Beyond the Balance Sheet: Finance in the Age of AI

CFO India (An IMA India Company) recently spoke to Suhas Prabhu, CFO of Indegene, to explore the evolving role of Finance chiefs in an era of generational disruption. Fresh from steering Indegene’s landmark 2024 IPO, which drew over 150,000 global investors, Mr Prabhu embodies the modern CFO: he is a strategic technologist, ESG integrator and cross-border growth architect in one.

Against the backdrop of AI’s transformative sweep through healthcare, he outlined how Finance is rewriting its playbook, from leveraging GenAI as a ‘generational catalyst’ to embedding sustainability into capital allocation. His vision transcends numbers. It is more about future-proofing organisations in a volatile world.

Below are the edited excerpts from the conversation:

Q: How is the role of the CFO evolving in the age of GenAI and how are you keeping pace as a modern CFO?

Suhas: Technology and the CFO have long been inseparable. Each paradigm shift, whether Servers and Data Centres, Cloud or GenAI, demands that CFOs lead the charge. This is especially critical now, given the accelerated pace and impact of these evolutions. Beyond number crunching, I view the CFO as a strategic partner to the Executive Leadership Team, leveraging technology to drive business value far exceeding traditional financial stewardship.

Staying ahead amid volatile macro dynamics requires agility and foresight – which is really the ability to spot trends, headwinds and opportunities before they fully emerge. GenAI is transformative, empowering CFOs to future-proof Finance, Operations and entire organisations. At Indegene, we see AI (including GenAI) as a generational catalyst for business transformation and our next enterprise leap. We are integrating GenAI solutions globally to unlock efficiency, enhance forecasting precision and accelerate data-driven decisions, all while scaling thoughtfully in line with our long-term vision.

Q: Beyond the buzz around GenAI, how are you reimagining the Finance function through data, automation and digital platforms?

Suhas: GenAI is merely one component. True transformation stems from fundamental shifts like harnessing data, extracting real-time insights, deploying automation and digital platforms, and – most importantly – integrating these elements to reinvent operations. We are building an AI-first, data-driven enterprise, with a modern Finance function at its core.

Within Finance, we automate routine tasks via RPA and enhance user experience through digital platforms. AI/GenAI drives data-led forecasting, yielding actionable business intelligence and freeing teams for strategic work. This enables faster, more effective decisions; improving cash flow management, working capital optimisation and capital allocation in volatile markets. Our ‘GenAI@Work’ initiative empowers all 5,000 global employees as GenAI practitioners, enabling a future-ready organisation for our people and clients.

Q: You led Indegene to a successful IPO last year. What’s changed post-IPO for the organisation, and for you?

Suhas: The IPO was a milestone. With over 150,000 global investors placing trust in us, our responsibility has heightened. We strive to honour this confidence while repaying investors’ faith. We operated with public-company rigour long before listing; experienced Board, robust financial infrastructure and disciplined governance were already entrenched.

Personally, I now engage more extensively with investors and analysts to articulate our strategy. Yet our core focus remains unchanged, which is driving long-term profitable growth through operational excellence, prudent capital allocation and strategic investment. We are committed to sustained value creation as we help healthcare organisations become future-ready.

Q: Now that you’re a public company, how are you weaving ESG into Indegene’s financial strategy and reporting?

Suhas: We integrate ESG into financial planning and reporting to create value responsibly. But our approach goes beyond compliance; it reflects our duty to people, communities and the planet. Months after listing, we voluntarily adopted SEBI’s BRSR norms and published our 2024 Sustainability Report. Aligned with UN Global Compact principles and SDGs, our ESG strategy delivers tangible progress. This earned us an EcoVadis Silver rating (top 15% globally).

Q: Most of Indegene’s revenues come from the US and Europe. Given the evolving macro dynamics, what’s your mantra for managing business risks?

Suhas: These regions dominate pharma innovation due to entrenched life-sciences ecosystems. Over 75% of industry value derives from these markets, where adoption and access are strongest. Our footprint aligns with this reality. We stay agile, monitoring macro and regulatory shifts while pursuing balanced diversification across therapies and sub-geographies. Leveraging advanced data and technology ensures insight-led proactivity, prudently managing risks and keeping Indegene ahead.

Q: What’s the secret to making acquisitions work globally, where multi-geo and multi-cultural aspects play a role?

Suhas: Success hinges on a people-centric approach beyond financial synergies. Understanding local nuances, integrating work cultures and aligning goals behaviourally unlocks holistic, sustainable value across geographies.

Q: How do you balance agility with governance, innovation with prudence, and profitability with growth?

Suhas: It is a constant equilibrium. We encourage innovation within robust governance frameworks, prioritising strategic investments for profitable growth. Agility lets us adapt without sacrificing financial prudence. This ethos, profitable growth, prudent investment, strong governance and managed risk-taking, is embedded in Indegene’s DNA.

Q: CFOs today are storytellers and strategists. How do you shape the boardroom narrative and engage investors beyond numbers?

Suhas: Numbers reveal only part of the story. I articulate the strategic vision; the ‘why’ behind performance and how we create sustainable value. Investor engagement relies on consistent communication, deep business insight and building trust. This alignment unites the Board, investors and our journey under a shared vision.

Q: What are three key tips for budding CFOs?

Suhas: First, cultivate a deep understanding of the entire business ecosystem, not just Finance. Second, leverage technology and data fluently to unlock insights and value. Third, communicate the financial narrative with clarity and conviction; it is as vital as the numbers themselves. And last but not the least, make AI your ally. It accelerates effectiveness exponentially.