From automated reconciliations to AI-generated forecasts and real-time reporting, much of the technical heavy lifting that once defined accountancy is becoming faster, cheaper and increasingly commoditised.
This doesn’t make accountants less valuable, but it does redefine what value looks like. The professionals who will thrive are not those who simply produce numbers, but those who can interpret them, challenge them and apply them in a commercial context.
At senior level, this has long been the expectation. What’s changing now is the pace, and the reach. These expectations are no longer confined to CFOs and leadership roles, they are moving rapidly through every layer of the finance function.
So what skills should accountants be focusing on right now, whether newly qualified or operating at a more senior level?
Based on conversations with finance leaders across our network, the same themes come up time and again.
1. Commercial judgement: understanding the business, not just the numbers
AI can process financial data. It cannot necessarily fully understand the context or nuances behind it. That is where commercial judgement becomes critical.
The ability to connect financial outputs to real business decisions – pricing, hiring, investment, risk – is what separates a technically strong accountant from a genuinely impactful one.
How to develop it
For newly qualified accountants:
- Spend time with non-finance teams (sales, operations, marketing)
- Ask why decisions are being made, not just what the numbers say
- Get involved in budgeting or forecasting discussions early
For experienced professionals:
- Take ownership of decision-support, not just reporting
- Challenge assumptions behind forecasts and strategic plans
- Align financial insight to growth, margin and cash outcomes
Practical habit:
When reviewing any set of numbers, always ask:
“What decision should this drive?”
2. Data interpretation: moving beyond outputs to insight
AI can produce insights but critical evaluation remains essential. AI can surface trends, anomalies and predictions, but it cannot always:
- judge data quality
- recognise flawed assumptions
- understand external context
- assess risk appropriately
That responsibility sits with finance.
How to develop it
- Build a habit of interrogating outputs, not accepting them
- Learn basic data concepts (bias, variance, sample size, correlation vs causation)
- Develop comfort with tools like Power BI, Tableau or advanced Excel
For senior professionals:
- Focus on translating data into clear narratives
- Sense-check AI outputs against commercial reality
- Build frameworks for evaluating risk and uncertainty
Practical habit:
Never present data without answering:
“What does this actually mean for the business?”
3. Systems fluency: understanding the tools that drive finance
Coding is not essential. But understanding systems is. Modern finance teams operate across:
- ERP platforms
- data visualisation tools
- automation workflows
- AI-assisted analytics platforms
Those who understand how these systems connect – and where they can fail – are significantly more effective.
How to develop it
For early-career accountants:
- Go beyond user-level understanding of finance systems
- Learn how data flows between systems
- Get involved in system implementations or upgrades where possible
For experienced professionals:
- Develop oversight of finance tech stacks
- Understand automation opportunities within processes
- Partner closely with data and technology teams
Practical habit:
Ask:
“How could this process be automated, improved or restructured?”
4. Communication and influence: turning insight into action
This is where the biggest shift is happening. AI can interpret numbers, but impact comes from influencing decisions .
The most valuable finance professionals are those who can:
- communicate clearly to non-finance stakeholders
- challenge constructively
- guide decisions under uncertainty
How to develop it
- Practice simplifying complex financial concepts
- Focus on storytelling, not just reporting
- Tailor communication to different audiences (CEO vs operational teams)
For senior professionals:
- Build credibility as a strategic advisor
- Influence without authority across the business
- Drive alignment in decision-making forums
Practical habit:
Before presenting anything, ask:
“What do I want this audience to do differently?”
5. Ethical judgement: accountability in an automated world
More automation doesn’t reduce responsibility, it increases it. Greater reliance on AI requires stronger adherence to core principles .
Finance professionals remain accountable for:
- accuracy of outputs
- integrity of reporting
- governance and compliance
- ethical use of data and AI tools
How to develop it
- Stay up to date with regulatory changes and governance frameworks
- Understand the ethical implications of AI-driven decisions
- Build a strong personal framework for professional judgement
For senior professionals:
- Embed governance into automated processes
- Ensure transparency in how decisions are made
- Create a culture of accountability within finance teams
Practical habit:
Ask:
“Would I be comfortable defending this decision externally?”
6. Adaptability: the defining skill for long-term relevance
The tools will keep changing, that much is certaint.What matters is the ability to adapt.
Careers in finance are no longer linear. Skills that are valuable today may be less relevant in five years. The professionals who succeed are those who continually evolve.
How to develop it
- Commit to continuous learning (not just formal training)
- Stay curious about new tools, technologies and ways of working
- Be willing to step outside traditional role definitions
For experienced professionals:
- Lead change, don’t resist it
- Build teams that are comfortable with ambiguity
- Encourage experimentation and innovation
Practical habit:
Regularly ask:
“What skills will matter most in the next 3–5 years — and am I developing them?”
What this means for finance careers
The narrative around AI replacing accountants misses the point. What is actually happening is a shift in emphasis:
- from production to interpretation
- from reporting to decision support
- from technical expertise to commercial impact
And this shift is not limited to senior leadership.
It is happening across:
- newly qualified roles
- mid-level finance positions
- senior leadership and CFO functions
Those who rely purely on process will find increasing pressure. Those who build these six skills will become more valuable than ever.
Final thought
The future of accountancy isn’t about competing with AI. It’s about doing the things AI cannot do well:
- applying judgement
- influencing decisions
- understanding context
- acting with integrity
For finance professionals at any stage of their career, the opportunity is clear. The question is how quickly those skills are developed.
Lucy Davison, Managing Director, Talentedge
Lucy specialises in recruiting CFOs and senior finance leaders, she works closely with founders, CEOs, investors and finance leaders to secure finance talent that can support commercial growth, improve decision-making and bring structure as businesses scale.
