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Finance and IT: The key partnership of the digital age – The CFO

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Finance and IT: The key partnership of the digital age – The CFO

The key question facing finance leaders is not about whether they should be strengthening their digital capabilities. That is settled.

At AICPA & CIMA, our latest research found that digital transformation is no longer about gaining a competitive advantage; it is necessary to drive value and, ultimately, to survive. The energies of a CFO should now be focused on making sure the adoption of new capabilities is done effectively, and that means building a constructive relationship with IT and Data Management.

The starting point is that digital transformation is a much deeper commitment than just buying a new IT product or upgrade. The new capabilities which are coming to market will affect the entire organisation and its culture, so they must be approached with this concept front and centre. You will always be looking to use them to facilitate better ways of working and creating value.

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Finance leaders have relationships with operational leaders and data insights into a business’s value chain across all its operations, and they can use this data to improve decisions. Because of this unique position our profession has within organisations, we are ideally placed to lead the shift towards digitisation.

Making automation work

Our research found that routine tasks such as data entry, invoice processing, account reconciliations, and payroll calculations are being automated through advanced software and robotic process automation tools. Additionally, data analytics and machine learning algorithms can make large datasets more accessible, generating deeper insights for operational leaders, leading to better decision-making across businesses.

However, we found that there are issues with a lack of collaborative working between finance, data, and IT teams which was hindering the optimization of these technologies. This is a classic case of how working in silos can undermine organisational performance. CFOs should use their convening powers to avoid this.

To affect successful digital transformation, the finance team needs to have a ‘seat at the table’ from the very beginning. Too often they only become involved when it comes to the costing and financing of the project. Digital transformation projects rely on harmonizing processes and standardizing systems across different operations. This requires the sort of end-to-end perspective which finance teams have and IT teams might lack.

Finance leaders should ensure that automation mirrors the value chain across all operations, and they should be doing this in partnership with IT and data management teams. Working together with a clear, shared understanding on the insights that will be needed to support better decisions can help realise a fuller potential of digital transformation projects.

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Data & analytics (D&A)

Digital technology is dramatically enhancing the power of the data analytic tools available to finance professionals. This will be one of our key productivity drivers in the future. A consequence of this change is that we need to step up and take a leading role in data strategy.

This is not something you can leave solely to the data or IT functions. As outlined above, if finance teams are to leverage data to extract the maximum possible organisational value, they need to be fully involved in all data processes and planning. Part of becoming a custodian of data is learning about data ethics, which we have been researching.

It is crucial for organisations to establish clear responsibilities and protocols regarding data ownership to ensure data integrity, quality, and compliance. For this to happen, finance leaders need to play a bigger role in enterprise D & A governance, and that means familiarising yourself with the concepts that underpin it. If you consider the range of data now available, especially on the non-financial and sustainability side of things, and also how it is dispersed across organisations, this can be quite an undertaking.

We found that compliance with data regulations in your jurisdiction is a necessary step, but not a sufficient one by itself. Your stakeholders will have expectations around how your organisation uses and handles data, and a high performing finance team will be aware of these and work hard to meet them.

This is not something which any single team can achieve by itself. It requires cross functional collaboration and the establishment of a good data culture to maintain. It is another example of how breaking down silos is a key part of achieving success in the digital age.

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Finance

Proximo Congress 2026: US Energy & Infrastructure Finance | Insights | Mayer Brown

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Proximo Congress 2026: US Energy & Infrastructure Finance | Insights | Mayer Brown

Mayer Brown is a proud sponsor of Proximo Congress 2026. This senior meeting of the US energy, infrastructure, and digital infrastructure finance community is shaped around the questions credit and investment committees are actually asking in 2026: how asset classes are converging, how risk is being priced in a recalibrated policy and geopolitical environment, and how public and private capital are being structured together to deliver projects at scale.

Mayer Brown has also been recognized for three separate awards which will be presented during the event. These awards include:

  • Proximo North America Transport Deal of the Year 2025 – SR 400 Peach Partners
  • Proximo North America Rail Deal of the Year 2025 – Brightline West
  • Proximo North America LNG Deal of the Year 2025 – Port Arthur LNG 2

For more information, visit the event website. 

