In the pandemic era, it was trendy for executives to say things like “We’re seeing 10 years of technological modernization in two years.” It was true – and it was five long years ago. We’re on another level today. Financial technology and processes are pushing boundaries.

What does it all mean?

Try this: Where will we find all the tech-savvy bankers and corporate accounting professionals the industry needs in the next few years alone? It’s a problem.

In a recent conversation with Louise Graham of the Institute of Financial Operations and Leadership (IFOL), the organization’s newly appointed COO and Head of Institute shared valuable perspectives on the B2B financial management landscape in 2025, and after.

With a track record of traversing sometimes radical operational shifts in finance and payments, Graham's unique insights illuminate pitfalls and prospects facing the sector.

One of the most significant trends she identifies is the growing need to upgrade finance operations roles for better outcomes. "There's a real opportunity to professionalize transaction processing and leadership in finance operations," Graham says.

This shift comes at a critical time when many organizations are struggling with the rapid pace of technological change and the need to be proactive about staffing for it.

The UK (where Graham is based) is seeing a widening gap in formal training for finance operations professionals, for example. While accounting and finance degrees provide theoretical knowledge, they tend to lack practical training in operational processes. IFOL aims to address this by offering specialized courses and certifications that prepare professionals for the realities of modern finance operations.

 

Staffing the Digital Back Office

The traditional back office is undergoing a profound transformation. Graham points out that as automation increases, the nature of work is changing dramatically.

"We're seeing a potential shortage of trained Transactional Finance professionals," she notes, highlighting how certain specialized skills are becoming scarce as roles change.

Accomplishing this requires a strategic approach to workforce development. Organizations need to invest in training that prepares staff not just for current technologies but for emerging ones as well.  

The back office is no longer simply about processing transactions—it's becoming a strategic center that requires a blend of technical expertise and business acumen.

 

Prepping for Payments Automation

Payments automation represents both an obstacle and a way around it for B2B financial operations. Graham emphasizes that proper preparation and integration are essential for successful implementation.

"You can't just automate payments without understanding the underlying processes and risks," she says. Organizations rushing to implement automation without adequate preparation often encounter unexpected complications.  

Graham recommends a thorough assessment of existing processes before implementing new technology. This review includes identifying potential bottlenecks, managing and cleansing vendor master data, and ensuring staff have the necessary skills to manage automated systems.

Many banks and corporates are also partnering with Payment Service Providers (PSPs) to access critical systems and offload the more complex aspects of payments automation.

 

The Role of AI in Business Payments

The adoption of generative AI in business payments is accelerating, but Graham warns against uncritical implementation. "There's a real concern about the misuse of generative AI and the importance of maintaining human oversight," she says.

While AI can significantly enhance efficiency and accuracy in payment processing, it also introduces new risks. Organizations need to develop clear governance frameworks for AI implementation, ensuring that humans remain in the loop for critical decisions.

The most effective approach combines AI's processing power with human judgment and expertise, according to Graham.

 

Fraud Prevention in the Digital Age

As digital transformation accelerates, fraud prevention has become increasingly complex. Graham highlights the importance of continuous training and awareness in combating sophisticated fraud attempts.  

"We've seen cases where even experienced professionals have nearly fallen victim to sophisticated fraud schemes," she says. "The human element remains crucial in spotting anomalies that automated systems might miss."

IFOL is responding with specialized courses and panels on fraud prevention. These resources help finance professionals stay ahead of emerging threats and develop the critical thinking skills needed to identify potential fraud.

To combat fraud in its many forms while excelling in modern finance operations, Graham says organizations should focus on:

  • Investing in continuous professional training and development for staff
  • Implementing robust governance frameworks for new technologies
  • Maintaining a balance between automation and human oversight
  • Developing specialized expertise in areas like fraud prevention
  • Building cross-functional teams that combine technical and business knowledge
  • Establishing strong data management practices

 

The Future of Finance Operations

Graham is among those who see finance operations professionals playing an ever more strategic role as technology advances. "As routine tasks become automated, finance operations professionals will need to develop higher-level analytical and decision-making skills," she says, echoing a growing body of opinion (and evidence) that this will require a new approach to talent development.

Organizations will need to invest in continuous learning opportunities that help staff adapt to changing technologies and business requirements. IFOL's mission aligns perfectly with this need, offering specialized training that prepares professionals for the future of finance operations.

The transformation of B2B financial operations is well underway. By investing in professional development, carefully managing technology implementation, and maintaining a balance between automation and human expertise, organizations can navigate this changing landscape successfully.  

As Graham says, "The future belongs to organizations that can blend technological innovation with human expertise." With the right approach to training and development, finance operations can turn back-office functions into a strategic business driver.

 Contact IFOL​​​​​​