Accounting and finance teams are operating in a business environment that is faster, more complex and more commercially demanding than ever. While accuracy, reporting and compliance remain essential, businesses are increasingly looking to their finance functions for interpretation, risk insight, strategic guidance and the confidence to make informed decisions under pressure.
For many organisations, this shift is being driven by a combination of business growth, cost pressures, tighter candidate markets, digital transformation and the need to respond quickly to external events. Finance professionals are no longer simply reporting on what has happened. They are expected to explain what it means, what risks may follow and what actions the business should consider next.
This is especially clear in sectors where activity levels are high and timelines move quickly. In industries such as construction, property and project-based environments, finance teams are playing a central role in resource planning, budgeting, cash flow visibility, controls and forward-looking business advice. The value of the finance function is now measured not only by compliance and reporting accuracy, but also by how effectively it helps the business adapt.
“AI isn’t going to solve everything. There’s still a requirement for that analysis to be broken down and linked back to what it means for your business.”
On a recent Australia Accounting & Finance Market Update, Host Jacqui Fine, Senior Consultant, Accounting & Finance at people2people, was joined by Guest Leanne Allen, CFO at Sagle Constructions, to discuss how accounting and finance roles are evolving, what businesses now need from finance teams, and why adaptability is becoming one of the most important traits in the profession.
Reflecting on the first half of 2026, Leanne described a market shaped by strong business growth, particularly within the Adelaide construction sector. With a strong project pipeline ahead, resourcing decisions have become more strategic. It is not simply about adding headcount, but about finding people who bring the right technical capability, commercial mindset and cultural alignment. As she explained, preserving the “DNA” of the business remains critical when assessing new hires.
This is becoming more challenging as candidate pools tighten. While the accounting and finance market was expected to become steadier and more predictable, Leanne noted that quality candidates are becoming harder to secure. In Adelaide, where professional networks and relationships play a strong role, businesses are leaning heavily on referrals, connections and recruitment partners to reach the right people. The hiring process is increasingly about fit as much as function.
One of the biggest shifts in finance is the move from transactional reporting to broader business analysis. Leanne highlighted that finance teams are now expected to provide much more than “debits and credits”. Today’s finance professionals need to analyse data, explain what that analysis means and connect it back to business risk. This ability to interpret financial information through a commercial lens is becoming a key differentiator.
Automation and system improvements are also reshaping expectations. While technology and AI can improve existing processes, Leanne was clear that they cannot fix a process that is fundamentally broken. For finance teams, this means the human element remains essential. Professionals must be able to assess whether outputs are accurate, meaningful and relevant to the business. The strongest finance talent will be able to combine digital tools with judgement, context and practical interpretation.
Speed is another major theme. Finance teams are being asked to respond quickly to changing economic, geopolitical and operational conditions. Recent years have shown how quickly external events can affect business decisions, from interest rate movements to global conflict impacting shipping and supply chains. In this environment, finance teams must be robust enough to manage uncertainty, maintain strong controls and help boards understand both risks and mitigation strategies.
Looking ahead to the rest of 2026 and into 2027, adaptability will be a defining skill. Businesses will need accounting and finance professionals who can work with changing systems, evolving processes and fast-moving environments. For candidates, technical capability alone may not be enough. Employers will be looking for people who understand the pace of the business, are willing to adapt and can contribute to decision-making beyond the numbers.
For hiring managers, this means recruitment decisions need to consider mindset as well as experience. A candidate may have the right qualifications and systems knowledge, but they also need to be comfortable with change, pace and commercial complexity. For job seekers, the opportunity is clear. Those who can build strong analytical, communication, systems and risk-assessment skills will be better positioned to stand out in a competitive market.
What can accounting and finance teams do to stay ahead in 2026?
- Strengthen interpretation skills, not just reporting skills. Businesses need finance professionals who can explain what the numbers mean and what action should follow.
- Review processes before introducing AI or automation. Technology works best when it improves a process that is already clear, accurate and fit for purpose.
- Prioritise systems adaptability. Candidates who can learn new platforms and adjust to changing workflows will become increasingly valuable.
- Link analysis to risk. Finance teams should be able to identify potential impacts, controls and mitigation strategies.
- Hire for cultural and commercial fit. Technical skills matter, but long-term success also depends on mindset, pace and alignment with the business.
- Invest in continuous development. Upskilling in data, technology, communication and business partnering will help finance professionals remain relevant as expectations evolve.
