55% of CFOs cite AI talent as top challenge

CFOs are prioritising digital capability building over traditional financial concerns as rapid technological change and market volatility reshape the finance function, according to new research from Gartner.

A survey of 100 CFOs conducted between January and February 2026 finds that 55% identify acquiring and developing AI and digital talent as their most urgent priority over the next six months, making it the single biggest near-term challenge for finance teams. This is followed by responding to unpredictable market conditions (48%) and driving cross-functional execution against business strategy (47%).

The findings suggest that finance leaders are increasingly focused on internal capability gaps at a time when external conditions remain highly unstable.

“CFOs are having to manage through levels of change and volatility that just seem to be accelerating each year: whether it's technology, society, geopolitics or macroeconomics – it’s hard to find stability,” says Mallory Bulman, senior director analyst in the Gartner Finance practice.

Alongside talent shortages and volatility, 42% of respondents highlight sustaining workforce performance in a high-change environment as a key concern, while the same proportion cite the need to align finance, technology and AI strategies more effectively.

The prominence of these challenges points to a finance function under pressure to evolve structurally, rather than simply respond to short-term financial pressures.

Gartner’s data indicates that the difficulty of sourcing specialist talent is pushing organisations to rethink how they build digital capabilities. “CFOs will find hiring AI and digital talent to meet their top challenge is not easy and it’s expensive,” Bulman says. “In the near term, they should focus on upskilling their existing workforce to close digital capability gaps and drive more value from the tools they already own.”

This shift towards internal capability building reflects a broader transformation in the role of finance. Rather than relying solely on external hiring, CFOs are being encouraged to develop structured approaches to AI literacy across their teams, covering areas such as foundational knowledge, governance and practical application.

At the same time, the survey highlights the limits of traditional approaches to managing uncertainty. With nearly half of respondents citing unpredictable market conditions as a top priority, static scenario planning models are increasingly seen as insufficient in environments characterised by rapid and frequent external shocks.

Instead, finance teams are moving towards more adaptive planning frameworks, incorporating both internal and external drivers and using technology to simulate a wider range of outcomes. This approach is intended to enable faster responses to changing conditions and reduce the lag between analysis and action.

The emphasis on cross-functional execution also reflects the growing expectation that finance plays a central role in delivering enterprise strategy. With 47% of CFOs prioritising this area, there is increasing pressure to link financial decision-making more closely to operational and strategic outcomes, including the impact of technology investments.

Together, the findings point to a shift in focus for CFOs, from managing financial performance in isolation to building the capabilities needed to operate in a more complex, technology-driven environment. While the survey was conducted before recent geopolitical developments, the backdrop of ongoing global disruption continues to reinforce the need for finance teams to balance internal transformation with external responsiveness.

 

Iran war delays rate cuts as inflation risks rise

Short-term interest rate expectations have shifted sharply since the outbreak of war in Iran, as investors reassess how central banks will respond to a renewed energy-driven inflation shock. According to Goldman Sachs Research, markets are now pricing in a more cautious policy path, reflecting concerns that higher oil and gas prices will limit the scope for rate cuts in 2026. Front-end rate expectations have risen notably, with end-2026 policy rate pricing increasing by 63 basis points (bps) in the UK, 50 bps in the euro area, 40 bps in the US, 39 bps in Canada and 31 bps in Australia since the start of the conflict.

This repricing is already feeding into Goldman Sachs’ own forecasts. The bank’s economists have pushed back expected rate cuts in the US from June and September to September and December, while in the UK, earlier expectations for cuts in March, June and September have been removed entirely. In China, anticipated easing has been reduced from two cuts to a single move in the third quarter, while the eurozone outlook remains unchanged with no cuts expected.

The shift reflects growing sensitivity among policymakers to inflation risks following the post-pandemic experience, when supply shocks triggered a prolonged surge in prices.

“The energy-price shock from Iran is indeed likely to prompt some caution from central banks,” says Joseph Briggs, who co-leads the global economics team in Goldman Sachs Research. “A key difference between 2021-2022 and today is that today’s shock is more narrowly concentrated in the energy sector, whereas the energy price increases in 2022 were only one aspect of a much broader global supply chain crisis and inflation surge.”

Goldman Sachs estimates that higher energy prices linked to the conflict could reduce global GDP by 0.3% and increase headline inflation by 0.5-0.6 percentage points over the next year, with a more modest 0.1-0.2 percentage point rise in core inflation. As a result, global growth is now expected to average 2.6% in 2026, down from 2.9% prior to the war, while headline inflation is projected at 2.9% year-on-year, compared with 2.3% previously.

