CFOs regularly prioritize the development of digitized finance functions to support sustainable and long-term growth. This shapes the future of finance as a strategic business partner and highlights the importance of data analytics. To achieve this goal, CFOs develop ambitious data analytics strategies aligned with their future visions. At the same time, they balance granting their risk and finance teams the freedom to innovate and experiment through data analytics.
How Are CFOs Preparing for the Future? According to a study conducted by Fortune with CFOs working at organizations with a global revenue of at least $1 billion, corporate risk management stands out as the top priority for CFOs for 2025. This is followed by technology-focused strategies and decisions to enhance agility. The most concerning issues for CFOs are the economy (56%), geopolitics (46%), and interest rates (44%). Moreover, 47% of survey participants state that their companies will explore options to reposition some parts of their global value chains within the next year. The most significant internal risks for CFOs include generative artificial intelligence, agility, efficiency, and productivity.
Fortune's 2025 C-Suite Series 50 CFO - Financial Leaders list also reveals insights into the agendas and goals of CFOs from major companies listed on the Fortune 500 Turkey List: CFOs in Turkey are trying to reshape the finance function while simultaneously striving to create long-term value and achieve short-term cost efficiency. Facing the pressure to reduce priority investments for the coming period, CFOs continue to prioritize risk management while generating value through bold and innovative changes in finance.
Finance leaders are promoting sustainable and innovative yet profitable business models that create value for companies. They are accelerating business transformation through sustainability and technology.
Alp Dayı Zorlu Holding CFO: “We are reengineering our operations with a broad technology spectrum ranging from AI-powered analytics to process automation.” “The impact of global economic and political developments on international trade, increasing volatility, and an intense global agenda require CFOs to approach strategic decision-making more holistically. Despite high borrowing costs in global financial markets in 2024, strong foreign investor interest allowed us to achieve one of the largest issuance volumes in the sector, raising a total of $1.5 billion through Eurobond issuances: $500 million for Vestel and $1 billion for Zorlu Enerji. This long-term financing source continues to support our sustainable growth. However, the high-interest environment and profitability pressures have also directed us toward more innovative, agile, and cost-effective business models. According to the World Economic Forum, the digital economy accounts for over 15.5% of global GDP and may constitute nearly 70% of the new added value produced in the economy over the next decade. Within this framework, our top priority in the coming period will be the transformation of business processes with a focus on digitalization and efficiency to maintain our competitive edge in the sectors we operate in. We are reengineering our operations with a broad technology spectrum, from AI-powered analytics to process automation. The widespread adoption of artificial intelligence, advanced data analytics, and automation applications in financial reporting processes and decision-support mechanisms enables CFOs to make proactive and predictive moves in both risk management and strategic planning. Accordingly, digitalization and efficiency projects will continue to be among the most critical topics on CFOs' strategic agendas in the coming period.”
Burcu Geriş TAV Airports CFO: “We will focus on preserving the company’s financial strength and health.” “At TAV Airports, we carried out an investment program worth approximately €2.5 billion over three years. While pursuing organic and inorganic growth during this period, we will focus on preserving the company’s financial strength and health. On the revenue side, we closely monitor travel trends and passenger traffic, while globally tracking the effects of potential trade wars on the economy and, in Turkey, the continuity of the economic program. With artificial intelligence, blockchain, big data, and all the rapid advancements in technology, we can now say, ‘The future has arrived.’ For 2025, I believe that focusing more on data, integrating artificial intelligence into our processes, and building a team with high digital capabilities as well as emotional intelligence are critically important. The right data and metrics not only strengthen our budgeting and forecasting capabilities but also play a vital role in the effective leadership of AI solutions. The ability of next-generation finance leaders to use these technologies effectively will significantly improve processes and increase the overall efficiency and competitiveness of organizations. In this process, the development of digital skills in finance teams must be a top priority for organizations to succeed in their digital transformation journeys. On the other hand, I believe we are on the brink of an era where we will further discover the value of emotional intelligence. At Schneider Electric, as in previous years, we plan to focus on sustainability and digitalization with strategies that will create value. In line with these goals, we are determined to shape a more sustainable future with innovative solutions.”
