Finance transformation in banking is changing quickly.
For years, most programmes were centred around digitisation, ERP upgrades, cloud, data platforms and process automation. That’s still happening, of course. But what I’m seeing now is a much bigger shift.
Banks across APAC are starting to look at Finance as something that can become far more real-time, data-led, automated and AI-enabled. And that changes the hiring picture too.
AI is getting the headlines, but it’s not the whole story
AI is obviously the hot topic. According to Wolters Kluwer’s 2026 Future Ready CFO research, 83% of APAC CFOs see AI adoption as a key force reshaping Finance.
But you can’t just drop AI on top of messy data and old processes and hope for the best. Before banks can really scale AI in Finance, they still need the basics in place: clean data, proper controls, clear ownership, good lineage and modern platforms.
That’s why I think some of the biggest hiring demand over the next couple of years will sit in the space between Finance, Data, Technology and Change. That crossover is becoming really important.
Where I expect demand to be strongest
There are a few areas that keep coming up again and again.
AI and Agentic Finance is the obvious one. We’re talking forecasting, reconciliations, journals, variance analysis, reporting and CFO copilots. Then there’s Finance Data Transformation. Banks are still investing heavily in enterprise data models, governed Finance data, data quality and better reporting environments.
Regulatory Reporting is another big area. There’s still a lot of manual work in the system, and AI
adoption here is actually quite early. A 2026 Risk.net survey found that only 8% of APAC banks were already using AI for regulatory reporting.
We’re also seeing more focus on FP&A, EPM, controllership, capital and balance sheet transformation, alongside ERP and Finance technology modernisation.
And then there’s the operating model piece. Banks are asking: what should sit locally, what should sit regionally, what can be moved into a shared service model, and what can be automated altogether?
That question is going to create just as much hiring demand as the tech itself.
The talent profile is changing
This is the bit I find most interesting. Traditionally, people were often put into fairly neat boxes. You were a Finance SME. Or a programme manager. Or a data specialist. Or a technologist. Those lines are getting blurred.
The strongest candidates now are usually the ones who can join the dots. They understand Finance, but they also get data. They know how transformation works, but they can also speak to Technology and Risk. They understand controls, regulation and operating models, not just project delivery.
In short, hybrid profiles are becoming more valuable.
I don’t think that means everyone suddenly needs to become an AI specialist. But I do think Finance transformation professionals need to become much more comfortable with data, automation and new ways of working.
What happens to the jobs?
There’s a lot of nervousness around AI and job losses. Some of that is fair.
Routine processing, manual reconciliations, repetitive reporting and basic data gathering are all going to come under pressure. But I don’t see that as the whole picture. What changes is the type of work people do.
More time will be spent on exceptions, judgement, decision-making, governance, interpretation and solving complex problems.
So yes, some roles will shrink, but others will become more valuable. The people who can understand what the technology is doing, challenge it, control it and turn the output into something useful for the business will still be in high demand.
APAC won’t move at the same pace
Another point worth making is that APAC isn’t one market. Singapore will continue to be a major regional hub, particularly across Finance transformation, Treasury, Data and AI.
India is becoming increasingly important too, not just as a lower-cost delivery centre, but as a genuine Finance transformation and capability hub.
Australia has its own priorities around capital, liquidity, regulatory reporting and Finance-Risk integration.
Hong Kong remains strong across Markets, Wealth and regional Finance roles, while Japan and Korea continue to invest in automation, ERP modernisation and standardisation.
So when banks think about workforce planning, they really need to look at the region as a whole, not just one country at a time.
Cost pressure is part of this too
None of this is happening in isolation. Banks are also under pressure to reduce cost.
KPMG’s global banking transformation research found that 53% of banking leaders expect to reduce costs by at least 10% by 2030.
That doesn’t mean everything gets cut. What it usually means is that banks are being pushed to rethink where work is done, how it’s delivered and where people add the most value.
That’s why I think the real story here isn’t simply “AI replaces jobs”. It’s much more about work being redesigned.
What I’d be thinking about now
If I were running a major Finance transformation programme today, I’d be asking a few simple questions.
Do we have the right data foundation?
Are our processes actually ready to be automated?
Do we know where AI can add measurable value?
Is the operating model right?
And, most importantly, do we have the people who can make all of that work?
Because the tech is only part of the answer. You still need people who understand the business, can manage change and know how to operate in a regulated environment.
That’s where I think the real competition for talent will sit over the next 2–3 years.
Final thought
The move towards more automated and intelligent Finance functions is definitely real.
But I don’t think the future is “Finance without people”.
It’s Finance with fewer manual tasks, better information and more value placed on judgement, insight and decision-making.
And for candidates, that’s actually quite exciting.
The people who build skills across Finance, Data, Technology and Change are going to be very well placed.
For banks, the challenge will be getting those people before everyone else does.
About the Author: Sabyasachi Konar (Sab)
Practice Lead – Technology & Change, Product Management | TENTEN Partners
Since moving to Singapore in 2021, Sab has led executive and senior searches across APAC and ASEAN, supporting organisations through large-scale technology transformation, digital modernisation and product innovation. His experience spans Project & Change leadership and Product Management, working particularly closely with global and regional financial institutions. His track record includes mandates such as Chief Transformation Officer, Head of PMO, Head of Change Management, Head of Process Re-engineering and Programme Director – Core Banking.
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