By Brian Veloso, Managing Director at SAP Concur Canada
Review last year’s spending, approve new technology budget, evaluate the cascading global effects of geopolitical instability, mercurial trade policies, and recessionary drag stalling growth across virtually every market. Canadian finance leaders are facing unique economic headwinds as business confidence remains subdued and firms anticipate only modest sales growth in the coming year.
If you’re a finance leader in 2026, your to-do list probably looks more complex than it used to. While a volatile raft of external factors knocks at your door, internal challenges – from ensuring AI investments pay off, to filling the finance talent gap – can add to your role’s complexity. In times like these, we could all benefit from a moment to take stock and consider the best way forward.
With that in mind, here are three trends affecting the financial landscape in 2026 – and some accompanying advice for staying ahead of the curve.
- Data is proliferating – and it could drive cost savings
According to Statista, 527.5 zettabytes of data will be generated globally by 2029. Yet, SAP Concur research reveals that 57 per cent of chief financial officers (CFOs) still struggle with unpredictable economic conditions, supply constraints (40 per cent), and an increasing demand for forecasting agility (32 per cent).
While the breadth of information available to support business decisions is reaching new heights, it can only be helpful if it’s relevant, accurate, and well-organised enough to be discovered and actioned. A recent PwC Canada report found that while 72 per cent of Canadian business leaders prioritize responsible AI, more than a third lack dedicated governance structures to manage it effectively, underscoring both the potential and the risk of emerging tech.
More than half of Canadian CFOs and finance leaders are investing in advanced AI and analytics to counteract uncertainty and accelerate forecasting. Technologies that automate repetitive processes, such as expense reporting and risk assessment, are becoming table stakes.
You can drive greater impact with data by training employees in analysis techniques and by sourcing metrics from across the business to support scenario planning. Embrace the economic flux with a risk-taking mindset – don’t fear failure and don’t wait for perfect information before taking action. Look for early indicators of economic changes outside of finance. Also, integrated tools that deliver real-time data are essential.
- New plays for expansion will test CFOs’ growth appetite
As a finance leader, you’ve become accustomed to steering the organization through choppy waters. Canadian CEOs identify AI and reinvention as critical to future competitiveness, even amid caution about near‑term economic growth, with nearly all using AI in some capacity and many pursuing sector expansion.
Leading CFOs are focusing on transitioning the organization from a mindset of restriction to expansion, while building tech-fuelled teams to power growth in areas such as AI and automation.
To seize the growth opportunity, consider pivoting your focus to the following three areas. Firstly, adopt a value-centric cost strategy. Rather than reactive expense cuts, shift to a structured, lifecycle approach to cost analysis. By examining the entire value creation process, you can pinpoint inefficiencies and align spending with core business goals, freeing up resources for expansion.
Secondly, communicate your growth story. Share your big-picture vision for growth across the organization, reiterating the importance of cost control and how it can link to expansion. Take a strong cross-functional approach by partnering with stakeholders across the business.
And last but not least, take an “always on” stance on portfolio review. Though global merger and acquisitions (M&A) activity has been subdued, it’s turning upwards into 2026. Values tend to spike quickly when M&A revives, so you need the agility to move early and capitalise.
- A renewed drive to support young talent
Recent years have seen an attrition in junior talent across multiple skilled sectors. SAP Concur data reveals that nearly a third (30 per cent) of finance leaders view talent attraction, retention, or an ageing workforce as a top-three internal challenge.
As the market responds, expect to see a greater push to support, attract, and retain a young pipeline of finance talent through 2026. The top incentive that draws talent to the finance team, according to SAP Concur, is competitive pay and benefits, cited by 63%. That’s followed by clear paths for career growth (50 per cent), flexible work options (46 per cent), and access to leading tools and technologies (37 per cent).
In your hiring efforts, you can attract the next generation of finance professionals by increasing the level of autonomy on offer, encouraging participation and inclusion across all levels of the business, or providing robust training resources and modern tools to enable seamless work.
A marked commitment to investing in talent is another way to turn heads. Young professionals are particularly drawn to companies that map and explain how the learning and development opportunities they offer link to future career progression. After all, you can’t expect them to wait for older generations to retire before the opportunities trickle down – you have to give them the tools to make their own opportunities.
Data is expanding, growth opportunities are emerging, and the pipeline of hungry young talent is primed for success. It’s high time to champion intelligent ways of working that enhance data security, build financial visibility, and deliver a superior employee experience across your organization.
