If you ask any thoughtful construction CFO what’s really on their mind these days, you’ll hear about much more than just numbers and invoices. You’ll hear about the tightrope they walk between modernizing their back office and keeping the business safe from unnecessary risk.
In recent conversations with multiple mid-sized contractors, a few common themes keep surfacing around the boardroom table — and they all circle back to a big question:
How do you embrace technology without creating new headaches?
Here are five issues that construction CFOs say are top-of-mind in 2025:
1️⃣ Proving the Case for New Tech — Without Wasting Money
One CFO summed it up this way: “When we pitch new automation or AI tools to our boards, they want a finished solution, not an experiment they’re funding.”
Many boards remain skeptical of paying for custom development. They want a concrete, end-to-end demo — something they can see working before any approval happens.
✅ Key takeaway: Finance leaders need to show clear, working proofs of concept to reduce the perceived risk — and help non-technical stakeholders understand exactly what they’re paying for.
2️⃣ Data Security in the Age of AI
With every new AI or cloud tool comes the same question: “Who owns the data?”
Construction CFOs increasingly worry about accidental data leaks — especially when contracts require tight confidentiality on specs, pricing, or legal terms.
That’s why more companies are putting formal AI policies and stronger cybersecurity measures in place, plus reviewing cyber insurance coverage.
✅ Key takeaway: Using AI wisely means also setting guardrails: know what can be uploaded, who can access it, and how you protect client information.
3️⃣ Focusing on Practical, Real-World Automation
Finance leaders are skeptical of overhyped bots that promise the world but only deliver tiny wins. They want tools that save meaningful time on repetitive tasks — things like AP data entry, bank statement reconciliation, vendor statement checks, and so on.
The goal isn’t 100% automation — it’s hitting the 85–90% mark reliably, so your people can focus on higher-value work.
✅ Key takeaway: Real ROI comes from automating the routine work that eats up hours each month — not chasing futuristic ideas that don’t translate into real savings.
4️⃣ Bridging the Generational Tech Gap
In many firms, there’s a widening gap between experienced staff who remember doing audits on green-bar paper and younger hires who expect modern digital workflows.
One insight that comes up often: newer team members actually expect their company to invest in tools that save them from repetitive tasks. Meanwhile, boards and senior leadership may not fully grasp how these tools work — or where they pose risk.
✅ Key takeaway: It’s the CFO’s job to bridge that gap: educating leadership while empowering staff to get the most out of practical new tools.
5️⃣ Ensuring ROI — and Pricing It Right
Finally, construction CFOs stay laser-focused on the business case for any tech investment. They won’t overpay for automation that only frees up a sliver of an employee’s time.
As one leader said, “If it saves 30% of someone’s time, we can’t justify paying 50% of a salary for that tool.”
✅ Key takeaway: Savings must be measurable — and your pricing must match the real value the tool delivers.
Final Thoughts
In the end, these conversations remind us that construction finance isn’t just about paying invoices and closing the books — it’s about protecting the business, the people, and the data.
For any leader bringing new technology to the table, the big lesson is clear: Show the value, reduce the risk, and make the ROI undeniable.