I recently hosted Zuora’s Women Leading the Next Era of Finance brunch, and the conversation around AI went in a direction I found especially compelling. It wasn’t just about the tools or the specific use cases. A lot of the discussion centered around how finance leaders are approaching the work itself. 

Curiosity came up repeatedly: understanding how the business operates end-to-end, what happens before finance sees the numbers, and getting closer to the decisions shaping the business in real time. Instead of waiting for fully defined use cases, they’re experimenting, identifying where it makes the biggest impact, and pressure-testing ideas in real workflows.

We discussed how the teams making the most progress with AI aren’t always the most technical; they’re the ones asking better questions and forming a point of view early on. And while essentially every business is investing in AI, adoption is still in progress, especially for finance teams. That means curiosity is becoming a differentiator for aspiring leaders to stand out. 

A few additional key themes from my conversation with Carina Ruiz Singh, Silicon Valley Managing Partner, Deloitte LLP, and Lara Bayne, Controller at Genesys, stood out to me as signals for how finance leaders can navigate the changes ahead: 

Have an opinion and use it 

As finance gets pulled into decisions earlier, having a point of view becomes part of the job. 

As Carina put it, “You need to form your own opinion and voice, and make it heard.”

At some point, curiosity has to turn into a position. That includes making thoughtful tradeoffs, pushing back when needed, and recognizing that not every request should be prioritized. Not every AI use case is worth building. It’s not about saying no outright but rather about reshaping the ask, aligning on what actually matters most, and focusing effort where it will have the greatest impact. 

Shift the mindset from vendors to partners 

As teams move from AI experimentation to something more scalable, leaders face the question of whether to build or buy AI. 

During the conversation, an interesting shift became clear: many leaders are leaning into vendors early. Instead of waiting for fully built AI capabilities, they are sharing ideas, pressure-testing use cases, and helping shape product roadmaps. 

“Your vendors have AI on their roadmap. And so by getting in with your vendors first and understanding what is on their roadmap, it actually helps you because you’re not paying to build it,” Lara added. 

That shift also changes the relationship. Vendors are not just providers. They can be strategic partners solving for the same business challenges you face. Bringing them in early is often a more practical approach, one that keeps AI closer to the systems and controls finance already relies on, instead of creating disconnected solutions that become harder to scale or govern later.

Raise your hand

This points to a broader opportunity: most organizations are experimenting with AI, but fewer know how to scale it. That creates an opportunity for those who are willing to drive that shift.

As Carina noted, “Your leaders are looking for innovative, creative risk takers… and that’s you.”

Very few are raising their hands when it comes to AI, not because the opportunity isn’t there, but because it’s not fully defined yet. Right now, AI leadership means stepping into ambiguity, connecting ideas across functions, and moving things forward without a clear playbook.

Integration, not balance

Alongside all of this, there is another reality many finance leaders are navigating: teams are staying lean while expectations continue to grow. That pressure doesn’t exist in isolation. It sits alongside everything else happening outside of work.

From my point of view, it’s not a question of balance. It’s more about how you integrate both life and work in a way that works in a given moment. That might mean setting clearer boundaries, leaning on your support system, or being more intentional about where you spend your time and energy.

As Lara shared, “If you start mentoring the people…  you will see that it’ll be a benefit for you… you can start releasing the reins and allow people to actually step up.”  

There isn’t a single right answer, and what works one year may not work the next. And while juggling both can be challenging, continuing to build your career also has a broader impact.

Carina put it best when she said, “As you succeed in your career, so many more can succeed because of you.”

AI will change how work gets done, but I took away from our conversation that the bigger shift is in how leaders show up. Leaders, and aspiring leaders, who stay curious, form a point of view, and step into what isn’t fully defined are not just adapting – they are actively shaping the future of finance. In this era, curiosity and proactive leadership set the standard for success.

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April 23,2026: AI in Quote-to-Cash. What Finance Leaders Need to Know

AI is starting to show up in quote-to-cash in real ways. The opportunity is clear, but so is the risk if it’s layered onto processes that aren’t ready for it.

Join us to hear where AI is actually delivering value today, what needs to be in place before scaling it, and how finance teams are modernizing quote-to-cash without introducing more complexity or risk.

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