AI in action: Deploying AI in the role of the CFO

From the 2025 Technology Finance Symposium - East

In this session, four speakers – Alyson Stemas, chief of staff at The Suite; Jared Shulman, co-founder and CEO at Daylit; Tim Adams, CFO at Rapid7; and John Glasgow, CEO & CFO at Campfire.ai – focused on the practical applications of artificial intelligence (AI) in the office of the CFO, exploring how finance leaders can leverage AI to drive efficiency, strategic insight and long-term value creation.

Panelists emphasized that AI is transforming the CFO role from a historical record-keeper into a forward-looking strategist and technologist. By automating routine, operational tasks such as reconciliations, accounts receivable and data aggregation, finance teams can focus more on strategic initiatives like forecasting, scenario planning and investment analysis. AI was described as a “new team member” that augments human work rather than replacing it entirely, enabling teams to operate faster and with greater accuracy.

Throughout the session, the panel shared concrete examples of AI in action. Finance teams are using AI to draft scripts for earnings calls, synthesize internal reports, anticipate analyst questions and even assist in cybersecurity operations. Hackathons and sandbox environments were highlighted as effective ways to experiment with AI tools in a controlled setting, allowing teams to explore use cases, iterate and build confidence without risking data security or production outcomes. The discussion underscored the importance of change management, encouraging CFOs to create frameworks or councils that guide responsible AI adoption and maintain trust across the organization.

The panel also emphasized the dual nature of AI’s impact. In the short term, AI delivers measurable efficiency gains and cost reduction, while over the long term, it allows organizations to reallocate human effort toward higher-value activities, compounding strategic impact over time. Security and governance were noted as critical considerations, particularly for smaller companies that may not have dedicated teams to manage AI adoption. Practical advice included starting small, leveraging generalists for oversight and carefully weighing the cost-benefit of AI initiatives relative to organizational risk.