For several years, finance leaders have spoken about digital transformation as something happening around them. The 2026 EY Ireland CFO Survey, which I coauthored with EY Consulting Partner Katie Burns, suggests that this has changed. Chief financial officers (CFOs) are no longer observers of transformation; they are increasingly owners of it.

Our findings point to a decisive shift in how finance functions are using technology, developing talent and positioning themselves for growth in a volatile global environment. From my experience, this sense of ownership matters for CFOs. It reflects a growing recognition that the finance function sits at the centre of enterprise decision making; not just as a source of financial insight, but as a driver of resilience, governance and long term value.

Nowhere is this clearer than in the rapid acceleration of artificial intelligence (AI) adoption. In the 2025 survey, just 12 percent of respondents said they were using AI in the finance function. This has now risen to 47 percent, with a further 59 percent of CFOs prioritising investment in AI, data and technology infrastructure in 2026.

Unsurprisingly, cost pressures continue to play a role in this acceleration. Automation remains a primary driver, helping finance teams streamline manual processes, improve risk management and enhance fraud detection.

However, CFOs are increasingly focused on the higher-value applications of AI. Many are using advanced analytics and AI-enabled tools to support scenario planning by incorporating real-time data and external variables to model multiple outcomes and provide clearer options to decision makers.

At a time when uncertainty remains high, this ability to stress test key assumptions and potential outcomes in real-time delivers real strategic advantage.

When CFOs talk about what keeps them awake at night, regulatory and compliance pressures now top the list. According to our survey, one in five cite the expanding regulatory burden as their greatest concern, reflecting the growing complexity of requirements spanning General Data Protection Regulation, the Digital Services Act, NIS2, Base Erosion and Profit Shifting Pillar Two and the Corporate Sustainability Reporting Directive.

On the other hand, the human element is still front of mind for CFOs. Sixty percent of respondents cite investment in talent and upskilling as a key priority for driving growth.

As AI adoption accelerates, the role of the finance professional is evolving rapidly, with greater emphasis on digital fluency, analytical capability and strategic judgement. There is little to be gained from stalling AI adoption out of concern for disruption.

Instead, CFOs have a critical role to play in creating space for learning and recognising progress as new tools and ways of working are embedded. While upskilling will inevitably present challenges, acknowledging the human side of this transition and actively supporting people through it is essential to realising the full value of AI in finance.

Despite significant geopolitical upheaval over the past year, confidence in growth prospects remains remarkably strong. Ninety-four percent of CFOs and finance leaders surveyed expect growth this year, averaging nine percent.

While our research was conducted before the most recent outbreak of conflict in the Middle East, this optimism suggests a belief in the resilience of Irish organisations and their ability to adapt to ongoing uncertainty, ranging from tariffs and energy costs to broader geopolitical risks.

In terms of barriers to scaling AI, cyber and data privacy concerns topped the list for CFOs ahead of budget constraints and unclear return on investment or business cases. While this points to a welcome awareness of heightened cyber risk, the challenge now lies in preparedness. Many organisations have yet to embed robust cyber resilience planning, including simulating attacks and stress testing response plans, an area that will become increasingly critical as AI adoption scales.

What emerges clearly from this year’s survey is that the role of the CFO is expanding at pace. Finance leaders are no longer simply stewards of financial performance; they are increasingly custodians of digital trust, organisational capability and long term resilience. This aligns with wider research across the profession, which consistently shows CFO skill requirements shifting towards greater strategic influence, data-driven decision-making and cross-functional leadership.

AI adoption, cyber preparedness and skills development are now inseparable from core financial leadership. The challenge ahead is not whether CFOs will engage with these issues, but how decisively they act.

Those who translate today’s optimism into sustained investment, robust governance and continuous upskilling will be best placed to lead their organisations through what remains a volatile and uncertain global environment.

VICKIE WALL IS FINANCIAL ACCOUNTING ADVISORY SERVICES LEADER AT EY IRELAND