In a rapidly evolving landscape, companies are set to advance their artificial intelligence initiatives in 2026, transitioning from mere investment to a focus on the returns those investments yield. Harminder Sehmi, CFO of edge computing solutions provider Blaize, emphasized the crucial role of CFOs in these discussions, stating, “we are the ones tasked with looking after the return on capital.”
Sehmi underscored the importance of CFOs engaging with CIOs, IT professionals, and business development teams to effectively implement AI. He remarked in an interview with CFO Dive, “any CFO now who is not actively engaged… really needs to get up to speed, because they have to be a key decision maker.”
Over the past year, CFOs have paid close attention to AI, viewing it as a solution to talent shortages and a means to enhance their finance teams’ capabilities. Sehmi noted that involving finance early in business decision-making “helps it go through faster.” However, as AI becomes more integrated into both internal and external processes, leadership faces the challenge of ensuring efficiency concerning use cases and costs.
For businesses, particularly those in retail, cloud services, or smart city sectors, Sehmi highlighted the necessity of asking, “how do I get my product, my services, out to customers who want real business outcomes?” He pointed out that Blaize offers AI-enabled solutions aimed at reducing computing costs.
CFOs must closely monitor capital expenditures and operating expenses associated with AI technology while ensuring the right tools are used for appropriate tasks. Sehmi provided an analogy comparing GPUs—essential for many AI services—to a luxury sports car. “You can drive a Ferrari down a fast track because it’s designed for that job,” he explained, “but a different, smaller vehicle designed for grocery runs is much more cost-effective.”
Sehmi also warned CFOs to avoid falling into detrimental habits regarding AI usage within their finance teams. He emphasized that foundational financial skills and experience remain critical. “Our value is the collection of our experiences,” he stated, “and our job is to train the next group of leaders and experts.” He expressed concern that reliance on AI might lead to complacency, reducing the need for new hires in finance roles.
The implications of this trend could pose future challenges. In five to ten years, there may be a shortage of skilled talent across industries, including finance. Sehmi advocated for maintaining a strong emphasis on traditional financial skills. He recounted his own experience of learning basic calculations without machines for the “sniff test,” which helps finance professionals validate AI-generated outputs.
Encouraging his team to utilize generative AI as a learning tool, Sehmi advised against blindly accepting AI’s answers. “You say, ‘Okay, that’s a very good start. I haven’t quite thought of that. Let me go validate,’” he remarked, emphasizing the importance of critical thinking alongside technological advancements.
As companies continue to navigate the complexities of AI integration and its impacts, the role of CFOs will remain pivotal in steering outcome-driven strategies. Ensuring a balance between embracing innovation and maintaining core financial skills will be crucial for future success in an increasingly automated world.
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