A monthly essay from Amir on finance operations, agentic AI, and what we believe about how the Office of the CFO should be built.
From $100M to $5B in revenue, finance teams spend 40–60% of their hours on work that exists only because the systems are disconnected. Here's what that costs, who pays for it, why it compounds, and what changes when the architecture is right.
Read essay →Coupa is excellent at indirect spend management. But the work that lands in your Controller's lap downstream — the GL reconciliation, the JE recreation, the audit explanation — exists because the architecture stops at Coupa Pay. And the deeper problem starts before that: if people won't use it, you never capture the spend at all.
Coming soonBlackLine is good at reconciling variances. But every reconciliation and every variance it finds didn't have to exist. Prevention beats reconciliation when the architecture allows it. Now it does.
Coming soonThree-way matching is a 1990s solution to a 1980s problem. The contract is the source of truth; the PO is a copy. When you can validate against the contract directly — and automate the parts that are still manual — the entire AP process changes shape.
Coming soonThey don't want a chatbot that answers questions. They want one that does the work — type what you need, and it's done, end to end. Data-triggered tasks that complete themselves. An autonomous close that's finally within reach. Here's what that takes, and the risks that make the control architecture non-negotiable.
Coming soonBoards are asking CFOs about their AI strategy. The strong answer isn't “that's the vendor's job.” It's that the Office of the CFO is the ideal proving ground for AI — and the CFO should help lead the company's AI agenda, because finance is where AI's value and its discipline both get tested first.
Coming soon