Good morning. The role of the CFO continues to evolve from that of a financial steward to a strategic architect. As a result, most finance chiefs find themselves working in a broad range of different areas within a company.
A new report from Brex, a fintech company valued at $12.3 billion, explores how the rapid pace of change has surpassed traditional planning cycles and even job descriptions. A survey of 500 senior finance executives—C-suite, VP, and director levels—across global enterprises found that 95% said their roles have expanded well beyond traditional finance functions.
I asked Ben Gammell, Brex’s CFO and president, if the findings resonated with him. “Yes, and it was validating to see that reflected so widely in the report,” Gammell told me. “My responsibilities at Brex have grown meaningfully over time, most recently with the addition of the president role alongside CFO.”
He’s grateful for the opportunity to grow in step with the company, with his role naturally expanding into areas like marketing, business development, sales, and operations, Gammell said, adding that it’s helped him to “bring a broader, more integrated perspective to the finance team.”
Gammell began at Brex as VP of operations, then chief of staff to the CEO, leading to his current role. “Each of those roles has shaped how I lead today and made me a more empathetic CFO,” he told me. “Having sat in the seat of many different functions, I have a deeper appreciation for the challenges and trade-offs each team faces.”
According to Brex’s survey, most respondents indicated they now have a greater focus on AI adoption and strategy. Finance leaders are under pressure to not only adopt AI but also prove its impact on productivity and measure ROI.
CFOs can navigate this responsibility by leveraging their relationships with business unit leaders, encouraging them to explore AI opportunities, and consistently following up in subsequent interactions, McKinsey research finds. “The most important action that CFOs should take is to identify the largest opportunities for value creation—and then make sure that they receive the money and other resources that they need,” according to the firm.
As the CFO role becomes more complex, 86% of surveyed organizations now have a chief accounting officer (CAO) in place to help manage the day-to-day rigor of financial processes, according to Brex’s survey. Nearly half of those CAOs were hired within the last 12 months. Even with help, half of finance leaders reported having significant control over investment decisions across the organization.
The survey also finds that the new wave of tariffs announced in early April triggered a sharp rethink inside finance organizations. Respondents’ positivity around company growth dropped 18 points, from 93% to 75%, compared to sentiment at the beginning of 2025.
Sheryl Estrada
sheryl.estrada@fortune.com
This story was originally featured on Fortune.com