As we enter a new year, finance teams are already executing on their 2026 goals and business plans. While this is typically a high-pressure period for finance teams, today, this pressure is further mounted by an internal crisis that continues to erode both productivity and morale. This crisis is one being driven by repetitive, low-value work and has become a silent drain on time, business performance, and talent retention.
According to a 2025 survey by Medius, finance professionals spend an average of 3.5 hours a day on tasks that could be automated equating to more than 23 work weeks a year devoted to manual processes including invoice handling, approvals, and data entry. These routine tasks may seem small, but their impact is anything but that.
When focus is broken, so is performance. Finance professionals working on repetitive tasks report that they can maintain focus for just 41 minutes before their attention drifts. The results are predictable: 96% say repetitive work leads to mistakes, including sending emails or documents to the wrong person, and even admitting missing signs of fraud. Beyond errors, 74% of finance professionals say the monotony makes them consider leaving roles they no longer find fulfilling. These numbers highlight not only a productivity problem, but a serious talent risk for organizations that want to thrive.
The good news is that the tools to solve this problem already exist. AI-powered automation is enabling finance teams to reduce burnout, improve accuracy, and reimagine what productive work looks like. When implemented thoughtfully, automation can act as a lever for both efficiency and engagement.
What this looks like in practice is transforming the way finance teams work. Automation removes repetitive tasks, such as settling invoices or chasing approvals, and can provide real-time visibility into payment processes, while freeing finance professionals’ time to focus on strategic decision-making. It’s a catalyst for empowerment, reconnecting people with the parts of their work that interest them the most, giving finance workers more chances to make a tangible impact on the business.
Of course, technology alone is not enough. The most successful automation strategies are built around people, not processes. This means investing in upskilling through targeted training, cross-functional projects, and hands-on experience so employees can confidently use new tools and move from repetitive tasks to higher-value work. Clear career paths lead to tangible growth, and mastering automation, data analysis, or strategic planning can expand roles, resulting in broader responsibilities and leadership opportunities.
Supporting managers with coaching frameworks, regular check-ins, and practical resources helps them guide their teams through change more effectively. When employees are given clear guidance on how automation will change their day-to-day responsibilities, along with structured reviews, they feel far more confident to adopt new tools. Mentorship and ongoing feedback create the safety net teams need to experiment, ask questions, and build new skills, which ultimately allows them to take full advantage of automation rather than work around it.
We have seen firsthand how combining smart automation with these human-centered practices transforms the finance function for the better. Employees who are freed from repetitive work are more productive and motivated. They can focus on higher-value activities that strengthen both the business and their own professional growth. And when people feel their work has purpose, then retention and performance can improve.
The finance profession is at an inflection point. Automation presents an opportunity to redesign work in a way that prioritizes human potential as much as technological progress. Organizations that act now to integrate AI and automation thoughtfully can reduce burnout, retain their best talent, and unlock the full strategic value of their finance teams.
Quote from Rosalie Hawley
“The most successful automation strategies are built around people, not processes. This means investing in upskilling through targeted training, cross-functional projects, and hands-on experience so employees can confidently use new tools and move from repetitive tasks to higher-value work.”
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Rosalie Hawley, Chief People Officer, Medius
Rosalie joined Medius in 2024 and is the Chief People Officer. She brings to her role extensive experience in organizational development, leadership development, and talent management at high-growth global organizations across five continents and has focused much of her work on diversity, equity, and inclusion (DEI). Prior to joining Medius, Rosalie led human resources operations at rapidly scaling software, enterprise, and broadcast media companies, including WiredScore, Daily Harvest, and 1E.
Rosalie Hawley
Rosalie joined Medius in 2024 and is the Chief People Officer. She brings to her role extensive experience in organizational development, leadership development, and talent management at high-growth global organizations across five continents and has focused much of her work on diversity, equity, and inclusion (DEI). Prior to joining Medius, Rosalie led human resources operations at rapidly scaling software, enterprise, and broadcast media companies, including WiredScore, Daily Harvest, and 1E.
