If CFOs are not using automation solutions, they are budgeting at a slower pace than they could be. One fundamental piece of software that changed my operations at Pagoralia was Make.com, which is a no-code automation platform that connects data across CRMs, accounting software, banks, and customer communications. Pagoralia helps Mexican SaaS companies with their recurring billing and Make.com is the hidden engine of our real-time finance dashboards. It is used to reconcile transactions between our bank's feeds, Stripe, and internal billing systems. It can provide write-ups on failed payments, highlight risk of churn, and even produce auto-created accounting entries in Xero. Given our lean fintech team, it took the place of a full-time financial ops analyst and provided over 30 hours of monthly manual tasks. Why should CFOs care? Because automation solutions like Make.com reduce tasks & costs, but fundamentally provide visibility and control at scale. Automation platforms take siloed systems and create an orchestrated workflow, which is imperative in quickly moving markets for compliance, forecasting, and investor reporting. This is particularly critical in emerging markets like Mexico, where gaps in infrastructure can slow the upstream flow of economics with delayed data flows, and orchestration of data will not be optional, it will be essential.

If there's one tool every CFO should understand today, it's cloud-based financial software that tracks spending in real time—especially tools that link budgets to everyday business activity like employee travel and vehicle use. These systems do more than just handle accounting—they give you a live picture of where your money's going and where it's being wasted. Why is this so important? Because businesses don't have the luxury of waiting weeks or months to see what's working. Costs are rising, teams are more mobile, and decisions need to be made quickly. A good cloud system gives CFOs the ability to spot trends early, adjust budgets on the fly, and clearly understand how choices—like how much to pay employees for using their own cars—are impacting the bottom line. In my own experience running mBurse, this kind of software has been a game-changer. It helped us see that many companies were overpaying some employees and underpaying others when it came to vehicle reimbursements. By using accurate, location-based data, we've helped them create fairer, more tax-friendly programs—saving money and keeping employees satisfied. It's also helped us as a company make faster, smarter financial decisions. When everyone—from finance to operations—can see the same real-time numbers, conversations become clearer and action happens faster. In today's world, CFOs need more than spreadsheets and end-of-month reports. They need live tools that turn data into action. That's not just helpful—it's essential.

One essential piece of technology every CFO should be familiar with today is an advanced ERP system like NetSuite or Microsoft Dynamics. These platforms go beyond traditional accounting tools by integrating financials, inventory, order management, and reporting into a single ecosystem—crucial for real-time decision-making. In my role helping ecommerce businesses streamline financial operations, ERP systems have been game changers. They reduce manual work, eliminate data silos, and provide a unified view of business performance. For example, by automating routine tasks like revenue recognition and accounts reconciliation, we've significantly shortened the close cycle and improved financial accuracy. In today's fast-paced environment, CFOs need more than just numbers—they need insights. And a robust ERP gives you exactly that, helping drive smarter, data-backed decisions at every level of the business.

For CFOs navigating growth-stage companies or real estate ventures, understanding Argus Enterprise is essential. It's the gold standard in commercial real estate forecasting and valuation. I've used it extensively to model the feasibility of new development sites and align financial structures with projected revenue. Its scenario analysis and DCF modeling features allow for fast, data-backed decisions, especially helpful when securing equity partners or navigating rezoning hurdles. In launching Soba New Jersey, Argus enabled me to vet multiple property options across New Jersey and New York with confidence. It helped reduce financial risk and streamline presentations to investors and stakeholders. Without it, we wouldn't have moved as quickly from concept to launch. For any CFO managing physical assets or evaluating capital-heavy projects, this platform is a must.

If there's one piece of tech every CFO should have on their radar right now, it's behavioral accountability platforms. Not exactly a household term, but systems like ReliablyME are game-changers. They track commitments and follow-through across teams, which sounds small, but the ripple effect is huge. Here's the thing: traditional metrics - P&L, balance sheets, KPIs - only tell part of the story. They show outcomes, not behaviors. And CFOs? They're not just bean counters anymore. Strategy, culture, risk; those are all on their plate. So understanding how work actually gets done (or doesn't) is essential, especially when your workforce is spread across time zones and Slack threads. Platforms like ReliablyME close that execution gap. They don't just say "this team hit target X," they show why, because the team made commitments, kept them, and showed up. It's behavioral data, turned into operational insight. Super useful for accountability, but also employee engagement. Culture - all that "soft stuff" that actually drives hard results. In my world - running a trust-focused social enterprise - it's been huge. We've finally got a way to tie ROI to things like training and compliance, which used to feel pretty intangible. And it's not Big Brother; it's about recognizing people who follow through. Quietly powerful. Bottom line: this kind of tech helps CFOs see the story behind the numbers. Not just the what, but the how. Which is pretty much everything when you're trying to lead in a world where autonomy and agility are the new normal.