The impact is expected to be uneven across regions. A parallel rise in natural gas prices is likely to create additional cost pressures in Europe and parts of Asia, while risks remain skewed to the upside if disruption to energy flows persists, particularly if the Strait of Hormuz remains closed.

However, Goldman Sachs argues that the broader economic fallout may be more contained than during the 2021-2022 supply chain crisis. Non-energy trade exposure to the Middle East remains limited, accounting for around 1% of global trade, and current evidence suggests that shipping disruptions are not escalating in the same way as during the pandemic.

Ocean freight costs have not risen materially, while increases in air freight prices, though significant in some corridors, are estimated to add only around 3-5 bps to global inflation. Similarly, price increases in affected chemical and metal markets are expected to contribute approximately 0.1 percentage points to headline inflation, indicating limited spillover beyond the energy sector.

Even so, policymakers remain alert to the risk of second-round effects, where higher energy prices feed through into wages and broader pricing behaviour. These dynamics, rather than the initial shock itself, are seen as the key determinant of how long inflationary pressures persist and, by extension, how quickly central banks can ease policy.

For now, the combination of higher energy costs and lingering inflation sensitivity appears to be enough to delay the expected pivot towards lower rates, reinforcing the view that monetary policy will remain tighter for longer than previously anticipated.

 

Corporates turn to partners as digital asset adoption accelerates

Corporates are moving cautiously but deliberately into digital assets, prioritising partnerships and treasury-focused use cases as adoption gathers pace across financial services, according to research from Ripple. The survey of more than 1,000 global finance leaders finds that 72% believe offering digital asset solutions is now necessary to remain competitive, signalling growing pressure on corporates to define a clear strategy.

Stablecoins are emerging as the most relevant entry point for corporate treasury teams. Across all respondents, 74% say stablecoins can improve cash flow efficiency and unlock trapped working capital, highlighting their potential role beyond payments and into liquidity management. This aligns with a broader shift towards using digital assets to optimise treasury operations rather than purely for transactional purposes.

However, corporates are taking a markedly different approach to implementation compared with other sectors. While fintechs continue to lead adoption, corporates are far more reliant on external providers. Just 14% of corporates favour building their own digital asset solutions, compared with 47% of fintechs, while 74% of corporates plan to work with partners to deliver required capabilities.

This preference reflects both capability gaps and risk considerations. Among corporates, 71% favour working with a single infrastructure provider offering an integrated solution, a higher proportion than in other segments. The data suggests that firms are prioritising simplicity and control as they navigate a complex and evolving ecosystem.

Security and governance concerns remain central to decision-making. Across all respondents, 97% identify certifications such as ISO and SOC II as important or very important when selecting partners, while 88% highlight the need for strong post-integration technical support. Industry experience (80%) and financial strength (79%) are also key factors.

For corporates specifically, regulatory clarity and compliance appear to be significant barriers. Across the broader sample, 40% cite regulatory uncertainty as a primary concern, followed by security and safekeeping (37%), compliance requirements (30%), and price volatility (29%). These considerations are shaping how corporates approach digital asset adoption, with many opting to avoid direct exposure where possible.

This is particularly evident in attitudes towards custody. Among firms exploring stablecoin payments or collections, 57% want partners that provide integrated custody, orchestration and compliance services, allowing them to avoid holding digital assets directly on their balance sheets.

By contrast, fintechs are already deploying digital assets across multiple use cases. 31% report using stablecoins to collect payments and 29% accept them directly, underlining a more advanced stage of adoption that provides context for corporate strategies.

Overall, the findings point to a corporate segment that recognises the strategic importance of digital assets but remains focused on controlled, partner-led implementation. As infrastructure matures and regulatory frameworks develop, this approach is likely to shape how treasury teams integrate digital assets into core financial operations.

 

COFCO secures US$435m sustainability-linked facility

Standard Chartered and COFCO International have closed a US$435m sustainability-linked revolving credit facilitytied to social and resilience targets in agricultural supply chains, marking a shift in how sustainability financing is being structured in the sector. The transaction is positioned as the first publicly disclosed sustainability-linked loan in South America’s agriculture sector focused entirely on social and resilience outcomes, rather than traditional environmental metrics such as emissions reduction.

