Building the baseline for AI transformation

Airwallex began transforming its CFO organization by mapping nearly 600 Finance and Corporate Development tasks, about 80% of which recur, to identify time demands, process bottlenecks, and automation opportunities. Controllership emerged as the largest user of Finance hours, with month-end throughput identified as a critical priority because delays in its interdependent closing process can affect the entire reporting cycle; automation is intended to free regional controllers for more judgment-based local work. The tax team is standardizing financial-data collection and reconciliation across more than 25 countries while building a centralized filing hub expected to reduce outsourcing costs by roughly $1 million annually. Treasury has automated many daily, repetitive activities such as forecasting alerts, rebalancing, and foreign exchange tasks, aiming to increase capacity for liquidity optimization and forecasting, while FP&A is using AI to reconcile inconsistent budget inputs and accelerate forecasting so staff can focus on analysis. Based on the assessment, the company has created team-specific AI roadmaps containing around 100 projects, including solutions developed by employees, and plans to track progress through leadership accountability and efficiency-focused objectives.

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