It is recommended that every CFO knows how to use modern FP&A tools such as Cube or Datarails which will do the integrations with the already existing spreadsheets and accounting systems. These applications enable the ability to perform real-time forecasts, scenario modeling and automatic budget tracking without the teams being forced to leave Excel, as Excel remains the battleground of the CFO. The efficiency is not the only thing that makes them indispensible, but clarity. In my example, I required quick, radical means of comparing burn rates forecasts relative to engineering hires situations and marketing expenditure transitions. The frequency of changes in priorities could not be matched in manual spreadsheets. I no longer made guesses when I had an FP&A layer sitting on top of our stack. I now could see a running forecast of cash runway analysis using the real conversion rates of the pipeline and not wishful thinking. In my case, I am not a CFO, but as someone making financial decisions on a daily basis I was able to save myself at least two bad hires that we did not need yet. Each dollar saved was directly added to the survival runway that AlgoCademy had. That was the margin of clarity.

I am a big advocate for using Power BI for financial reporting. It plays a critical role in modern financial analysis by addressing several pain points common in traditional Excel-based reporting. Power BI makes report sharing significantly easier—instead of handling massive Excel files that can crash devices, users can simply access interactive reports through a web link. It also offers superior data visualization tools, enabling clearer communication and deeper insights for decision-making. Perhaps most importantly, Power BI supports automation through Power Query, allowing for seamless data extraction and transformation. This automation saves valuable time and aligns with the growing demand for more efficient, real-time financial analytics—making it a strategic asset for any finance team.

As a qualified FCA with a traditional background at PwC now partnering with leading innovators in blockchain and digital finance I view blockchain technology as a foundational pillar for the modern CFO. This is not about hype it is about harnessing decentralised finance to unlock new efficiencies enhance transparency and futureproof financial operations. Blockchain enables finance teams to operate with unprecedented real-time visibility and automation. From streamlined audit processes to automated compliance via smart contracts the technology shifts finance from a historical record keeper to an agile strategic driver. CFOs leveraging these capabilities can proactively manage risk strengthen governance and deliver insights faster than ever before. More importantly blockchain fosters a culture of continuous innovation within finance functions. It breaks down silos accelerates collaboration across teams and empowers CFOs to lead transformation initiatives that align with rapid market evolution. For Web3 CFOs blockchain is the toolkit for building resilient scalable and adaptive financial infrastructures. It is not simply a technology choice it is a strategic imperative that redefines how value is created measured and protected in decentralised economies. In this landscape finance leaders who integrate blockchain thoughtfully will not only optimize operations but also unlock new strategic opportunities and build trust in a rapidly shifting world.

One essential piece of technology that every CFO should be familiar with today is ChatGPT. While it may not be a traditional financial tool, its ability to rapidly analyze, summarize, and generate content has made it incredibly valuable in my day-to-day role. From drafting board-ready summaries of complex reports to generating scenario-based financial models or even helping translate financial jargon into clear language for other departments, ChatGPT has become a reliable and efficient assistant. What makes it so important is its versatility. I've used it to review contracts, prep investor Q&A docs, refine internal communications, and even brainstorm strategic frameworks for budgeting and forecasting. It saves time, enhances clarity, and helps ensure that important information is communicated accurately and professionally. In a role that demands precision, speed, and the ability to bridge finance with strategy, ChatGPT has allowed me to work smarter—not just faster. For any CFO, it's a tool that offers an edge in both decision-making and communication. The key is knowing how to guide it well, so it becomes a multiplier of your expertise, not just a convenience.

What is one essential piece of technology or software that you believe every CFO should be familiar with in today's business environment? Why is it so important and how has it benefited you in your role? And the new CFO? Any CFO who's not across up-to-date revenue intelligence platforms that integrate pricing, performance predicting and multi channel distribution analytics whatever industry they're in?ahrungen von Tagesimmen )periodisch kontrolliert wird. We've found that the likes of Beyond Pricing or PriceLabs have become not just important for day to day rate optimizing, but helping us align our financial strategy with real time market behavior. But more generally, I'd argue that the most important platforms are the ones that close the loop, with enterprise-level financial planning and the way a company actually gets things done. RedAwning, where I work, has taken this to the next level, automating these pricing engines and integrating them into the company's internal analytics stack—where it feeds directly into dashboards showing gross profit by channel, geography and inventory type. This enables our finance team to move from static forecasts to dynamic scenario modeling. You're not simply evaluating how you performed — you're influencing how you might do, based on real inputs. For instance, as demand signals started to change post-pandemic, conventional trailing indicators had lagged too much. Two weeks earlier than normal, our system T-gated a compression window for a top coastal market. It was that nugget of information which enabled our finance team to reallocate promotional budget and reforecast owner commissions, helping to shield margins and set expectations. Without that intelligence layer, we would have been operating at a slower consensus and, quite possibly, higher cost.

