Connect with us

Finance

The ingredients for building the ideal modern finance and accounting team – Accountancy Age

Published

on

The ingredients for building the ideal modern finance and accounting team – Accountancy Age

New research reveals a clear recipe for constructing a high-impact finance unit in today’s rapidly evolving business climate.

Global talent leader Robert Half uncovered valuable insights into the most sought-after roles, technical capabilities and soft skills that comprise effective modern finance teams.

While day-to-day responsibilities vary greatly across finance teams, all members require robust data fluency and communication skills to drive strategic impact.

Advertisement

Leading analysts, controllers and CFOs need to derive actionable, forward-looking intelligence from financial models, enterprise data stores, and business performance metrics. This requires synthesizing vast volumes of historical trends, current snapshots and long-range projections into meaningful conclusions.

Sharp analytical abilities are crucial to surface key takeaways and get beyond rear-view accounting mirrors. Building probabilistic models that forecast multiple performance scenarios provides vital readiness to pivot strategies based on market fluctuations.

Equally important is distilling these often complex financial insights into compelling communication that prompts action across the organization. Conveying the “so what” with clarity and vision is essential to influence executive leadership and departmental initiatives.

Achieving this strategic advisory role rests on the capabilities to translate numbers into narratives that contextualize performance issues, opportunities and recommended responses for diverse audiences. Tailoring messaging and visualizations accordingly ensures maximum resonance.

This collaboration with operations, sales, product groups and other commercial units also enables embedding financial analysis into real-world decision sequences rather than isolated calculations. Understanding interdependencies in driver-based models and resource allocations is key.

Advertisement

In Demand: Adaptability and Commercial Acumen

While technical expertise is crucial, soft skills enable finance talent to apply financial insights toward real-world impact.

Adaptability and creative problem-solving allow teams to rapidly adjust strategic recommendations in response to market fluctuations. Rather than static reporting of historical trends, finance leaders provide actionable guidance to pivot tactics when conditions shift.

Building probabilistic models that sensitizes performance forecasts to multiple scenarios is vital. This stress testing and contingency planning equips executives to make decisive moves amid uncertainty.

Equally important is continually optimizing resource planning models as new opportunities emerge and priorities change. Mapping financial, technology and human capital needs to evolving corporate objectives keeps allocation aligned with growth.

Underlying this nimbleness is keen comprehension of cash flow nuances, long-range projections, and market trends that shape strategies. A tight grasp of cost/revenue lead measures informs rollout sequencing and investment payback horizons.

Advertisement

Likewise, understanding value chain interdependencies and customer conversion funnels enables enhancing processes for maximum financial return. Identifying creative solutions to bottlenecks unlocks latent potential.

Ultimately, finance groups who think critically about market landscape, operational dynamics and corporate lifecycles can evaluate risks and spot strategic openings with clarity.

Pairing commercial acumen with financial analysis influences both executive decisions and cross-departmental initiatives by providing fact-based cases to enter new markets, fund promising pilots, or optimize underperforming areas.

Emerging Needs: Specialized Modelling, Auditing & Planning

While mastery of core finance skills forms a strong foundation, targeted specializations help talent fill pressing needs.

The research revealed organizations continue facing the greatest talent shortages in high-demand areas like:

Advertisement
  • Financial Modeling: Building models to analyze performance, forecast scenarios and optimize resource allocation.
  • Internal Auditing: Assessing financial health, ensuring compliance, and providing recommendations to strengthen internal controls.
  • Tax Strategy: Guiding effective tax planning initiatives to sustain bottom line results.
  • Payroll Management: Leading payroll processing, compliance and vendor management.
  • Data Analytics: Deriving actionable business intelligence from data to drive innovation.
  • Business Intelligence: Tracking KPIs and identifying trends to detect risks and growth opportunities.
  • Digital Transformation: Using technology to enhance finance and accounting productivity.

By developing specific competencies in these areas, finance professionals become force multipliers for organisational success.

Subscribe to get your daily business insights

Advertisement
Continue Reading
Click to comment

Leave a Reply

Your email address will not be published. Required fields are marked *

This site uses Akismet to reduce spam. Learn how your comment data is processed.

Finance

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

Published

on

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. 

Continue Reading

Finance

What are nonconforming mortgages and what are the risks?

Published

on

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.”

Advertisement
Continue Reading

Finance

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

Published

on

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.

Advertisement

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

Advertisement: Scroll to Continue

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.

Advertisement

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.

Advertisement

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.

Advertisement

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

Continue Reading
Advertisement

Trending