CFO luncheon

Overview

Australian CFOs are entering 2026 facing an unprecedented convergence of pressures: new climate disclosure rules applying from January 2025, APRA’s CPS 230 resilience standards coming into force mid-2025, and looming ERP/reporting transitions ahead of the 2027 IFRS 18 deadline and SAP ECC sunset. At the same time, optimism is fragile - while nearly half of CFOs remain positive about business prospects, 62% cite failure to execute strategy as their top internal risk, with digital disruption and tech implementation close behind. The capital allocation question is no longer just about cost reduction, but about targeted investments that genuinely lift productivity and protect credibility.

Meanwhile, AI adoption has surged - 78% of enterprises are now using AI somewhere, and 71% report experimenting with generative AI - but fewer than one-third follow scaling best practices, and most have yet to demonstrate any EBIT impact. Regulators and boards are simultaneously demanding more robust disclosures on sustainability, risk, and resilience, with climate reporting moving to reasonable assurance by 2030. For finance leaders, the challenge is clear: prove ROI from digital initiatives, deliver trusted disclosures under a stricter regime, and ready finance platforms before the reporting landscape shifts again in 2027.

Key Discussion Points:

Capital Allocation in Uncertain Times - How are CFOs balancing growth, resilience, and shareholder returns amid economic volatility and inflationary pressure?

AI: From Pilots to P&L - What governance, KPIs, and investment discipline are needed for AI to move beyond experimentation and deliver measurable returns?

Climate Reporting that Boards Can Sign - How can CFOs build controls and assurance processes to meet new disclosure obligations without overwhelming the finance function?

Operational Resilience under CPS 230 – With new APRA standards now live, what does it take to fund resilience, manage third-party risk, and meet board attestations?

2027 Deadlines on Reporting & Platforms – How should CFOs sequence ERP modernisation, data model redesign, and KPI frameworks ahead of IFRS 18 and ERP end-of-life?

What to expect

• Hours
• Networking Peer-Driven
• Discussions Interactive
• Senior Executives 10+
• Panelists & Industry Analysts 3+

What we will cover

• Capital Allocation in Uncertain Times How are CFOs balancing growth, resilience, and shareholder returns amid economic volatility and inflationary pressure?
• AI: From Pilots to P&L What governance, KPIs, and investment discipline are needed for AI to move beyond experimentation and deliver measurable returns?
• Climate Reporting that Boards Can Sign How can CFOs build controls and assurance processes to meet new disclosure obligations without overwhelming the finance function?
• Operational Resilience under CPS 230 With new APRA standards now live, what does it take to fund resilience, manage third-party risk, and meet board attestations?
• 2027 Deadlines on Reporting & Platforms How should CFOs sequence ERP modernisation, data model redesign, and KPI frameworks ahead of IFRS 18 and ERP end-of-life?

Agenda

• 11:45 am Delegate arrival Registration(Executive Luncheon)
• 0:00 pm Welcome Drinks and Refreshments(Executive Luncheon)
• 0:15 pm Opening Remarks: Capital Allocation in 2026: Funding Growth Without Overstretch(Executive Luncheon) CFOs face volatile markets, sticky inflation, and boards demanding productivity lift over cost cutting. With execution risk topping CFO concerns, the capital lens is shifting to “fund what delivers now.” This session unpacks practical frameworks for sequencing, prioritisation, and disciplined exit criteria. The goal: maximise returns while protecting credibility in front of boards and investors. How CFOs are reshaping portfolios when optimism and execution diverge. Setting “kill criteria” and review cadences for funded initiatives. Communicating trade-offs to boards, investors, and employees with confidence.
• 0:30 pm Climate Disclosure Readiness: The CFO’s Assurance Pathway(Executive Luncheon) Mandatory climate reporting has commenced in Australia, with staged assurance obligations building toward 2030. CFOs must lead data, controls, and credibility without overwhelming finance teams. This session maps the “minimum effective” approach to compliance while building investor trust in non-financial metrics. What disclosures to prioritise now versus later phases. Building assurance pathways and evidence controls early. Integrating ESG data without creating parallel finance functions.
• 0:45 pm Interactive Discussions: AI ROI: From Pilot Projects to Measurable EBIT Impact(Executive Luncheon) AI adoption has surged across Australian enterprises, but most CFOs still struggle to see hard returns. Finance is uniquely placed to cut through hype and enforce proof points before capital release. This session explores governance, KPIs, and value-tracking models that move AI from line item to P&L impact. Where AI can credibly cut cycle time and cost in finance operations. ROI models CFOs are using to evaluate investments. Governance checkpoints that separate experimentation from enterprise scaling.
• 1:00 pm CPS 230 in Practice: Operational Resilience Under Scrutiny(Executive Luncheon) APRA’s CPS 230 is now live, tightening expectations around critical operations and third-party risk. CFOs have to fund resilience in ways that boards and regulators can sign off with confidence. This session examines practical steps to price resilience gaps and align investments with board attestations. Identifying and quantifying critical operations at financial risk. Stress-testing third-party failures and mapping financial exposure. Linking resilience spend to regulatory assurance and board sign-off.
• 1:15 pm IFRS 18: Recutting the P&L Before 2027(Executive Luncheon) IFRS 18 will overhaul how performance is presented, with new subtotals and disclosure rules. CFOs must translate technical shifts into credible narratives for boards, analysts, and markets. This session outlines the adjustments needed now to avoid disruption later — and protect finance’s strategic seat. Aligning management performance measures with IFRS 18. Preparing investor communications for new subtotals and disclosures. Avoiding dual sets of KPIs during the transition.
• 1:30 pm ERP & Finance Data Sequencing: Choosing the Right 2027 Path(Executive Luncheon) SAP ECC end-of-life and parallel ERP modernisations collide with IFRS 18 and new reporting demands. CFOs must decide whether to move now, hold, or stage implementation. This session shares peer lessons on sequencing finance platforms and data models to avoid rewriting metrics twice. Balancing ERP migration timelines against reporting and audit changes. Staging data model, consolidation, and automation priorities. Preserving control and continuity during system transitions.
• 1:45 pm Closing remarks(Executive Luncheon)
• 1:50 pm Networking Drinks and End of Session(Executive Luncheon)

