THE FINANCE CHIEF INTERVIEW in the strategic decisions the company takes.” He asks:“ How can we participate? By guaranteeing the viability, profitability and value created through those systems and controls, but at the same time, understanding the consequences of the decisions we take.” Ultimately, this is because business decisions made at the top filter down to be felt at every single level on their way to the bottom. Rafael notes that:“ One of the issues that many big companies have is that management sometimes doesn’ t really understand the full impact of their decisions, because they are focused specifically on one function or a very specific activity.“ They may miss the downstream effects of what they have decided because they didn’ t take into account other elements that were not properly perceived or identified, but will ultimately have an impact.”
What do we talk about when we talk about AI Making up the majority of business headlines, AI has made a home in every company strategy, acting as a starting point for some and a booster for others. AI in its use has evolved from automation to what is termed“ transformational” by Rafael. Explaining that using AI is part of an ongoing evolution of the CFO, he says that“ CFOs need to look forward. I am already thinking about how the finance function is going to be transformed in five years.” AI can be used for short-term or longerterm tasks. Rafael says the Radisson has already identified more than 50 specific initiatives for AI to transform activities that are transactional, actively analysing technology to see what will help in those areas. Long-term uses require more thought, prompting questions around value and long-term efficiency in the business. Is it what’ s needed right now?
46 July 2026