At the CFO Leadership Council’s Fall conference in Austin, Texas earlier this week, finance leaders confronted the realities of leading through transformation. Conversations moved beyond technical accounting and strategy to the broader responsibilities shaping the modern CFO, from navigating AI’s growing pains to addressing talent gaps and long-term cost pressures.
Across panels and side conversations, one theme stood out: Curiosity tempered by caution. CFOs are eager to explore new technology and leadership approaches but remain wary of hype, data reliability and the limits of automation. The discussions revealed both the opportunities and the vulnerabilities that define finance leadership in 2025.
1. The event felt like a CFO family reunion
The tone of the conference was collaborative and personal, with finance leaders treating one another less like competitors and more like peers navigating similar challenges. Others treated it as a CFO therapy session. Conversation flowed easily about transformation, leadership and the evolving definition of the CFO role.
2. CFOs are curious about AI, but skeptical of the sales pitch
Attendees were enthusiastic about exploring artificial intelligence, but cautious about its marketing. In roundtable discussions, some CFOs candidly made it clear — either admittingly or unknowingly — they’re not quite clear on the differences between agentic AI, an AI agent and an API, noting that some vendors are branding simple integrations as “autonomous systems.” It’s clear that CFOs want results from AI, but may have to navigate a maze of jargon and sales pitches to get there.
3. Cybersecurity concerns continue to slow AI deployment
Security and reliability are impeding CFOs’ rollout of AI across finance functions. CFOs shared in breakout sessions and Q&As with speakers that while AI tools can generate valuable insights, their data handling and accuracy issues create new risks. Protecting sensitive financial information must be table stakes, even when innovation and growth are on the table.
4. Healthcare costs remain the elephant in the room
Despite being one of the largest and fastest-growing expenses for most organizations, few CFOs said they have a clear strategy to control health care costs. Things like GLP-1 drugs and cancer treatments are driving costs up. The lesson here was that CFOs who are effectively pushing the problem to future budgets are delaying action that could unlock cost-saving opportunities later.
5. The CPA license’s 150-hour rule change impact on accounting talent is minimal
Not a single CFO mentioned the 150-hour changes without being prompted, but CalCPA CFO Natalie Quan told CFO.com that “it makes me sad” that most CFOs who come from accounting let their CPA credential lapse. However, her opinion, like that of many other CFOs, is that these changes will help remedy some of the profession’s labor challenges without sacrificing talent quality.
6. Upskilling and team development are priorities, but direction is unclear
CFOs recognize that technical literacy, AI familiarity and data fluency are essential for the next generation of finance teams. Still, many are unsure where to focus training efforts or how to measure progress. Some are investing in finance academies and cross-functional rotations, but best practices are still emerging and initial tactics vary.
7. Legal departments are being quietly disrupted by AI
Several CFOs revealed they’re already using AI for contract redlining, legal research and internal inquiries. While efficiency gains are undeniable, this shift raises questions about oversight and accountability. As Prophix CFO Aaron Levine noted in his breakout session, “[because of AI], I believe lawyers are in trouble.”
8. Women now own the onus of gender representation among CFOs
The notion that women are overly underrepresented in CFO roles is increasingly outdated and bluntly false, said Amy Alost, CFO of Provident Specialty Group. In a sit-down interview with CFO.com, she explained that female CFOs now have the burden to change the narrative. According to her, female CFOs “must put themselves out there, take those speaking gigs, go to the networking events and make themselves visible to this generation” to demonstrate the progress that has been made in female representation among financial leadership.
