How Today’s CFOs Can Drive Finance Transformation: Takeaways from 4th DigitalCFO Asia Singapore Symposium 2025

If you are leading the Finance & Accounting (F&A) function through a time of change, you are not alone. The role of F&A is expanding rapidly, and strategic input is now expected as standard.

However, rising complexity, compliance burdens, and the constant pressure to do more with less mean it is easy to feel stuck. It is both inefficient and unsustainable to rely on manual processes to close the books or reconcile accounts, making transformation an immediate necessity, not a future ambition.

More than 150 senior finance professionals recently came together at the 4^th DigitalCFO Asia Singapore Symposium 2025 Day at the Sofitel Singapore City Centre to discuss how to turn vision into value in a digital age.

Adele Liew, Financial Accounting Advisory Services Partner, Ernst & Young (EY), joined Nikhil Parambath, Regional Vice President, Asia, BlackLine, to host the session, unpacking the shifting demands chief financial officers (CFOs) face and providing a clear framework for transformation.

Nikhil Parambath said, “Automation is no longer optional. Finance teams need accurate, efficient, and intelligent processes to meet the pace of change and contribute real strategic value. That means unifying your data, eliminating repetitive tasks, and delivering insights in real time. The faster you act, the faster your finance team becomes a catalyst for growth. Transformation doesn’t happen by deploying software alone; it also depends on your people. Many finance teams are technically capable, though stretched too thin to innovate. Automation is a lever to lift that pressure. It gives your team the time and visibility they need to focus on strategy instead of survival.  Freeing up capacity also unlocks creativity and stronger business partnerships.”

Transformation starts by challenging the status quo. If your close cycle still takes ten days or more, you could be missing the chance to focus on higher-value work. Companies across Asia are already leading by example, streamlining their processes and shifting time toward strategic priorities.

Globe Telecom has replaced legacy manual processes with automated transaction matching across bank feeds, partners, and internal databases. This has boosted both the accuracy and confidence of the company’s financial reporting while accelerating the time it takes to close.

Similarly, ExxonMobil’s F&A team used automation to prepare for a major enterprise resource planning (ERP) shift to SAP S/4HANA. The ExxonMobil team consolidated 11 systems, eliminated thousands of hours of manual work, and streamlined global accounting processes. Acting early created the internal capacity needed to support large-scale change.

SAP itself provides a compelling use case. The company’s F&A team used BlackLine to modernise lease accounting across 140 legal entities and over 1.5 million transactions, despite being a software giant. This created more transparency, real-time insights, and reduced risk across a complex, high-volume operation.

Nikhil Parambath said, “It is essential to build the right mindset. Technology won’t solve for cultural resistance or fragmented processes; you need a structured approach to change management. This means clear communication, stakeholder buy-in, and a strong business case. Leaders who frame automation as a strategic enabler gain much faster traction than those who see it as a simple cost-saving tool.”

1. Assessing your F&A function’s current state is the best first step. Map out where automation can create the most value, whether that’s reconciliations, journal entries, intercompany matching, or reporting. Secure budget and leadership support early, and involve teams across IT, operations, and compliance.
   

2. You should also consider which processes are truly differentiating versus those that are transactional and ripe for automation. Separating strategic activities from operational overhead lets you focus your investment where it matters most. This frees up capacity and gives you a clearer framework for scaling transformation over time without overwhelming your team with change.
   

3. Establishing a phased implementation roadmap is another key move. Start with areas that deliver quick wins to build momentum and credibility across the business. Then, move on to more complex automation efforts.
   

4. Regularly track and report on the impact of your automation initiatives to keep transformation aligned with your objectives. Metrics like time to close, transaction accuracy, audit readiness, and stakeholder satisfaction provide tangible evidence of value and support ongoing investment.

The CFOs who win the next decade won’t just be the ones with vision; they will be the ones who act decisively and continuously adapt. The conversation has shifted from whether to transform to how quickly you can implement change, prove value, and scale success.

This isn’t about replacing people with technology; it’s about empowering your finance professionals to lead with insights, drive performance, and partner with the business in more meaningful ways. The opportunity is real. The tools are ready. Now it’s your move.

Find out exactly how BlackLine can help transform the F&A function and unlock these benefits.