How BlackLine Turns Finance AI Investment Into Measurable ROI

How should finance leaders measure AI ROI when adoption has slowed and the cost of models, tokens and disconnected tools remains difficult to predict?

In this episode of Tech Talks Daily, I welcome Jeremy Ung, Chief Technology Officer at BlackLine, back to the podcast to discuss how businesses can move from finance AI experimentation to operational deployment.

Figures supplied for the interview show AI adoption in finance rising from 37% in 2023 to 58% in 2024, before moving only slightly to 59% in 2025. Jeremy argues that this apparent plateau reflects several pressures, including uncertainty around cost, regulatory requirements, auditability and the continuing debate over whether companies should build their own AI capabilities or purchase them through established platforms.

Token spending is part of the problem. Unlike traditional software costs, model usage can be difficult to predict and allocate. Finance leaders want to understand whether applying AI to a workflow will produce enough value to justify that uncertainty.

Jeremy believes companies should avoid creating artificial AI ROI metrics. The business measurements already exist. Is AI helping the company close its books faster? Is transaction matching becoming more accurate? Are collections improving? Is the work being completed faster or with fewer manual steps?

We discuss what operationalizing AI in finance looks like in practice. Many processes still require employees to contact vendors, collect information, reconcile data and coordinate with other departments. Traditional software struggled with the variation found in these workflows, while AI can adapt to different processes and communication requirements.

Accuracy and oversight remain necessary. Jeremy explains why companies need visibility into the prompts, reasoning, models, data, tools and permissions used by every AI agent. That information creates an operating record that finance teams, auditors and regulators can examine later.

His analogy with food labeling provides a useful way to understand AI auditability. Consumers can inspect ingredients, calories and sourcing information before buying food. Finance leaders should expect comparable information about the models and data involved when an agent performs financial work.

We also discuss the problem of fragmented data. Jeremy acknowledges the familiar rule of garbage in, garbage out, but argues that AI can help connect legacy platforms and mainframe systems that businesses previously found difficult to integrate.

The role of finance professionals will change as agents perform additional work. Employees may spend less time completing individual tasks and more time setting goals, reviewing results, approving actions and directing teams of agents.

Should CFOs continue buying additional AI tools, or concentrate on embedding existing investments into the financial workflows that determine business performance? Please share your thoughts with me.