Key Takeaways:
• 89% of finance leaders see themselves as strategic advisors, but 70% say legacy systems limit their impact
• 93% prioritize AI adoption, yet 79% still rely on manual workflows, especially reconciliation
• Order-to-cash (O2C) ownership is fragmented, with only 56% of SaaS companies reporting finance-led control
• Legacy tools can’t support complex pricing or hybrid revenue models, constraining business innovation
• Real change requires unified platforms, finance-owned billing systems, and a shift in finance culture
A new research report from Zuora paints a revealing picture of the modern finance function: empowered in name, but still constrained by the tools and workflows of the past. Titled “Modern Finance Leader: How Technology Gaps Are Limiting Strategic Impact and Business Model Innovation,” the report draws insights from over 900 senior finance leaders in North America and Europe, with a special emphasis on SaaS firms whose dynamic pricing models often stretch operational systems to their limits.
The message is clear—finance teams want to play a larger strategic role, but many are stuck fighting tactical fires.
Finance Wants Strategy, but Faces System Friction
The role of the CFO and senior finance leaders has evolved. Nearly 9 in 10 respondents (89%) say they’re expected to serve as strategic advisors. But 70% report that their current systems actively hinder strategic execution. In the SaaS space, where operational complexity runs high, that number jumps to 92%.
This tension between expectations and tools leads to overloaded teams. Most finance departments still spend the bulk of their time on repetitive tasks like reconciliations, manual journal entries, and report assembly. In SaaS, 100% of leaders say these tasks take time away from more meaningful strategic work, and 42% say this happens often.
The AI Ambition Meets Operational Reality
Artificial intelligence features prominently in leaders’ plans. A full 93% of survey participants list AI-enabled technology as a top priority, and 61% of SaaS respondents say AI fluency is one of the most important hiring criteria for finance teams.
But adoption lags. Nearly 80% of finance teams still spend significant time on manual operations. Among SaaS firms, 97% say reconciliations—something AI could automate—remain a persistent blocker. The enthusiasm for AI is real, but without system modernization, its benefits are unlikely to be fully realized.
“The most innovative companies are rethinking order-to-cash, and CFOs can no longer take a backseat,” said Todd McElhatton, Chief Operating and Financial Officer at Zuora. “Without clear ownership of this process, finance teams are too often held back, unable to experiment with pricing changes or launch new offerings as rapidly as the market demands. The right systems and a strong partnership with IT will enable CFOs to drive a more strategic organization, ultimately capturing new growth.”
Order-to-Cash Ownership Is a Bottleneck
Order-to-cash (O2C) processes—from quoting and contracting to invoicing and revenue recognition—are essential to scaling recurring and usage-based business models. Yet 82% of finance leaders say ownership of O2C is fragmented across teams, leading to delays and disjointed decision-making.
In SaaS companies, only 56% say finance owns O2C processes. IT teams often control the systems, meaning even simple changes to pricing logic or contract terms require engineering time. That misalignment has a cost: 94% of SaaS finance leaders say this setup delays deal approvals for nonstandard contracts, and some report lost revenue from canceled deals when systems couldn’t keep up.
Zuora argues that the fix isn’t just integration—it’s governance. Finance, not engineering, should own billing and O2C operations. The current state reflects legacy thinking in how systems are built and operated. Without clarity in ownership, even the most flexible platform can become a bottleneck.
Legacy Systems Block Innovation
Modern business models require modern systems. Finance leaders widely report that their current platforms can’t keep pace with pricing innovation or hybrid billing models.
Across all respondents, 74% say their systems can’t support complex pricing structures. In SaaS, that number rises to 97%. Hybrid revenue models—such as combining subscriptions with usage or one-time services—are even harder to handle. More than 80% of companies struggle to forecast accurately in this environment, and 95% say revenue recognition under these models is difficult.
These shortcomings aren’t just operational—they limit the company’s ability to launch new offerings, respond to market shifts, or scale effectively.
What Needs to Change
Zuora’s report outlines three major areas where finance organizations can act now:
1. Unify the tech stack: Fragmented systems create redundant work and reporting mismatches. Integrated, finance-first platforms offer better data consistency, faster close cycles, and improved forecasting.
2. Shift ownership: Giving finance control over billing and O2C enables faster iteration on pricing models, fewer delays from cross-team dependencies, and better alignment with strategic goals.
3. Modernize the culture: Today’s finance leaders need teams who are not just technically fluent, but also comfortable navigating AI, automation, and data-driven decision-making. This means investing in training, tools, and cross-functional collaboration.
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Aside from his role as CEO of TMC and chairman of ITEXPO #TECHSUPERSHOW Feb 10-12, 2026, Rich Tehrani is CEO of RT Advisors and a Registered Representative (investment banker) with and offering securities through Four Points Capital Partners LLC (Four Points) (Member FINRA/SIPC). He handles capital/debt raises as well as M&A. RT Advisors is not owned by Four Points.
The above is not an endorsement or recommendation to buy/sell any security or sector mentioned. No companies mentioned above are current or past clients of RT Advisors.
The views and opinions expressed above are those of the participants. While believed to be reliable, the information has not been independently verified for accuracy. Any broad, general statements made herein are provided for context only and should not be construed as exhaustive or universally applicable.
Portions of this article may have been developed with the assistance of artificial intelligence, which may have contributed to ideation, content generation, factual review, or editing
