CFOs in the Middle East are facing increased pressure from boards to optimise systems, and many feel the dual pressure to deliver both efficiency and trust for the organisations, according to a report from PwC.
The report, The Rise of the AI-Enabled CFO in the Middle East, found that finance chiefs are preparing to act as both “generators” and “guardians” of digital transformation, as growing market uncertainty drives the region’s demand for more resilient financial models.
“In a region shaped by oil price swings, shifting tax regimes, and rapid regulatory change, this pivot from process to insight is no longer optional but essential,” the report said. “For CFOs, the expectation is moving towards being a strategist and risk navigator who can use AI-driven insights to inform investment decisions, capital allocation, and business resilience strategies. The finance function becomes not just a recorder of value, but a generator of it.”
This push from the top is accelerating adoption. Eighty-eight per cent of CEOs adopted generative AI in the past 12 months. This was well ahead of global peers, the report said, and 70% expect it to boost profitability in the year ahead. “This momentum makes finance not just a user of AI, but a benchmark for how the technology can reinforce credibility and resilience across the wider economy,” the report said.
Further, 80% of organisations in the Middle East plan to increase their cyber budgets, compared with 50% globally. Nearly a quarter of organisations reported data breaches in the past year, and the Middle East now ranks second globally in average cost per incident. This means that leaders in the region are tasked to strike the right balance between innovation and governance, where speed never outpaces control.
Skill shortages, regulatory uncertainty, and poor data quality are some of the key challenges that could widen the gap between demand and delivery, the report said. As demand from the boardroom grows, fragmented legacy systems and siloed business units hold organisations back from enterprise-wide AI integration.
When it comes to effective change management, driving a shift in culture and mindset will be as important for these leaders as technical implementation, the report said.
“Historically, Middle East finance teams were measured by efficiency — closing books quickly, ensuring compliance, and producing reliable reports. AI is extending this mandate,” the report said. “But with that comes a heightened responsibility to ensure technology amplifies human judgement, rather than eroding it.”
Other key recommendations from the report:
Invest in governance. Build trusted AI foundations to ensure tools are explainable, fair, and compliant with both local and international standards.
Empower talent with new skills. “Equip finance teams to work alongside AI by interpreting results, challenging models, and applying professional scepticism,” the report said. “Partnerships with universities, regulators, and training providers … can accelerate this capability.”
Expand the scope of the CFO. Pilot AI responsibly in finance to demonstrate value and set an example for other functions; shape strategy; engage stakeholders; and strengthen credibility in capital markets and communities.
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