Experienced CFOs Insights – Key Challenges & Opportunities in 2026

At a recent Hoggett Bowers CFO event, we asked our network what they see as the key challenges facing CFOs in 2026 and the wider finance leadership landscape. Against the backdrop of an uncertain global economy, political volatility and evolving business demands, several clear themes emerged:

Increased Financial Risk Assessment and Investment Scrutiny

Across a range of sectors, it is notable that the same stakeholders today require more comprehensive financial and operational risk assessments to greenlight investment or campaigns than has been the case in previous years. Even in long-established relationships, this reflects an overall concern with affordability and access to capital and investment decision-making at both investor and end-user consumer level.

Political and Economic Uncertainty Impacting Business Planning

Domestic and global political uncertainties are causing significant challenges in business planning. There are frustrations that policies regularly take too short-term a view, working to 5-year election cycles which prevent accurate financial planning for long-term infrastructure projects or product development in regulated environments. It is feared that further investment is being curtailed by lack of policy clarity.

The Evolving CEO-CFO Relationship

The CEO-CFO relationship remains the critical dynamic within business leadership. In certain corporate environments, there can be a blurring of lines between CEO and CFO remits especially where the CEO has previously been a CFO or has a Finance background; this is less likely to occur in Founder-led businesses or where the CEO has a clearer Sales or Product-focused remit. Clearly defining the CEO role first can ensure greater differentiation between the two seats: where the CEO leads commercial growth and sales, the CFO should focus on operational and financial management; where the CEO has an operational or technical focus, the CFO should more prominently lead investor relations, financing and fundraising.

AI in Finance: Driving Efficiency While Managing Risk

Finance departments are using AI to streamline financial processes and significantly speed up data generation and reporting. Externally, integrating AI into customer experience and interaction requires a delicate balance. Consumer behaviour has shifted, becoming increasingly comfortable with AI-generated content and chatbots, however there remain concerns with the quality control of AI in responding to unexpected or niche requests, and its perception from customers in bespoke or high-calibre environments. In many cases, AI can be used to identify the request and generate the basis of a solution which should then be refined by the specialist.

Workforce Transformation and AI Adoption Challenges

Internally, much consideration is being given to implementing and educating AI processes to a workforce who are likely nervous about its impact on job security. This requires considered leadership and focusing on where AI can automate the more administrative aspects of a role and free up capacity – e.g. allowing a product designer to focus more of their time on detail, or a salesperson more time in front of customers.

Conclusions

Risk is a key theme running through many of the considerations faced by CFOs in 2026. Uncertainty around policy, regulation, interest rates and affordability are driving risk aversion from shareholders and customers. Where greater efficiencies can be driven by AI integration to streamline processes, consideration must also be given to manage staff concerns around job security. 

In uncertain times a strong CEO-CFO relationship is essential. With a significant number of CEOs coming from CFO or Finance backgrounds themselves it is critical that the roles are well-defined and distinct, and external stakeholder relationships have a clear lead contact.