Technology & Innovation

The three big issues keeping CFOs up at night—and how to solve them

At Sage Future, finance leaders came together to explore the biggest challenges in their roles—and share strategies for navigating an increasingly complex financial landscape.

A huge 81 % of finance leaders are excited about the future of their profession—and they should be. The relentless hunger for data-driven insights, drilled into cutting-edge technologies, has put the CFO in a prime position to lead companies into the future.

But the opportunity does not come unchallenged. In this article, we assess the biggest issues on CFOs’ minds today—based on the core themes emerging from our flagship Sage Future event.

Here’s what we’ll cover:

How to thrive in the AI-first world

“Very early on, I said to our engineers: Don’t make our AI cute. I don’t need another friend.” That’s what Sage CEO Steve Hare told the 4,000-strong audience at Sage Future in June, demonstrating how Sage AI is different.

We all know that AI will be the foundation on which C-suite leaders forge their way into the future. 85% of finance leaders think AI will dramatically change the finance function in the next 2 years, and 86% see it as critical to remaining competitive as a business.

But one size does not fit all. What the CEO needs AI for isn’t the same as the CMO. And for CFOs, it’s different too.

More than two thirds (69%) of CFOs are already using AI for financial analysis and reporting on a weekly basis, and 64% to underpin business growth. But there’s much more that can be done, which is why almost three quarters (72%) admit they’re not yet using AI to its full potential.

To capture that potential, businesses need to build the Agentic Office of the CFO, Hare added.

“[AI for CFOs] has got to be right. It started years ago when we embedded AI and machine learning into our products and it accelerated with Sage Copilot, but we see a world where domain-specific AI agents sit at the core of financial operations.

“These agents will perceive, reason, act, and learn both independently and as part of your finance team. They’ll forecast cash flow in real time, flag risks before they hit, and make sure your money is always in the right place at the right time. And thanks to our open platform, developers everywhere can build this future with us.”

How to navigate change

Even by the standards set in recent years, the rate of change in today’s world is fast. According to Hare, there’s only one thing companies want—and it’s the hardest of all to achieve: certainty.

“Every single day, your managing directors, your CEOs, and your teams will be asking you for that one thing, and it is almost impossible to produce,” he explained.

“As finance leaders, the expectation is on you to be at the forefront of navigating innovation, and change is only increasing. The future arrives each day, and you have to wake up and try to interpret it.”

It’s then no surprise that 88% of CFOs say their roles have changed significantly in the last 2 years. Now, more than ever, they are being asked to come up with the crucial data to help companies thrive. And this comes at a personal cost—a shocking 35% of finance leaders feel burnt out.

Despite the pressure, navigating change is a huge opportunity for CFOs—and those with the right tools and support will be best placed to make the most of it.

How to grow and develop your role

The need to navigate change and adapt to new technologies means CFOs have to change the game when it comes to their roles.

As Hare put it: “You want to spend your time looking forward, not creating historic records—your windshield should always be bigger than your rearview mirror.”

But making this transition is difficult, and requires a human response.

“Make no mistake, this isn’t just about technology,” added Hare. “This is about people. This is about potential. This is about unlocking a new kind of finance leader. Faster, smarter, more empowered than ever before.”

What will that new kind of finance leader look like? A collaborative one. Finance leaders need to expand their networks because they’re taking on new responsibilities. For example, today’s CFO is responsible—either jointly or solely—for company culture (64%), digital transformation (69%), and operations (68%). Some are even shaping the DEI agenda (63%) and sustainability and ESG reporting (67%).

This shift in the way CFOs work is significant, and one they need to adapt to quickly.

The solution is high performance

Making the most out of AI, adapting to change, and being collaborative in your role are closely linked to the habits of high-performance finance leaders—the things that are strongly linked to increased financial growth.

Explore more insights from our research and discover how high-performance finance leaders are accelerating progress here.