Why Future-Proofing Finance Requires Curiosity and Connection — Adri Simamora, Sandoz

Adri Simamora views it as a fundamental rewrite of the finance playbook. As the Global Head of Technology and Finance at Sandoz, Simamora sits at the intersection of fiscal discipline and technological frontier. He argues that for a finance leader to remain relevant in a landscape dominated by Large Language Models (LLMs) and automated compliance, they must transition from being “number crunchers” to “growth architects.” This evolution isn’t just about learning new software. It’s about a commitment to high-level executive dialogue and the curiosity to ask how a breakthrough in another department, like R&D, might fundamentally change the company’s financial trajectory.

How did a passion for logic lead to a global leadership role?

Adri Simamora reflects on a career path that began with a love for the “art and science” of financial ratios and evolved through pivotal moments of reflection during his MBA.

“Finance came to me quite naturally because I started my education in financial management. I joined, not necessarily aspiring to be an accountant, but to find my passion. I like finance’s logic in calculations, ratios, and balance, yet it also has an art in connecting with business, as numbers alone are insufficient.

My early career involved consultancy, business and banking, and private equity. My MBA year revealed my desire to move beyond consultancy and work in the industry. For all finance professionals, it’s crucial to ask, ‘What do you want from your career?’ My MBA allowed reflection outside daily tasks. I was fortunate when a European med-tech company hired me, and later a Swiss healthcare company sought me to build their future finance leaders. It wasn’t a straight path; connecting your career journey with your personal identity is more meaningful than just doing a job.”

What are the non-negotiable pillars for the modern finance professional?

Beyond the technical hype of AI, Simamora identifies three core elements: business acumen, relationships, and curiosity, as the true drivers of career longevity.

“Despite the hype surrounding technology and AI, three critical elements will define future success. First, a deep understanding of the business is crucial. It’s akin to driving a Ferrari without knowing how to handle it effectively. Understanding the levers and the mechanics of the business is super important.

Second is relationships. Finance professionals need to cultivate deep connections with teams like sales and supply chain, prioritising active listening. Third is curiosity. A curious finance professional will proactively seek to understand AI’s impact on their team. These three factors empower professionals to be effective both now and in the future, fostering a humble yet confident approach to growth.”

How will the human-technology equilibrium shift in the coming years?

As manual compliance tasks face automation, Simamora envisions a future where finance professionals provide the essential human judgment that machines lack.

“Current technologies, including machine learning and AI, will undoubtedly create a significant shift in day-to-day responsibilities. We will likely see a reduced need for certain competencies within compliance and control, specifically those involving manual checks.

However, new competencies will become essential. Imagine AI flagging potential fraudulent activities; the crucial next step requires a finance professional to apply human judgment to discern which leads to investigate. AI might highlight two dozen questionable transactions, but a professional won’t have the resources to pursue every one. They need the expertise to say, ‘Thank you, AI, I’ll take it from here.’ This is where our value becomes important, less in mechanical execution and more in professional maturity.”

Why is the shift to “Cloud-as-a-Service” changing the financial mindset?

The transition from owning hardware to subscribing to platforms mimics the consumer shift to streaming, demanding a new way to calculate value.

“A cornerstone of finance for decades has been the implementation of in-house, on-premise ERP systems. Suddenly, the paradigm is shifting. Instead of owning physical hardware, capabilities are delivered ‘as a service’ through the cloud. To put it simply, the era of owning a large DVD collection is fading; instead, we subscribe to platforms like Netflix.

This fundamental shift necessitates a different mindset. Once data preparation and initial analysis are handled by LLMs or AI, the core role of finance professionals will shift towards engaging with leaders and operational teams to explain performance drivers and identify opportunities for positive growth. This shift toward insightful communication is what I foresee on the horizon.”

What core question should CFOs be asking to stay ahead of disruption?

Leadership today requires looking beyond the balance sheet to understand how technological breakthroughs in R&D or supply chain affect resource allocation.

“This is a question that occasionally keeps me awake at night: How will this technology evolve and ultimately shape my team? As finance people, we need to think broader than just, ‘I need to speed up my accounts payable.’

For example, Google’s development of an LLM capable of predicting protein structures prompts me to consider broader implications. If protein structures can be predicted so effectively, it could lead to better insights into drugs, necessitating a shift in the entire R&D engine. As finance professionals, our thinking needs to extend to these areas. We need to initiate these conversations not because we are experts in drug development, but because we are curious to understand the broader landscape.”

How can leaders cultivate the next generation of complete professionals?

Simamora shares a success story about pushing a team member into an uncomfortable auditing role abroad to broaden her perspective and governance skills.

“I’ve been fortunate to have leaders invest in me, and I’m now implementing that same mindset. Finance professionals need to embrace opportunities for diverse roles and exposure to different markets to become well-rounded.

I once proposed sending a staff member with an anti-fraud background as a guest auditor to Eastern Europe. Initially, she was hesitant, but upon her return, she expressed immense gratitude. She began to understand the dilemmas faced by local employees navigating different structures and levels of corruption. She returned with a wealth of learning and became more attuned to nuances, evolving into an even more effective professional. It’s been incredibly rewarding to witness her growth.”

Join the Conversation: The Ortus Club’s Executive Network

The curiosity, cross-functional insight, and human judgment that Adri emphasises are qualities that rarely develop in isolation. Leaders sharpen these skills most effectively when engaging with peers who face similar strategic challenges.

At The Ortus Club, our executive roundtables provide a forum for leaders to exchange experiences, discuss emerging technologies, talent development, and strategic challenges, and gain perspectives that help accelerate professional growth. These curated discussions amplify the insights highlighted in Adri’s interview, turning individual lessons into actionable strategies across industries.

FAQs 

Q: What are the biggest challenges in finance transformation?
A: The primary challenges aren’t just technical; they involve shifting from a manual execution mindset to one focused on human judgment and communication with business partners.

Q: How is AI specifically impacting finance roles?
A: AI is automating data cleansing and manual compliance checks, allowing finance teams to focus on high-level analysis and explaining performance drivers to stakeholders.

Q: What is the benefit of attending an executive roundtable?
A: Roundtables provide a neutral space for leaders to share unfiltered experiences, helping them stay informed about emerging technologies and cross-industry trends that impact their financial strategy.