team starts with creating a culture that keeps work interesting and challenging. I encourage my team to stay curious, experiment with new tools and find better ways to solve problems, whether using AI to streamline accounting or collaborating with data engineers.
There’s often more than one way to tackle a problem. The best tools are discovered through hands-on experimentation. I stay actively involved in hiring, prioritizing problem-solving abilities and technical expertise, ensuring the team can adapt and navigate ambiguity efficiently. The key skills in finance will be adaptability and the ability to integrate emerging technologies to enhance decision-making and efficiency.
Over the course of your career in the finance profession, what lessons have you learned?
Finance is about people just as much as it is about numbers. You can build the best financial model in the world, but if it doesn’t resonate with your stakeholders or it’s not helping someone make a better decision, it’s just a spreadsheet.
Another key lesson: context is everything. The same financial metric can tell a different story depending on the business model, growth stage or market dynamics. Early on, I focused on precision. Now, I focus more on decision-making—how do we use data to move the business forward?
Lastly, I’ve learned that adaptability wins. The profession is evolving fast. Tools, systems, reporting standards; all of it is shifting. What got you here won’t get you there. Staying curious and open to change has been one of the most important skills I’ve had to cultivate continually.
What advice do you have for young people just entering the profession?
Don’t just learn the “what,” dig into the “why.” Early in a career, getting caught up in tasks such as building decks, pulling reports and conducting a variance analysis is easy. But always ask yourself: Why does this matter? Who’s using it? What decisions will this impact? The sooner you start thinking like a business partner, the faster you grow.
In addition, get comfortable with data. You don’t have to be a data scientist but understanding how data flows through systems and how to interpret and communicate insights will set you apart.
Finally, speak up. Ask questions. Offer ideas. Finance has a seat at the table because we see across the business. But it’s up to you to claim that seat and bring value beyond the numbers.
