Allan Le An is the finance chief of a company at the forefront of robotics. San Diego-based Brain develops an operating system for autonomous mobile robots that performs inventory management and intelligent floor cleaning of commercial facilities.
Of course, they can't (at least yet) lead the finance department. The integration of AI and automation is restructuring the financial profession, but the key lessons he has learned in his career are to continue to be curious, practical experiments and constant questions, particularly regarding whether financial tasks will affect the business.
“Early, I focused on accuracy,” And said. “Now, I'm more focused on decision making. How do I use data to move my business forward?”
The interview below details how he handled recent strategic changes in the company, the importance of keeping the stakeholder perspective in mind, and what he is looking for in a financial job seeker.
What were your biggest financial or operational challenges and how did you navigate it?
When our brains moved from a vertical model of hardware software to a purely software-driven, SaaS-based model, we faced challenges. We needed more than a new revenue model. A complete strategic overhaul was required, including adjustments to the compensation structure and long-term profitability planning. Many people doubted whether such complex transitions could be seamlessly implemented.
Our team navigated this transformation through careful planning, gaining clear business visibility and rethinking our approach to customer retention. This shift ultimately highlighted the important role financial leaders play in strengthening our business, improving gross profits, positioning us for sustainable growth, and fostering strategic evolution.
CFOs and other financial executives should not avoid strategic change in the face of skepticism. Embracing big changes with thoughtful preparation can lead to long-term success.
What is one of the most important trends that shape the fiscal profession? And how should financial leaders adapt to it?
The integration of AI and automation has shifted traditional reporting and risk management to real-time data analytics and predictive decision-making. Financial leaders need to stay up to date with evolving technologies and understand how systems interact to extract meaningful insights.
At Brain, finance teams use data to encourage strategic decision-making and work with business goals. These advances, like other parts of the company, affect the financial planning of accountants. The ability to interpret and apply real-time data and analytics is essential for making informed financial strategy decisions in a ever-changing industry.
What strategies have you implemented to build and maintain a high-performance finance team on Brain? And what emerging skills will be important for finance leaders over the next few years?
Building and maintaining a high-performance finance team starts with creating a culture that keeps the work interesting and challenging. Whether using AI to streamline accounting or collaborate with data engineers, I would recommend that my team be curious, try new tools and find a better way to solve problems.
There are often multiple ways to tackle the problem. The best tools are discovered through practical experiments. I will remain actively involved in prioritizing employment, problem-solving capabilities and technical expertise, enabling my team to efficiently adapt and navigate ambiguity. A key financing skills are adaptability and the ability to integrate emerging technologies to increase decision-making and efficiency.
What lessons have you learned during your career in the finance profession?
Finance is just as much about people as it is about numbers. You can build the best financial model in the world, but if it doesn't resonate with your stakeholders, or if it's not helping someone make a better decision, it's just a spreadsheet.
Another important lesson: context is everything. The same financial metrics can tell different stories depending on your business model, growth stage, or market dynamics. Early on, I focused on accuracy. Now I'm focusing more on decision making. How do you use data to drive your business forward?
Finally, I learned that adaptability wins. The profession is evolving rapidly. Tools, systems, and reporting standards. It's all changed. Those who win you here will not take you there. Staying curious and thriving is one of the most important skills I have had to continue to develop.
What advice would you give to young people who have just entered their occupation?
Learn “what” and don't delve into “why”. Early in your career, it's easy to get caught up in tasks like building decks, drawing reports, and carrying out an analysis of variance. But always ask yourself: why is this important? Who is using it? What decisions does this affect? The more you start thinking like a business partner, the faster you grow.
Plus, get used to the data. You don't have to be a data scientist, but understanding how data flows through the system and interprets and communicates insights will make you stand out.
Finally, talk about it. Ask me a question. Provide ideas. Finance is sitting at the table as we can see it throughout our business. But it's up to you to assert that seat and bring value beyond the numbers.
