Flexibility, Automation, and Upskilling in Finance Teams

In 2025, the accounting and finance landscape across Australia and New Zealand is being shaped by evolving workforce expectations, increasing automation, and mounting compliance obligations. Stability in core finance teams is proving to be a competitive advantage, particularly in sectors like property and not-for-profits. However, high turnover remains a concern in roles such as accounts payable, where demands for flexibility and job purpose are particularly strong.

Remote and hybrid working continues to dominate expectations. Finance professionals have adapted well to decentralised work, with many organisations reporting stronger collaboration and broader engagement as a result. While some operational roles still require on-site presence, the vast majority of finance functions are now proven to be fully viable in remote settings.

Technology adoption has accelerated. Tools like optical character recognition (OCR) and integrated finance platforms are being used not to reduce headcount, but to repurpose roles from manual tasks toward more analytical and business-focused contributions. This transition is accompanied by a growing emphasis on business partnering, where finance teams support stakeholders with insights and decision-making rather than purely transactional processing.

Salary expectations are rising across both markets. Cost-of-living pressures and skills shortages are influencing upward movement in pay. In response, many employers—especially in constrained sectors like not-for-profit—are offering career development, CPA support, and internal mentorship in lieu of direct salary increases.

“We’re going to move into a phase… there’s going to be a greater need for financial analysts and actually analysing the data.”



Leanne Allen, an experienced CFO in the private property sector in Australia, highlighted the benefits and limitations of long-standing team stability. “I’ve had my team in situ for eight years,” she noted. While this longevity creates strong cohesion, it can also pose challenges when adapting to change. “We had to stop and actually speak in full sentences for this poor new gentleman,” she joked, describing how embedded habits can complicate onboarding.

Allen identified automation and upskilling as key themes. “Instead of doing data entry, there’s going to be a greater need… for financial analysts,” she said. Rather than displace staff, her approach has been to evolve roles in line with business needs. Change management, however, remains a key hurdle. “It’s very important that it’s done delicately, but also efficiently.”

On pay expectations, Allen noted increasing demands, particularly due to cost-of-living rises. “The property sector is well known for its remuneration on the higher end… but there are expectations.” Bonuses are becoming more common as a way to contain fixed salary costs while addressing employee demands.

Chris Yam, Acting General Manager and CFO at St Vincent de Paul Society Queensland, echoed similar themes from a not-for-profit perspective, with clear relevance to New Zealand’s public-facing finance sector. “Our team has been very stable,” he said, attributing this to a shared mission and strong emphasis on work-life balance. “A lot of people join organisations like ourselves… because that’s important.”

Flexible work is firmly embedded. “We’ve had better coverage or connection with our executive offices,” Yam said, describing the impact of hybrid structures. This decentralised model has allowed teams to support regions effectively from afar, a scenario increasingly common across both Australia and New Zealand.

Technology, again, is a driver of change. “We’ve looked at OCR… gaining efficiencies,” Yam shared, adding that the intent is not workforce reduction. “It’s about where do we repurpose staff… providing guidance, support, and training.” This has expanded the scope for business partnering, a growing priority across sectors.

On remuneration, Yam confirmed that “we have seen those movements.” But rather than compete purely on salary, his organisation invests in professional development: “We support their CPA development… mentoring… upskilling.” This strategy aligns closely with expectations in New Zealand, where candidates increasingly value progression and learning as much as pay.

Both Allen and Yam acknowledged the pressure of increasing compliance demands, from wage legislation to sector-specific audits. Keeping pace with regulation is now a full-time focus for finance teams, underscoring the need for continuous learning and robust systems.

Practical Takeaways for Accounting and Finance Leaders in Australia and New Zealand

• Repurpose finance roles from data entry to strategic business partnering through technology and training.

• Invest in flexible working models to support retention and decentralised collaboration.

• Address pay expectations creatively, using bonuses, learning, and clear career pathways.

• Prioritise change management when introducing new systems or structures into long-standing teams.

• Stay ahead of compliance with regular training and system upgrades that support regulatory change.