Similar to CFO's, our job as cyber security professionals is to help an organisation lower the probability of future risks from happening. From our expeirence of working with CFO's at mid size organisations where business and ops decisions including technology are under CFO, I've learnt couple of things worth sharing here. The most critical technology decision every CFO should understand is the fundamental separation between IT service providers and cybersecurity specialists - yet this is where I see the biggest strategic mistakes being made. The harsh reality is that asking your IT provider to handle cybersecurity is like asking someone to mark their own homework. When the same company managing your infrastructure is also responsible for securing it, there's an inherent conflict of interest that compromises objective security assessments and incident response. From my experience working with finance leaders globally, CFOs often consolidate these services thinking it simplifies procurement and reduces costs, but this approach fundamentally misunderstands how cybersecurity maturity actually works. Effective cybersecurity requires the delicate balance of people, process, and technology - something that's impossible to achieve when your IT provider is essentially auditing their own work When breaches occur, having independent cybersecurity oversight ensures objective investigation rather than potential cover-ups or deflection of responsibility. The CFOs who genuinely protect their organisations understand that cybersecurity isn't just another IT service - it's an independent governance function that requires separation of duties. Whilst consolidating vendors might streamline your purchasing process, it creates dangerous blind spots that sophisticated attackers exploit, ultimately costing far more than the initial savings. I do think this provides you with somehting new for CFO's to be aware of. Happy to discuss specific frameworks for structuring independent cybersecurity oversight or provide insights on evaluating the true cost of vendor consolidation versus security.

As the CFO and Co-Founder of TileCloud and Yabby, the essential piece of tech you should have in your stack is a fantastic piece of accounting software. For us, Xero has been a game changer. It makes it very easy to automate your invoicing, tax calculations, reporting - and overall, makes it very easy to have a real time view of your financial position without all the manual tracking. This means that you can focus on more of the strategic side of your financial landscape, because you don't need to be elbow deep in the grunt work of your business finances. While Xero might not be the best choice for you or your business, it's important to find a software that makes your day to day easier. Make sure that it gives you up to date data of your overall financial position (and all the bits and bobs that it comprises) - and that it does so in one easy to manage system. This will help you stay ahead of the curve and give you a better chance to secure long term success.

I use Xero and it's fantastic. Our business is one that operates in different countries that each have their own currencies, tax rules, and local partners and knowing, up-to-the-minute, so to speak, what our financial situation is, has a huge influence on those operations. The value of such functionality is magnified by its integration with our booking platform. Each time a motorbike is booked by a customer online, Xero automatically does the processing, which includes the booking details. I realize automation is vital for me not to get swamped by forms. I don't log expenses in spreadsheets any more because I see live data showing where our money is coming from and going to in an extremely clear way, and that means I'm not wasting precious human labor hours on accounting. It helps me to manage my business with advance forecasting rather than just react to problems when they occur.

Today, every CFO needs to know how to use real-time financial dashboard software, especially Adaptive Planning or NetSuite's financial module. It's not enough to just work from static spreadsheets or monthly reports anymore in today's fast-paced world. CFOs need to be able to understand in real time how changes in revenue, expenses, or expectations are affecting the firm as a whole and how those changes fit into the bigger picture Using a live dashboard at DesignRush changed the way we make decisions. We can quickly create "what if" scenarios, see trends early, and find spending patterns before they become issues. It also makes it easier for divisions to work together. For example, finance can now work more closely with marketing or operations by giving them data that is both up-to-date and relevant. The value is more than just numbers. It's about being fast, accurate, and sure of yourself. A CFO who can get real-time, useful information is better able to lead quickly and help the company expand in a way that lasts.

Every CFO should be comfortable with scenario modeling tools - even if it's just advanced spreadsheets. Being able to quickly test "what if" situations changes how you make decisions. It's not about predicting the future, but seeing how fragile or strong your plans really are. That awareness is worth more than any dashboard.

Good Day, For me, mastering cloud-based ERP systems such as NetSuite has certainly been a game changer. Having real-time visibility into financials, automated reporting, and being able to make quicker, data-backed decisions are advantages that no business leader will not want to leverage. Every CFO should know how to use it since it saves time, cuts errors, aids in smarter strategic planning and supports better decision making. If you decide to use this quote, I'd love to stay connected! Feel free to reach me at spencergarret_fernandez@seoechelon.com

Today's CFO should be familiar with business intelligence software like Power BI or Tableau. Such software takes raw data and provides actionable intelligence in visual dashboards and forecasting options. For instance, we've identified revenue trends, evaluated KPIs in real-time, and more easily communicated complex narratives through data to investors. My knowledge in this space helps transform the CFO from a stagnant numerical gatekeeper to someone who appreciates the story/information behind the numbers for proactive, informed expansion.

More broadly, the role of AI and how it can be used to streamline internal systems. The caveat is that you need rigid systems in place to control AI usage and understand where its benefits 'lie', but it should definitely be on the C-suite radar as we move closer to 2026.

How AI can revolutionise internal systems and reduce reliance on costly external software. This isn't to say that you need to get rid of external software altogether, just that it's at least worth having C-suite discussions around how AI can revolutionise your current systems and the place it could potentially hold within the business.