Bob Peebler, SVP Finance At insightsoftware, On Building Smarter Finance Teams With Data, AI, And Discipline

“Today, finance teams are expected to go beyond reporting and apply insights and lessons learned in business strategy. The shift is being driven by access to data, higher expectations from stakeholders, and technologies that automate many traditional reporting activities. As routine analysis becomes more automated, finance leaders have an opportunity to spend time helping the business look forward. The most effective finance organizations are becoming embedded within the functions they support, providing insights that influence decisions around growth, investment, and resource allocation. Finance leaders need to balance financial discipline with strategic partnership and ensure decision-makers have the information they need to act confidently.”

“Regardless of industry, many organizations struggling with fragmented systems, inconsistent data, and processes built for a smaller business try to solve it with technology. That's the mistake. The real problem isn't the tools; it's that they're trying to modernize without first fixing the foundation.

As companies grow, especially through acquisitions, finance teams inherit disconnected reporting structures, mismatched data sources, and different ways of working. Layering automation on top of that doesn't solve anything. Success depends on finance leaders first getting the basics right: data quality, process consistency, and clear accountability. Only then does technology actually create value.”

“Successful transformations start with a clear understanding of the desired outcome and a willingness to look at the entire process from end to end. Too often, organizations focus on implementing a tool without fully considering how it affects adjacent workflows and teams. Another differentiator is stakeholder engagement. People are more likely to embrace change when they understand why it is happening and feel included in the process. The most successful projects bring the right people to the table, communicate consistently, and focus on practical business outcomes rather than the technology alone. Finally – and perhaps most importantly – successful transformations are iterative. They test, learn, adjust, and scale. Organizations that try to solve everything at once often create unnecessary complexity and struggle to sustain momentum.”

“Finance leaders play a role in helping organizations evaluate trade-offs objectively. Growth is important, but for it to be sustainable, there has to be a solid understanding of where investments are creating value. Finance teams should help business leaders understand not only the cost of an initiative and the expected return, but also the associated risks. That requires strong forecasting, scenario planning, and ongoing measurement.

The thing to remember is that the goal isn’t to say no to investment opportunities; it’s to ensure resources are allocated thoughtfully. The best finance leaders become trusted advisors who help the organization prioritize initiatives, identify inefficiencies, and make decisions based on data rather than assumptions. When finance is consistently involved, businesses are often better positioned to pursue growth while maintaining financial discipline.”

“The most immediate opportunities are in repetitive analysis, data gathering, and reporting. AI can help finance teams process information faster, identify trends, automate routine tasks, and free up time for higher-value work. It can also improve access to institutional knowledge by helping teams quickly retrieve information across large volumes of documents and historical data.

Where leaders should be cautious is assuming AI replaces financial judgment. AI is only as powerful as the data we feed it and how thorough we are in evaluating its outputs. The technology can certainly accelerate analysis and surface insights much faster, but someone still needs to understand the business context, challenge assumptions, and validate the results.  Finance leaders who treat AI as a replacement for experienced judgment will regret it. Finance leaders who treat it as a way to amplify their team's judgment will see the real impact.”

“It starts with treating data as a strategic asset. Finance leaders should establish clear ownership, consistent definitions, and processes that promote accuracy across systems. That includes creating a single source of truth wherever possible and putting processes in place to regularly validate critical data sets. Finance teams can also strengthen visibility by building relationships with business leaders and understanding the operational drivers behind financial results. When finance is closely connected to the business, reporting becomes more meaningful because it provides context alongside the numbers. Better visibility ultimately comes from sharing how combining high-quality data with a deep understanding can positively impact how the business operates.”

“Future finance leaders will need to combine traditional financial expertise with technology fluency, adaptability, and strong communication skills. The ability to interpret data, evaluate emerging technologies, and guide organizations through change will become increasingly important. Just as important are the communication and relationship-building skills that help finance leaders influence decisions across the business, qualities that weren't always considered core to the role a decade ago. Finance can no longer operate solely as a reporting function. Leaders must be collaborative and focused on helping the organization navigate uncertainty. The most successful finance professionals will embrace learning, remain open to new ways of working, and use technology to enhance, not replace, human judgment. Those who can connect financial insight to business strategy will be well positioned to create long-term value.”