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Finance

What are nonconforming mortgages and what are the risks?

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What are nonconforming mortgages and what are the risks?

If you have ever taken out a mortgage, you’ll know there are a lot of requirements to meet. You may need to put down a certain amount and have a debt-to-income ratio below a certain threshold. You may also run into limits on how much you can borrow or what sources of income the lender will count.

These rules do not apply to all mortgages — just to conforming mortgages, which is what the majority of borrowers take out. However, mortgage lenders are increasingly offering what are known as nonconforming loans, or mortgages that do not “comply with every one of the strict standards put in place after the housing crisis,” said The Wall Street Journal. While “still a small portion,” the “share of mortgages using alternative lending practices” has “doubled in size over the past three years.”

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Financial Stress Is Changing What Consumers Value in Credit Cards | PYMNTS.com

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Financial Stress Is Changing What Consumers Value in Credit Cards | PYMNTS.com

What U.S. consumers ask of their credit cards has changed. For financially stressed households, it has little to do with rewards.

As more households turn to credit cards to manage liquidity and cover everyday expenses, a new set of practical concerns is driving card behavior: Can the card help avoid a missed payment? Can it make balances easier to track? Can it provide enough visibility into available credit and upcoming obligations to help manage an uncertain month?

Those concerns are beginning to reorder what consumers value most in their credit card relationships.

That evidence is clear in “Winning Top of Wallet: How Credit Card Apps Shape Choice,” a PYMNTS Intelligence and Elan Credit Card report examining how consumers use mobile apps to manage spending, payments and engagement across their credit card portfolios. The report found 30% of consumers primarily use credit cards to build credit or extend purchasing power, while another 22% primarily use cards for cash flow management, together outweighing rewards-based usage.

The divide is more pronounced among financially stressed households. Among consumers living paycheck to paycheck and struggling to pay bills, 40% cited credit dependence as their primary reason for using credit cards. Just 11% pointed to rewards.

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For a growing share of consumers, credit cards are functioning less like discretionary spending products and more like liquidity management tools.

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What Matters Most

That evolution is also changing which app features matter most.

Among cash flow-focused consumers, 31% said scheduling payments or autopay encouraged them to spend more on a card, while 27% cited alerts and reminders. Credit-motivated consumers showed similarly high engagement with tools tied to available credit visibility and payment timing.

Rewards still influence spending behavior, particularly among financially stable households. Half of consumers who prioritize rewards said tracking or redeeming rewards through a mobile app encouraged them to spend more on the card.

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But the report suggests that financial stress changes the hierarchy of engagement. As household budgets tighten, rewards become less central than predictability, visibility and control.

That shift helps explain why mobile apps increasingly influence which cards become top of wallet.

Among credit-dependent consumers, 77% said the quality of a credit card app influences which card they use most often. Credit-dependent consumers also reported the highest app adoption levels, with 77% using their primary card’s app regularly or occasionally.

The competition, in other words, is no longer simply about card acquisition. It is about becoming the card consumers rely on to navigate everyday financial management.

Digital Experience Becomes a Financial Retention Tool

The report also suggests that digital experience increasingly shapes retention risk.

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Nearly 1 in 4 cardholders said a poor app or digital experience contributed to reduced card use. Among Gen Z consumers, that figure climbed to 45%.

At the same time, 7 in 10 cardholders said app quality influences which card becomes their primary card, underscoring how mobile interfaces are becoming embedded directly into consumer payment behavior.

For issuers, the implications extend beyond app design.

Consumers living paycheck to paycheck hold nearly as many credit cards as financially stable households, meaning financially stressed consumers are not disengaging from credit entirely. Instead, they are becoming more selective about which cards feel easiest to manage and most useful during periods of financial pressure.

Rewards and promotional offers still matter, particularly among affluent and financially stable consumers. But for a growing segment of households, the most valuable card may be the one that reduces uncertainty around balances, payment timing and available liquidity.

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In a crowded multi-card market, financial visibility itself is becoming part of the product.

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