Executive Finance Summit
Case Study

Executive Finance Summit
The Executive Finance Summit 2026 took place on June 24 at IBM's premises in Zurich, bringing together senior finance leaders to explore how AI is reshaping the skills and role of the Office of Finance.
Verwendete Produkte
Apliqo FPM + Apliqo UX + Apliqo IX
Lösungen
Financial Reporting, Management Reporting, Planning, Autonomous Finance
Grösse
120 guests
Einnahmen
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Daniele Tedesco
CEO at Apliqo
Daniele Tedesco, CEO of Apliqo, presented at the Executive Finance Summit 2026 on the shift from traditional periodic planning to what he called "autonomous finance."
The core of the session was a live demo of three AI agents applied end to end against a sample company's financial model: month-end close acceleration, variance analysis, and autonomous forecasting.
Daniele framed the problem as a mismatch between planning cadence and business reality. Finance still runs on fixed cycles: annual budgets, three-plus-nine, six-plus-six, nine-plus-three reforecasts. The business itself doesn't move in those intervals. It's affected continuously by currency swings, geopolitical events, and other disruptions.
A few specific pain points he raised:
Variance analysis happens after the fact, so by the time it reaches a decision-maker the underlying data is already old. He cited a statistic, without naming a source, that 47% of CFOs worry they are deciding on outdated information.
The most experienced finance staff spend the first 10 to 15 days of each month on close mechanics rather than on generating insight.
He referenced a 2023 Gartner projection that 90% of finance and analytics tasks would be automated by 2027, against a figure he gave of only 3% of finance organizations that have fully applied AI to performance management today. He used that gap to frame the rest of the talk.
Variance root causes are often buried below the headline number. In the demo, group profitability had dropped from 1.7 million to 1.2 million year over year, but that single figure hid offsetting swings: some product lines and regions were overperforming while others underperformed, and the real story only surfaced after drilling into product, customer, channel, and cost center detail.
Daniele presented a three-agent architecture built on IBM Planning Analytics, with a human checkpoint at every stage. He was explicit that this is meant to work as a copilot, not an autopilot.
Agent 1: month-end close acceleration. Confirms data availability and loads it. IBM Planning Analytics then runs intercompany elimination, FX translation, and the other model calculations. The agent checks trial balances by entity, flags unmapped accounts, and classifies any open issues by materiality. If something material is open, it stops and hands off to a human. Once cleared, it writes a narrative summarizing what it did.
Agent 2: variance analysis. Runs continuously against GL actuals, budget, and forecast across entities and a defined set of KPIs (Daniele noted the business chooses which KPIs to watch, to keep the output focused). It applies absolute and percentage thresholds to sort variances into priority tiers, for example: priority 1 if a variance exceeds $75,000 against both actual and budget, priority 2 if it exceeds $75,000 against either forecast or the prior-period variance. It drills into root cause across dimensions such as region, product, and channel, can identify the responsible budget owner, and writes a scored narrative that both a human reviewer and the next agent can use. It also draws on a "skills" library where finance teams encode business-specific context that a generic threshold rule wouldn't catch, such as a production line stoppage that lowers sales and COGS at the same time.
Agent 3: autonomous forecast. Triggers on a schedule, a material variance event, or a manual request. It reads current actuals, the prior forecast, agent 2's variance commentary, and existing driver assumptions, then assesses which driver logic still fits each signal, flags one-off items to exclude, and logs every change it makes. Calculation itself is handed to IBM Planning Analytics rather than done by the model. Daniele's phrase for this: "you don't want a probabilistic engine trying to do calculation if a deterministic engine does it every time the right way." The agent runs scenario comparisons against the prior forecast as a baseline, then posts its output as a separate version for the CFO to review, question in plain language, adjust, and approve before publication.
During Q&A, Daniele added that the platform is model-agnostic: customers can bring their own LLM, local or cloud, connect their own OpenAI or Anthropic API keys, or run Apliqo's SaaS version, which uses AWS Bedrock with frontier models including Anthropic's Claude. He also said the skill system, more than the underlying model, is where most of the business value sits, since that's where finance teams encode judgment a generic model wouldn't have.
These are the outcomes shown within the live demo, not audited figures from a production deployment.
The month-end close agent loaded May data for all entities in about 120 seconds, reconciled the trial balance, and flagged one residual as immaterial (below the $1 threshold set for that check). No unmapped accounts were found.
The variance agent flagged the core supplement line's home market as the largest single drag on group revenue, and separately flagged the sports nutrition e-commerce channel as 18% ahead of budget and 27% ahead of prior year.
In the forecast agent, Daniele asked it to raise the sports nutrition growth driver to 40% while holding seasonality constant. It proposed the change, showed the effect (a revised line forecast of 6.795 million), and waited for approval before writing it back. He repeated the pattern on the OpEx model, switching to a six-month run rate with a 3% cost increase, again requiring approval before posting.
Daniele closed with what he described as prerequisites for getting these results in a real organization, rather than a demo: a solid data foundation and a proper three-way financial model (P&L, balance sheet, cash flow, with the submodels feeding them), since AI built on poor data produces more of the same. He recommended starting with variance monitoring before attempting autonomous forecasting, both because it's the lower-risk entry point and because it forces the data quality improvements that forecasting later depends on. He also flagged change management as a separate, ongoing obstacle. His stated expectation, not a measured result, was that organizations following this sequence would see above-average returns. Separately, in response to an audience question, he suggested the approach fits mid-size companies (roughly 500 to 10,000 employees) best, since very large organizations tend to carry more data complexity that makes AI output less reliable without significant guardrails.