Speakers

• Woolworths Group · Australia
• Sam Nagra · CFO, Sonic Healthcare Sam Nagra is the Chief Financial Officer at Sonic Healthcare Australia Pathology, a leading provider of medical diagnostic services. With over 30 years of finance leadership experience across the UK and Australia, Sam has played a pivotal role in driving financial performance, operational efficiency, and strategic growth within Sonic Healthcare’s pathology businesses, including Douglass Hanly Moir, Southern IML, and San Pathology. Sam’s career began after studying Law at the University of Birmingham and qualifying as a Chartered Accountant with Price Waterhouse. He later advanced his expertise through further studies at AGSM @ UNSW Business School. Known for his strong financial acumen, Sam specialises in budgeting, forecasting, cost control, and leveraging business intelligence tools to support decision-making and sustainable value creation.
• John Stevenson · CFO, Aspen Medical Pty Ltd John Stevenson is the Chief Financial Officer at Aspen Medical, a global leader in innovative healthcare solutions. Based in Canberra, John oversees the company’s financial strategy and operations across its Australian and international businesses. He works closely with the executive team to drive sustainable growth, safeguard assets, and support strategic initiatives that advance Aspen Medical’s mission and market position. Prior to joining Aspen Medical, John held senior leadership roles including CEO and CFO at Namoi Cotton Limited, where he led significant debt restructuring and growth initiatives resulting in a strong business turnaround. He has a proven track record in financial leadership across complex organisations and has also contributed as a Non-Executive Director at the Royal Flying Doctor Service of Australia in Queensland, bringing a broad perspective on governance and strategy in the healthcare and agribusiness sectors.
• Kieran Rivett · Chief Financial Officer, MECCA Brands Kieran Rivett is the Chief Financial Officer at MECCA Brands, Australia’s leading beauty retailer. Since joining MECCA in 2024, Kieran has been instrumental in steering the company’s financial strategy, driving operational excellence, and leveraging data-driven insights to support sustainable growth. With a strong background in both finance and operations, he is known for transforming finance teams into strategic partners that enable business agility and customer-focused innovation. Prior to MECCA, Kieran held senior leadership roles across diverse industries, including Chief Operating Officer at Nine Buildings and Chief of Staff at frntlne. He is also a co-founder of Side Stage Ventures, where he supports innovative startups at the intersection of creativity and technology. Kieran’s broad experience and strategic mindset make him a respected voice on topics such as financial leadership, growth strategies, and the evolving role of finance in digital transformation.
• Ali Mehfooz · Group Financial Controller, Bendigo and Adelaide Bank Visionary, commercial, innovative, determined, personable, customer-focused, and performance-driven — these words define Ali's mindset, leadership skills and competence. Ali is an experienced financial services executive with a consistent track record of success, transformation, optimisation and achievement across finance, product management and operations. Ali's focus within finance includes: - Fund and Product operations, - Financial control, statutory reporting and business partnering - Remediation, rectification and oversight - Change management - Project management - Business and processes transformation - Robotic process automation - Assurance and advisory

Partners

• Thomson Reuters Thomson Reuters informs the way forward by bringing together the trusted content and technology that people and organizations need to make the right decisions. The company serves professionals across legal, tax, accounting, compliance, government, and media. Its products combine highly specialized software and insights to empower professionals with the data, intelligence, and solutions needed to make informed decisions, and to help institutions in their pursuit of justice, truth, and transparency. Reuters, part of Thomson Reuters, is a world leading provider of trusted journalism and news.

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