Automation has long been the domain of IT, but in modern enterprises, finance leaders are emerging as key drivers of transformation. As organizations scale and face increasing pressure for accuracy, transparency, and speed, automation is becoming more valuable than ever. It’s particularly impactful when integrated into accounts payable, accounts receivable, and the close process.
Controllers understand the intricacies of these workflows better than anyone. Because of this, they need to be leading the charge when their organizations implement an automation center of excellence. Their perspective ensures that automation efforts promote efficiency in the here and now while also supporting better compliance and year-round audit readiness.
What Is an Automation Center of Excellence?
An automation center of excellence is a cross-departmental internal group that is dedicated to identifying, deploying, and governing automation initiatives. It establishes frameworks, standards, and metrics to ensure technologies like robotic process automation, machine learning, and AI deliver measurable value.
When led by finance, a CoE ensures that automation efforts align with the big-picture business outcomes. This is critical, as many automation projects underwhelm when they are disconnected from a company’s financial reality. A lack of ownership from data-literate leaders can also be detrimental to the success of an automation program.
The Case for Controller Leadership
So why controllers? For starters, they are at the center of a company’s governance, reporting, and process efficiency efforts. That makes them the ideal stewards of automation strategy.
While chief financial officers should also be deeply ingrained in the process, they should take a step back and let the controller lead the day-to-day planning and implementation. Controllers have the best view of existing bottlenecks and how to solve them.
Moreover, controllers are natural risk managers who already act as a filter for CFOs. They can apply their lens of control to ensure automation projects adhere to internal checks and balances. A finance-led CoE promotes optimal accountability while creating the breathing room necessary for automation.
Core Functions of a Finance Automation CoE
A well-structured controller-led CoE performs several key functions, including the following:
- Process Discovery: Identify repetitive, rules-based workflows that drain staff hours
- Standardization: Establish consistent templates and protocols for automation projects
- Technology Governance: Select and maintain platforms to keep the project within risk tolerances
- Metrics and Reporting: Track automation ROI in terms of time saved, error reduction, and cycle acceleration
- Change Management: Support user adoption and mitigate resistance through communication and training
Each of these functions transforms the finance office from a transaction hub into a continuous improvement engine.
Early Wins in AP, AR, and the Close
No matter how committed the C-suite is to an automation center of excellence project, their excitement can fade fast if they don’t start seeing promising results. To avoid this problem, controllers should focus on achieving rapid returns by targeting predictable, high-volume processes.
For example, automating invoice capture, three-way matching, and approval routing can reduce processing time by 60 to 80%. Similarly, RPA bots can reconcile payments, generate statements, and flag delinquencies with zero manual entry. The result? A lightning-fast AR process that saves time and labor hours.
The close process is ripe for automation. Automation solutions can post journal entries, validate eliminations, and prepare reconciliation reports. These technologies can slash a company’s time to close from months to days.
Collaboration With IT and Data Teams
Controller-led does not mean controller-only. Successful CoEs are built on partnerships with IT, data science, and internal audit teams. IT provides the infrastructure and security expertise. Controllers deliver the financial logic and compliance oversight.
Joint governance ensures that automation scales sustainably. Finance defines the “why,” IT defines the “how,” and data teams validate the “what.” Together, they create a balanced governance model that ensures controls keep pace with innovation.
Building the Framework With Governance and Skill Development
Controllers aiming to launch a CoE should begin by establishing a governance framework. To do this, they will need to:
- Identify which processes fall under the CoE’s scope and who is accountable
- Set metrics and KPIs to track their progress
- Develop training programs to upskill staff members with the requisite know-how
- Pilot and scale so they can expand iteratively
Many finance leaders turn to community resources and organizations for guidance. For example, reviewing emerging best practices and learning about peer benchmarks can be extremely beneficial for controllers who are in the early planning stages of a CoE project.
Moving From Efficiency to True Enablement
A controller-led automation center of excellence represents a shift from a cost-saving project to true evolution in a company’s day-to-day. Controllers who master automation position themselves as enablers of strategy who can guide the business into the future.
Organizations that embed automation governance with finance increase agility while unlocking time for higher-value work. In doing so, the controller’s office becomes a provider of a competitive edge.
