As a generation of executives heads for retirement, boards are taking markedly different approaches to filling the top two jobs. Plus, Autodesk’s Janesh Moorjani on AI monetization.

The US Supreme Court’s tariff decision earlier this year left many companies in line for an unexpected influx of cash, and their CFOs with a somewhat unusual question: What to do with the money? More in the latest edition of Bloomberg’s CFO Briefing.

“The biggest change of 2026 when it comes to AI has been that the cost of using it has gone up dramatically. It went from being largely invisible on the [profit and loss statement] to being somewhere between substantial and scary, depending on which type of business you are. We were totally focused on driving adoption and didn’t think about cost at all. We were assuming that costs would go down at about the same speed of the adoption – along the lines of ‘we’re using ten times more tokens, but the price per token will go down by 10 x and therefore it doesn’t matter.’ Turns out we were using a hundred times more tokens and the price hasn’t gone down by 10 x necessarily.”

This and more from McKinsey CFO Yuval Atsmon in the latest edition of Bloomberg’s CFO Briefing.

Among the many metrics that companies disclose each earnings season, there’s one in particular that has become key: free cash flow. Investors increasingly scrutinize the amounts of money that companies generate for shareholder returns, debt servicing or dealmaking as they pour billions of dollars into projects such as data centers and computing infrastructure. More in the latest edition of Bloomberg’s CFO Briefing.

The idea of the strategic CFO comes up in almost every conversation I have with finance executives these days. The role has expanded well beyond accounting and reporting. Many CFOs now oversee functions such as procurement, supply chain and technology, and they’re increasingly seen as the No. 2 or No. 3 candidate to become CEO. But, the increase in relative importance in the corporate hierarchy doesn’t translate into bigger compensation packages in relation to the CEO. The latest edition of Bloomberg’s CFO Briefing looks at what’s driving that disconnect.

It’s earnings season again, and with that come a ton of questions from analysts and investors. As companies report their second-quarter results, CFOs have to prepare for one set of questions in particular: How much do you spend on AI tokens, and is that investment paying off? More in the latest edition of Bloomberg’s CFO Briefing.

SK Hynix’s $26.5 billion listing in New York, the largest ever by a foreign issuer, came just days after the conflict in the Middle East reignited. While the South Korean chip maker went ahead with its transaction, European defense firm KNDS postponed a planned IPO earlier this month after a slump in a rival’s stock put its valuation target out of reach — serving as a reminder of the tough judgment call that companies face in choosing when to go public or sell shares. For the latest edition of Bloomberg’s CFO Briefing, I spoke to finance chiefs and advisors about how to navigate this challenge.

It’s only the midpoint of the year, but finance chiefs have already had plenty to deal with — from knowns they had been navigating before, such as AI, to unknowns like the war in Iran, which threw new uncertainties into their planning. As we enter the second half, here’s a look at the key issues CFOs will be grappling with in the coming months.

Looking at Nike’s choice for CFO — Pfizer’s Dave Denton — I found myself wondering: How much industry expertise does a chief financial officer need these days? The latest edition of Bloomberg’s CFO Briefing explores this question.

Time flies! January marks my third anniversary at Bloomberg in New York. While that may seem like a blink of an eye at a company where many colleagues stay for 10, 20 or even 30 years, it’s been a very meaningful chapter for me.

During my time here, I first managed a team of reporters, editors and strategists in New York and Toronto covering credit and structured finance. More recently, I had the opportunity to launch CFO Briefing and grow it into a franchise, with events in major financial hubs around the world as well as regular TV and radio segments.

I’m very grateful for the support I have received — especially now that I am on maternity leave. I plan to return in June.