Fahrettin Günalp Ertik Şişecam CFO: “Being one of the top three players in our core business areas and growing with a focus on technology and digitalization are among our goals.” “In the short term, we focus on reducing costs, maintaining cash balance, and increasing shareholder value. In the long term, our unwavering goals include being one of the top three players in our core business areas and growing with a focus on technology and digitalization. We aim to balance strategic growth investments and manage working capital more efficiently. The year 2025 will be defined by rapid adaptation and proactive financial decisions. Our agenda includes: Proactive Measures: We are implementing measures to enhance efficiency and resilience. By managing our existing capacity and investments strategically, we aim to minimize the impact of market fluctuations and deliver sustainable performance. Efficient Operations for Every Process: We focus our plans on creating value through efficient use of operational resources and tightly controlled cost management. Financial Discipline and Structural Transformation: We will continue to take structural measures to permanently reduce our management expenses and operational costs. We prioritize implementing projects that increase efficiency and using digital transformation tools to further improve our processes. Cash Flow and Liquidity Management: Effectively managing our cash flow, using various tools to reduce financial risks, and staying strong in liquidity management are of great importance. Additionally, in a high-interest environment, optimizing our cash positions to minimize opportunity costs is a key focus area. Debt Management and Financial Health: To keep our debt ratios at reasonable levels, we dynamically monitor our investment and operational expenditures in line with budget performance.”
Gökhan Güralp Yıldız Holding CFO: “Our main goal is to turn uncertainties into opportunities and strengthen our leadership in our sectors.” “At Yıldız Holding, our main goal is to turn uncertainties into opportunities and strengthen our leadership in the sectors we operate. In this context, we have transitioned to a lean structure by focusing on our core businesses, food and retail. Within this structure, we continue our activities with a focus on ‘efficiency, digitalization, and people,’ and prioritize the future of our business while continuing to invest where needed. For the coming period, our agenda includes increasing efficiency, digitalization, and human resources development. Under the efficiency increase heading, we aim to optimize our operational processes, reduce costs, and enhance resource utilization. With digitalization, we aim to integrate technology into our business processes to enhance our competitiveness. We also believe that prioritizing employee development and improving the competencies of our employees is essential for our success. In 2025 and beyond, we aim to strengthen our position in the food and retail sectors by continuing our sustainable growth strategies. Accordingly, we prioritize R&D activities, invest in strong brands, and maintain our customer- and consumer-oriented approach. As we exit the inflationary period, we are also working to ensure that our companies operate more efficiently and with greater focus.”
Hakan Dündar Tekfen Holding CFO: “While enhancing Tekfen Holding’s financial strength, we will continue to decisively implement our sustainable growth strategies.” “At Tekfen Holding, the foundation of our sustainability strategy is the Green Transformation. In this context, the green ammonia investments we have initiated hold strategic importance for our group. Our primary goal for 2025 will be to establish long-term, cost-effective, and sustainable financing models to realize these investments. To achieve this, we aim to establish strong relationships with global financial markets and to make the most effective use of green financing instruments, incentive mechanisms, and international collaborations. Managing Cash Flow Effectively Amid Global Uncertainties In an environment dominated by macroeconomic fluctuations, interest rate volatility, and geopolitical risks, keeping Tekfen Holding’s cash flow strong and resilient across different sectors and geographies is a critical priority. Accordingly, increasing operational efficiency, optimizing costs, and managing financial risks with a proactive approach are among our main objectives. By preserving our financial soundness, we will continue to implement our investments and growth strategies without interruption through a dynamic cash management strategy. Preserving the Competence and Talent of the Finance Group Behind a group’s financial success lies a finance team specialized, competent, and experienced in their sectors. However, in today’s world, high inflation and intensifying global competition make retaining and developing talent more important than ever. One of the key topics on our 2025 agenda is to develop the talents within our finance group, make career paths clear and attractive, and strengthen our talent management strategies. To form finance teams that adapt to digital transformation and possess analytical and strategic perspectives, we will work closely with our Human Resources teams. In line with these three priorities, we will continue to decisively implement Tekfen Holding’s sustainable growth strategies while enhancing its financial strength.”
Seçkin Köseoğlu Hepsiburada CFO: “We will implement innovative business models aimed at customer loyalty and revenue growth.” “The year 2025 will be one in which Hepsiburada focuses on its mission to simplify the lives of its customers and business partners with innovative products and services, while further advancing the strong financial results achieved in past years. In the current economic climate, cost optimization and operational efficiency are among our top priorities, and we aim to achieve cost optimization by focusing on artificial intelligence and automation solutions. During this process, we will continue to offer solutions such as delivery, payment, and advertising that enhance our business partners’ e-commerce success to diversify our revenues. At the same time, we will implement innovative business models aimed at customer loyalty and revenue growth, focusing on strategies that will support Hepsiburada’s financial success in the long term.
