Technology 4 min read By Callum Montgomery
Data Strategy Gap Threatens AI Agent Rollout
Organisations rushing to deploy AI agents must first ensure their data strategy allows decision-makers to see the whole picture, as new research shows AI skills are reshaping pay and raising data security concerns.
Businesses preparing to hand more decision-making power to artificial intelligence agents are being warned that their data strategy may not be ready for the shift. The central question for leadership teams is whether their data infrastructure allows anyone in the organisation to see the whole picture before algorithms are trusted with consequential choices.
The warning comes as new research reveals that AI skills are already reshaping pay packets across professional fields. Nearly three-quarters of managers — 72 per cent — say they are increasing pay for relevant AI skills, while 42 per cent offer higher salaries for AI-related expertise than for other technical skills, according to Robert Half's 2027 Salary Guide.
Dawn Fay, operational president of Robert Half, said salary expectations are changing as employers compete to attract workers with specialised, in-demand capabilities. The premium is not confined to AI. Fifty-seven per cent of managers report offering higher-than-planned salaries to attract new hires, citing specialised skills as the leading reason.
In finance and accounting, salaries are projected to rise by an average of 1.8 per cent in 2027. Several roles are expected to outpace the broader national average increase of 1.9 per cent, including financial analysts at 3.8 per cent, staff accountants at 3.7 per cent, FP&A managers at 3.6 per cent, assistant treasurers and procurement specialists at 3.3 per cent, and payroll specialists at 3.2 per cent. These figures reflect projected starting base salaries for new hires rather than raises for existing employees.
The guide draws on market data, recruiter insights and survey findings from more than 2,000 US hiring managers, business leaders and employed workers. As companies invest in AI, automation, data analytics and modern financial systems, they need talent capable of translating those investments into results. Finance professionals who can apply AI tools effectively while maintaining accuracy and compliance are expected to be especially valuable.
The chief financial officer role is expanding to encompass enterprise technology and AI strategy, adding another consideration to compensation decisions. But technical proficiency alone is only part of the equation. James Tucker, who leads corporate finance and strategy globally at Boston Consulting Group, has said entry-level finance hiring is shifting toward judgment rather than task execution. Junior employees increasingly need to evaluate AI-generated work rather than simply produce the numbers themselves.
The question for CFOs is therefore not just how much to pay for AI skills, but how to identify and develop the judgment that makes those skills valuable.
At the same time, marketing teams are facing scrutiny over how they handle customer data when using AI tools. As AI transforms marketing, businesses are being urged to ensure their teams keep customer data safe when using it to inform AI-driven decisions. The concern is that without robust safeguards, the same data that powers personalisation and targeting could be exposed or misused.
Together, these developments point to a broader challenge for British businesses: the race to adopt AI is outpacing the data governance and strategic clarity needed to use it safely and effectively. Before organisations delegate more decisions to agents, they must first answer whether their data strategy enables anyone to see the whole picture.
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