Andrew Watkinson, Managing Director at CPiO, one of the UK’s longest-standing Sage partners.
Many finance leaders in UK manufacturing businesses have been riding the tariff rollercoaster over the last few weeks – and if there is one takeaway from that wild ride, it’s that the finance function isn’t just about keeping the lights on; it’s the nerve centre of managing change.
As manufacturers move beyond theory into the reality of delivering digital transformation within their businesses, finance leaders are being asked to do more than balance the books – they’re now central to aligning investment with execution.
Recent research carried out earlier in 2025 shows that while 60% of manufacturers are increasing their investment in digital transformation, almost 40% still seek guidance on how to implement and scale those efforts effectively.
Critically, that’s where the pressure on finance leaders is really building, because transformation isn’t just a technology project, it’s a financial one.
From our work with UK manufacturers, we’re seeing a shift in the role of finance departments. They are not just reporting on operational performance, they are being asked to drive it. But when systems are disconnected or reliant on manual workarounds, visibility is limited and decisions are delayed.
As UK manufacturers look to further embrace AI, automation and integrated supply chains, the integrity and timeliness of financial data becomes mission-critical for reporting, forecasting, investment and competitive agility.
This is why integrated accounting and finance software has become a strategic priority. UK manufacturers aren’t just looking to adopt what is perceived as the latest or coolest new tools, they’re asking how to ensure every part of their business is connected, clear and able to move at pace.
Finance is no longer a back-office function, it’s the engine room for change!
