Finance Leaders Face AI Skills Pressure Amid Talent Crisis

AI has moved from administrative functions into core financial operations. The technology's integration into finance teams means businesses need to address capability development alongside system deployment.

According to Spendesk, 91% of CFOs are saving time each week through AI use. The data comes from the 2026 Finance Professionals Salary Benchmark, which examines the UK finance sector.

The research shows 48% of CFOs describe themselves as enthusiastic about AI's impact. A further 44% report mixed feelings about the technology.

Time savings reveal adoption patterns

Of the CFOs surveyed who save time with AI, 4% report saving up to two days of work per week, equal to 16 hours. The findings show variation in how finance leaders deploy the technology.

According to the research, 53% of CFOs estimate they save more than three hours per week. Some 38% save between one and two hours, while 32% save three to five hours.

A further 13% of CFOs save six to 10 hours. The 4% saving 11 hours or more indicate advanced implementation or different role configurations.

The time savings may not address the underlying question of whether finance teams have the capabilities to deploy AI effectively.

Implementation requires structured approach

Gartner recommends CFOs adopt an AI strategy in three stages. The approach helps organisations connect finance AI initiatives to business outcomes.

"Organisations that succeed with AI are not necessarily smarter, luckier or better funded," says Ash Mehta, Senior Director Analyst in the Gartner Finance practice. "Rather, they follow a structured and disciplined roadmap that connects finance AI initiatives to business outcomes."

According to Gartner, CFOs need to set the vision and identify maturity before building the roadmap. Leaders can then execute and scale use cases.

"If everything is a priority, nothing gets funded. CFOs should identify 3-5 use cases to pilot at a time," Ash notes. "The strongest roadmaps are living plans, not static documents. Finance leaders should customise the roadmap to their organisation, review it as AI capabilities and business priorities evolve and aggressively scale the use cases that succeed."

Pressure outpaces organisational readiness

According to Bottomline, 90% of CFOs surveyed are under pressure from boards to adopt AI. The finding contrasts with the 76% who say they are being pushed to move faster than their data, systems and controls can support.

The research also shows 78% of CFOs say their business expects controls, speed and visibility from the finance office that fragmented finance systems are slowing down. The disconnect indicates a skills and infrastructure gap.

"Finance leaders are being asked to move faster, manage risk more tightly, and show where AI can create value, but they are often doing that with disconnected systems and delayed data," says Craig Saks, CEO at Bottomline.

The pressure to deploy AI without adequate preparation means organisations are overlooking the capabilities their finance teams need to develop.

Talent crisis emerges despite pay rises

According to the 2026 Finance Professionals Salary Benchmark, 55% of finance professionals in the US and Europe are fully prepared to search for new employment in 2026. The figure represents the second consecutive year the report has seen a rise in this number.

Some 51% of CFOs in particular would consider looking for a new opportunity. The figure has risen from 42% in 2025.

Pauline Babel, CFO of Spendesk, says: "The findings of this 2026 survey serve as a warning to companies: the finance function is undergoing a genuine crisis of purpose. Faced with growing pressure and, in some countries, stagnant wages, CFOs are no longer content to simply manage the numbers – they want to be at the heart of strategy. To retain these key talents, companies must rethink the function, value their role as business partners and offer them challenges that match their expertise."

According to the report, 59% of CFOs looking to change roles cite the search for a new professional challenge as their main reason. The motivation indicates dissatisfaction with current role scope or development opportunities.