Balancing the short and the long-term
More than anything, 2024 was a year of transformation. Flexible working and AI are redefining the role of the CFO, while economic uncertainty has forced leaders to re-evaluate their business strategies.
This year, my focus is on balancing short-term stability and long-term strategic growth. In an environment of economic volatility and tax hikes, cutting costs might seem like the logical approach, but leaders must not neglect investment in people. At Deputy, our mentorship programmes and career-development initiatives empower our employees to grow and thrive. These efforts reaffirm our commitment to staff wellbeing and progression, which are cornerstones of resilient organisations.
One of my resolutions from a technology standpoint is to fully embrace the transformative power of AI, not only for the benefit of our customers but also for our internal teams. At Deputy, AI lies at the heart of our offering, enabling features such as predictive scheduling and advanced analytics that empower managers and staff. We’ve seen the impact AI has externally and we’re committed to using these tools internally to support our employees, streamline processes and enhance decision-making. For CFOs, the message is clear: embracing AI isn’t just about staying competitive, it’s about driving meaningful change for all of our stakeholders, from our staff to the people we serve.
This dual focus on people and technology is central to my leadership philosophy for 2025. By empowering teams and embracing tools that enhance our decision-making, we’re laying the groundwork for sustainable growth and success in the years to come.
Embracing the unknown
Get comfortable with the uncomfortable – that is my guiding principle for 2025. There are a lot of unknowns this year, from global economic uncertainty to rapid technological developments to evolving regulatory landscapes. As such, CFOs must embrace agility and adaptability as strategic imperatives. This means mastering scenario-planning to navigate market volatility, fostering a culture of resilience among teams and leveraging flexible technologies to turn disruption into opportunity.
Staying “steady” in today’s dynamic business environment is no longer an option. Retailers and ecommerce businesses must prioritise advancements in commerce technology to stay competitive. At Commercetools, this industry-wide focus on transformation is the catalyst for success. With 83% of business leaders and decision-makers planning to increase investment in digital commerce this year, it’s clear that bold innovation is driving the market forward, and the status quo is no longer acceptable.
My priority as a CFO in 2025 is to balance cost savings with strategic investments that drive long-term value. Success won’t be dictated by the size of the investment or the buzz around the latest tech. Instead, it will be determined by our ability to deliver measurable outcomes for our customers.
2025 will be another interesting year with its own challenges. The most successful CFOs will not just manage discomfort, they will turn it into a competitive advantage, ensuring their organisations thrive in the face of change.
Getting to grips with new regulations
Given the rising cost of doing business, including national-insurance price hikes, many businesses will be feeling the strain in 2025. Harnessing the power of AI will undoubtedly make a difference in productivity this year by streamlining repetitive tasks, enabling better decision-making and freeing up time for more strategic activities.
Of course, this is easier said than done, especially because AI regulation differs significantly across regions. The EU and US have adopted markedly different regulatory approaches: the EU’s AI Act enforces stringent rules within a robust, yet complex framework, while the US favours a more flexible, innovation-driven strategy. Meanwhile, the UK is taking a principle-based stance, offering guidance rather than hard regulation. These variations will influence how quickly and confidently businesses integrate AI, with companies needing to navigate compliance requirements while pursuing innovation.
Looking ahead, AI also has the potential to address one of the most significant challenges facing finance leaders: the increasing burden of governance and regulation. For CFOs in the payments industry, navigating frameworks such as PSD3, Digital Operational Resilience Act (DORA) and FCA requirements on safeguarding customer funds will require careful attention.
These evolving regulatory demands highlight the need for robust compliance strategies, which AI has the potential to significantly enhance. By automating compliance processes, generating actionable insights and improving transparency, AI could not only reduce the administrative load but also enable businesses to meet regulatory demands more effectively. If embraced fully, AI could turn what is often seen as a hurdle into an area of competitive advantage for businesses.
At Cashflows, our vision for 2025 is to embrace AI to drive these efficiencies, investing in tools that empower us and our customers to work smarter and achieve more.
Strengthening collaboration
Heading into 2025, my primary focus will be on strengthening cross-team collaboration by encouraging open and transparent communication. Two-thirds of finance leaders said that if they’d had better insights into other departments they would have made better financial decisions over the past year, according to a recent poll by Pleo. With this in mind, finding ways to strengthen the finance department’s relationships with other teams in the business will be a central part of my approach this year.
To achieve this, I’m working closely with the wider team to establish clear, shared goals that align with our broader business strategy. This includes creating opportunities for regular check-ins, cross-departmental planning sessions and ongoing communication to ensure alignment, whether it’s on budgeting, growth initiatives or project execution.
By building stronger interdepartmental relationships and fostering alignment we will be better positioned to make informed decisions and drive sustained success over the next year. A cohesive, well-prepared team will serve as the foundation for a successful and impactful 2025.
Balancing the short and the long-term
More than anything, 2024 was a year of transformation. Flexible working and AI are redefining the role of the CFO, while economic uncertainty has forced leaders to re-evaluate their business strategies.
This year, my focus is on balancing short-term stability and long-term strategic growth. In an environment of economic volatility and tax hikes, cutting costs might seem like the logical approach, but leaders must not neglect investment in people. At Deputy, our mentorship programmes and career-development initiatives empower our employees to grow and thrive. These efforts reaffirm our commitment to staff wellbeing and progression, which are cornerstones of resilient organisations.