The facility links financing terms to two externally verified key performance indicators. These include increasing volumes of grains and oilseeds certified under recognised responsible agriculture standards, and strengthening supplier due diligence and labour safeguards across Brazilian soy and corn supply chains.

This approach reflects a broader evolution in sustainable finance, where structures are expanding beyond climate-focused targets to address social risks and supply chain resilience. In agriculture, these issues are becoming more prominent as companies face growing scrutiny over sourcing practices, labour standards and exposure to climate-related disruption.

South America remains a critical region for global food and feed supply, but its agricultural supply chains are increasingly exposed to both environmental volatility and social risk factors. As a result, financing structures are beginning to incorporate metrics that go beyond production and emissions to capture the broader sustainability profile of supply chains.

For corporates, the use of sustainability-linked financing tied to operational performance is becoming more closely integrated with treasury and funding strategies. “This facility represents the deep integration of our sustainability goals with corporate financial management, reinforcing our long-standing commitment to responsible sourcing and supply chain safeguards across key origination markets,” says Helen Song, chief financial officer at COFCO International.

“By linking financing to measurable progress in certified sourcing and supplier due diligence, the structure supports the continued expansion of responsible and certified sustainable agricultural supply chains and improved market access for producers.”

The deal also highlights the increasing role of supply chain data and verification in sustainable finance structures. Performance against the agreed KPIs will be externally assessed, with pricing adjustments linked to progress. More broadly, the transaction signals continued development in sustainability-linked lending, particularly in sectors where environmental, social and governance risks are closely tied to operational performance. For agricultural traders and producers, aligning financing with supply chain practices is becoming an increasingly important component of accessing capital and maintaining market access.

 

Visa targets legacy systems with new authorisation platform

Visa has launched a new payment processing capability in Europe aimed at helping acquirers modernise legacy authorisation systems as transaction volumes and complexity continue to rise. The service, Visa Intelligent Authorisation (VIA), is designed to allow banks and payment processors to manage transactions across multiple card networks through a single integration. The rollout includes partnerships with several European acquirers, including Comercia Global Payments, Elavon, Fiserv, UNICRE and Worldline.

The launch reflects growing pressure on payment infrastructure as digital commerce expands. Authorisation systems, which process real-time approvals and declines, are increasingly strained by higher transaction volumes and more complex data requirements. Legacy platforms can contribute to higher decline rates and limit the ability to support newer payment types.

Visa reports that its new platform delivers 99.999% uptime globally and achieves an average approval rate of 96.3%, positioning it as a high-availability alternative to existing systems. The platform also uses machine learning to analyse transaction data in real time and optimise routing decisions based on network rules and regional requirements.

The shift comes as payment behaviour continues to evolve rapidly across Europe. According to Visa data, mobile payments now account for 59% of all e-commerce transactions in the region, with this share expected to rise to 75% by 2030. This growth is increasing demand for more flexible and scalable processing infrastructure capable of supporting a wider range of payment methods.

Beyond handling higher volumes, modern authorisation systems are also expected to support emerging use cases, including digital wallets, stablecoins and new forms of digital commerce. These developments are placing additional strain on legacy acquiring systems that were not designed for current transaction patterns.

VIA is intended to address these challenges by providing a unified processing layer that can operate either as a primary platform or alongside existing infrastructure. The system also offers near real-time visibility into authorisation outcomes, as well as tools for risk monitoring and compliance management.

The broader trend highlights a shift in focus among payment providers and acquirers towards infrastructure resilience and adaptability. As transaction flows become more complex and geographically dispersed, the ability to process payments efficiently while maintaining high approval rates is becoming a key competitive factor.

The rollout of VIA in Europe suggests that modernising authorisation systems is emerging as a priority area, particularly as digital commerce growth continues to outpace the capabilities of traditional payment processing architectures.

 

JPMorgan expands virtual B2B cards into Europe

J.P. Morgan Payments is expanding its virtual card offering into Europe, extending a product that has been widely used in North America to support corporate payments and working capital management. The rollout, delivered in collaboration with Mastercard, gives European corporates access to virtual B2B card capabilities designed to automate payment processes and improve reconciliation. The move reflects continued growth in digital payment tools aimed at streamlining accounts payable and supplier transactions.

Virtual cards are increasingly being used by corporates to replace traditional payment methods, particularly in sectors with complex supplier networks. The expansion targets industries such as insurance, healthcare, travel and commercial real estate, where high volumes of supplier payments can create operational challenges.

