Looking for inspiration for your 2026 career goals? We asked the members of AFP’s global FP&A Advisory Councils to share what they are hoping to achieve in 2026. Read on to see what is top of mind for finance leaders in the year ahead.

Upgrading Technological Capabilities

Given the tremendous role technology plays in finance, it makes sense that it remains a top priority. For Tyler Vonderheide, Senior Manager of Product Enablement at Southwest Airlines, the path forward involves “solidifying our 2026 roadmap for our technology system upgrades within finance,” with a focus on “making our systems more intuitive as well as creating more efficiency.”

Kavin Soni, Senior Financial Analyst at Google, intends to integrate “technology and automation into our workflows, utilizing new tools to build more precise financial models and automate routine reporting.”

Similarly, Rosemary Linden, President of Momentum CFO, plans to "continue automating and improving workflows, using AI to enhance efficiency and analysis.”

Continuing the theme of efficiency, one finance professional says he hopes to “implement a tech-heavy improvement initiative to enable more time for value-added activities run by the team.”

Puneeta Kapoor, FPAC, Finance Business Partner at Edith Cowan University, is looking to take a deep dive into the next generation of technology: “In 2026, I plan to deepen both my theoretical and practical understanding of agentic AI in FP&A, including its capabilities, risks, opportunities and real-world implications. I plan to study existing public implementations, simulations and published case studies.”

Another finance professional is seeking to “explore uses and capabilities of AI within FP&A and what is needed for implementation and training.”

Srinivasa Raghavan, Head - Operated Asset Management, is keeping his goal direct: “Focus on AI” and “digitalize cost monitoring management.”

Strategic Growth and Value Creation

Process improvement in 2026 is about elevating finance's role in the wider business. Omar Shahawy, CTP, FPAC, Investment and Business Planning Director at Hassan Allam Real Estate, is focused on “elevating FP&A’s impact as a strategic driver of value creation.”

He aims to accomplish this by “embedding fully integrated planning across investment, development and finance to accelerate decision-making and improve forecast accuracy; strengthening portfolio-level capital allocation through data-backed scenario planning and risk-adjusted returns; and enhancing visibility on cash, cost and project performance to support timely interventions on high-impact initiatives.”

Another finance professional is looking to “create a regularly updated and fluid rolling forecast, which can be easily shared with senior leadership and enhance business partnerships” by embedding analysts into corporate departments.

Soni is seeking to expand FP&A’s influence by “ensuring we are consistently embedded in key product and investment decisions to directly guide strategy and resource allocation.”

One finance leader says his focus is on resilience, aiming to “maintain a robust balance sheet, preparing for economic headwinds” and to “improve capital discipline and provide a better balance between sustain and growth investments.” Another says her goals are to protect cash and balance the impact of tariffs.

For Jeff Zielinski, CFO of Buy&Ship, the goal is to raise internal standards regarding systems and processes to a “public-company level,” while also executing strategic growth initiatives and continuing to achieve strong revenue and gross profit growth.

Dawn Collins-Vitale, FPAC, Yield Manager at TOTE Maritime AK, echoes this growth mindset, aiming to “grow customer base while creating customer ‘stickiness’ and assist sales with developing a strong business pipeline.”

Talent Development

To support their high-tech goals in 2026, finance leaders are looking to develop their talent. Hesham Mokhiemer, International Expert Trainer at The Financeer, says he wants to “create a learning ecosystem.”

Soni is looking to strengthen his team by “hiring and developing analytically-focused talent who possess strong financial and technical skills.” He also plans to host internal workshops to upskill current employees.

Navigating Career Transitions

From certifications to major role changes, growth in 2026 takes many forms. One finance professional shares that she is working toward “earning a new certificate in my specialization.”

Linden seeks to “navigate planned transitions in my client portfolio while sustaining high-quality outcomes.” She is also looking beyond the impact she makes through client engagements by pursuing “additional advisory board and corporate board roles.”

For Jermaine Stanislaus, FPAC, 2026 is about "figuring out my next role" after stepping up as interim Head of Global FP&A during a colleague's paternity leave. While the transition was "initially very stressful," Stanislaus finds that "things are improving," proving that stepping out of one's comfort zone is a powerful driver of professional growth.

Take the Next Step Toward Your Goals

Once you’ve set your goals, here are some steps you can take to make progress toward them.

• Invest in your professional development with credentials, such as the Certified Treasury Professional (CTP) certification and Certified Corporate FP&A Professional (FPAC) certification, and world-class events, such as AFP 2026 and the 2026 AFP FP&A Forum.
• Get support from your network to help keep you accountable as you work toward your goal. Looking to meet more finance peers? Become an AFP Member and join a supportive community that empowers you to thrive in your career.