One of the initial focus areas is the wholesale travel sector, where online travel agencies (OTAs) manage payments to a wide range of global suppliers, including airlines, hotels and car rental providers. These transactions often involve multiple currencies, counterparties and settlement timelines, creating administrative complexity.

Virtual cards in this context support faster payment execution while generating richer transaction data, enabling improved reconciliation and visibility across supplier payments. This aligns with broader corporate priorities around cash flow management and operational efficiency.

Alongside this, the solution integrates Mastercard’s B2B Supplier Enablement and Activation Service, which is designed to support onboarding and acceptance among suppliers. Expanding supplier acceptance remains a key challenge in scaling virtual card programmes, particularly in cross-border environments where adoption levels vary.

In Europe, the rollout builds on J.P. Morgan Payments’ existing position in the commercial card market, where virtual cards have gained traction as part of wider digitisation efforts in corporate payments. For treasury teams, the ability to automate payment creation and match transactions with underlying invoices is increasingly seen as a way to reduce manual processes and improve control.

 

81% of UK SMEs miss growth due to funding gaps

A majority of UK SMEs are missing growth opportunities due to limited access to finance, despite strong demand for funding and improving business confidence, according to research from Lovey. The survey of 504 SME owners finds that 81% missed business opportunities in 2025 due to a lack of finance, highlighting ongoing constraints in the UK’s funding landscape. This comes despite 82% of SMEs applying for external finance during the year, suggesting that demand for funding is not being fully met.

While financial pressures remain, sentiment among SMEs is relatively positive. 77% of business owners say they feel confident about their performance in 2026, and 71% expect to seek external finance over the coming year. This points to continued reliance on borrowing to support investment and expansion.

However, structural challenges persist. SMEs identify tax burden (25%) and rising costs (24%) as the main barriers to growth, with cash flow constraints limiting their ability to act on new opportunities. The data indicates that even when businesses are willing to invest, access to timely funding remains a key bottleneck.

The impact is particularly pronounced among smaller firms. Among SMEs with revenues between £500k and £1m, 87% report missing multiple opportunities, compared with 82% of those with revenues between £250k and £500k, suggesting that funding constraints are widespread across the segment.

Demand for finance also varies by sector. Hospitality firms show the highest appetite, with 89% expecting to seek funding in 2026, followed by manufacturing (71%), retail (66%) and construction (56%). These differences reflect varying capital requirements and exposure to cost pressures across industries.

Regional disparities are also evident. In the East Midlands, 96% of SMEs report missing at least one opportunity due to lack of finance, followed by Wales (94%) and London (91%), indicating uneven access to funding across the UK.

Alongside demand for funding, SMEs are also signalling preferences for how finance is delivered. 27% prioritise digital loan applications, while 20% highlight flexible repayment terms as important features. At the same time, 83% say they are comfortable with AI-supported lending when combined with human oversight, suggesting growing acceptance of technology-driven credit processes.

 

Metro Bank expands FX offering with forwards service

Metro Bank has introduced an FX forwards service for its corporate and commercial customers, expanding its foreign exchange capabilities as businesses look for greater certainty in managing currency risk. Designed to support firms trading internationally, the offering allows companies to lock in exchange rates for future transactions, helping to reduce exposure to currency volatility. This can improve visibility over future cash flows and support more accurate financial planning.

For many corporates, FX forwards are a core risk management tool. Fixing rates in advance enables businesses to protect margins and manage costs more effectively, particularly in periods of heightened market uncertainty or fluctuating exchange rates.

Demand for these tools has been rising as UK firms face ongoing volatility in currency markets. Against this backdrop, Metro Bank’s expansion reflects a broader push by lenders to provide more sophisticated FX solutions within existing banking relationships, allowing clients to manage both spot and forward transactions in one place.

Delivery of the service combines digital functionality with relationship-led support. The platform is powered by Equals Money, providing the underlying infrastructure and FX expertise, while Metro Bank continues to manage client relationships through its corporate banking teams.

Partnership models such as this are becoming more common across the banking sector. Rather than building specialist capabilities internally, banks are increasingly working with fintech providers to accelerate product development and expand their service offering.

From a treasury perspective, access to FX forwards adds another layer of control for businesses operating across multiple currencies. As international trade grows more complex, the ability to hedge exposures and plan ahead is becoming an essential part of day-to-day financial management.