In many finance teams, the hardest work still happens after the meetings end. CFOs leave strategy reviews and spend long evenings reconciling spreadsheets, checking approvals and answering questions about numbers that have already moved. Systems exist, but workflows sit in email threads, shared drives and people’s heads. When that happens, finance becomes a traffic bottleneck instead of a guidepost, and the organization feels it in delayed decisions and missed chances.
Amit Vijay Jain, Principal at Dhruva Advisors and a member of the Forbes Finance Council, built his recent work around changing that pattern. His operating principle is straightforward: treat recurring finance work as something that can be codified into a platform, not just a slide deck, so CFOs can turn everyday processes into durable digital assets the organization can depend on.
Starting With The CFO’s Actual Day
That shift began with a simple question that came up again and again in Jain’s conversations with CFOs: where does your time really go? Recent data shows that finance teams can spend up to 520 hours a year on manual accounts payable work, and that 64% of finance leaders say day-to-day manual work leaves little or no time for strategic planning. In practice, that means senior people troubleshooting exceptions instead of shaping capital allocation, and teams patching process gaps with ad hoc spreadsheets that are hard to audit and even harder to scale. CFOs notice the drag.
Those patterns shaped The X Future (TXF) platform from its earliest sketches. Jain began by running a structured survey with CFOs to catalogue where hours were really being spent and which tasks felt most painful to automate. He still remembers one CFO walking him through a month-end close where three different versions of the same schedule were circulating, and nobody was sure which one matched the ledger. He then translated those findings into a platform specification that he could take to management and the board, securing support to build TXF as a digital solution, not a one-off consulting playbook. Working with a dedicated product and engineering team, he iterated through prototypes that mirrored real workflows rather than idealized diagrams, so that approvals, reconciliations and forecast updates felt natural to the people who had to use them. The goal was simple: if a CFO opened TXF on a busy month-end, it needed to feel like a place where work already happening in email and spreadsheets could finally live in one reliable system.
“Most CFOs I spoke with were not asking for another report or dashboard. They wanted their everyday workflows to feel less brittle, so they could spend more time on decisions and less time chasing inconsistent numbers,” Jain says.
Converting Advisory Work Into Digital Assets
From there, the project moved from mapping pain points to codifying solutions. The financial process automation market was valued at approximately $10.77 billion in 2024 and is projected reach around $20.70 billion by 2029. That growth reflects a clear shift: organizations are no longer satisfied with one-off fixes, they want repeatable workflows for invoicing, close, reconciliation and reporting that can be reused across entities and periods. It is a move from manual effort to reusable digital building blocks.
TXF was designed to sit directly in that space. Jain drew on years of advisory work to identify the finance tasks that showed up in engagement after engagement, then worked with the product team to express them as configurable modules rather than bespoke slides. Reporting cycles, forecast refreshes, reconciliations and similar routines became flows that could be deployed, adjusted and monitored across clients. The team built TXF in a way that allowed Dhruva Advisors USA Inc to convert repeatable know-how into reusable IP, which helped the firm win and serve anchor clients such as Unilever, Uniqlo, AB InBev and DDB Mudra. For CFOs, the impact showed up in quieter closes and faster visibility; for the firm, it meant moving from purely project-based work to relationships anchored in a live platform.
“When you turn a good advisory deck into a living workflow, it stops being a one-time deliverable and becomes part of how the client runs finance. That is where value compounds, for them and for us,” Jain notes.
Bringing Deal Structuring Discipline Into Platform Design
As TXF matured, Jain brought a second thread of his career directly into the platform: the discipline of cross-border deal work. After two decades in mergers and acquisitions across firms such as KPMG, PwC, Grant Thornton and Dhruva Advisors USA Inc, he was used to seeing how fragile a good deal could become when finance systems lagged behind the structure on paper. In 2024, cross-border M&A accounted for around 30% of global deal value. Cross-border deal activity as a share of global GDP remains near historical lows at around 0.7 percent, reflecting how selective and complex international transactions have become, and it rewards platforms that can express intricate deal structures accurately rather than treating them as afterthoughts.
That experience shaped how TXF handles scenarios that go beyond routine cycles. Jain used patterns from acquisition structuring, jurisdictional analysis, IP migration and debt push-down work to define how the platform should model entities, cash movements and ownership changes. His background in due diligence and term sheet review ensured that TXF could reflect real-world constraints around foreign exchange control, withholding tax and shareholder protections without forcing users into rigid templates. In parallel, his role as a judge for startup programs at Z Nation Lab exposed him to how early-stage companies design finance stacks under investor scrutiny, which fed back into how TXF supports growth-stage clients preparing for funding or cross-border expansion.
“Deals often fail at the handoff between the slide and the system, when structures look elegant in a model but overwhelm the finance team that has to run them. I wanted TXF to encode the practical side of that work, so CFOs could trust that the processes behind their transactions will hold up,” Jain explains.
Making Automation Stick In Everyday Finance Teams
Once the platform foundation was in place, the harder work started: getting automation to stick in real finance teams. Market analyses estimate the finance workflow automation segment at approximately $8 billion in 2024, with projections reaching around $18 billion by 2030 as organizations digitize AP, AR, close, and reporting processes. This reflects steady demand for tools that can take over repetitive tasks while preserving control and auditability. Growth alone does not guarantee impact; many deployments stall because people revert to old habits once consultants leave. Making new workflows durable is the real test.
Inside Dhruva Advisors USA Inc, Jain tackled that problem at two levels. At the platform level, TXF was built to plug into existing process flows rather than forcing clients to rebuild everything at once, allowing CFOs to start by digitizing specific routines such as reconciliations or management reporting. At the people level, he used his experience training staff and managers on regulatory change, risk management and engagement economics to shape enablement programs around TXF, so finance teams understood not just which buttons to click but why each workflow was designed the way it was. For clients, that combination meant they could move into AI and analytics-enabled operations without losing sight of controls or local compliance rules, especially in contexts like the US-India corridor where regulatory expectations differ.
“If a platform only works while an outside team is on site, it is not really a platform. The real win is when the finance team runs it on their own, day after day, and still feels in control,” Jain says.
Where CFO Platforms Become Everyday Infrastructure
Those choices position TXF within a broader shift in how finance is delivered. For CFOs, this shift is already underway. Globally, the embedded finance market is expected to reach about $7.2 trillion in size by 2030. In parallel, the global AI market is projected to expand from about $189 billion in 2023 to approximately $4.8 trillion by 2033. For CFOs, that combination means more financial capability will live inside platforms, apps and AI-assisted workflows, and less in static reports. Platforms like TXF become part of the infrastructure that connects those capabilities to actual decision processes in finance.
Jain sees his role as helping CFOs cross that bridge without losing rigor. His published Forbes article on how leaders choose between M&A and IPO paths for their companies reflects the same goal, focusing on how decision-makers weigh long-term control, dilution and execution risk when they commit to a route. Whether advising on cross-border deals or guiding a client through TXF deployment, he treats platforms as a way to embed sound financial judgment into everyday work rather than as a separate, abstract layer.
“Digital platforms will not replace good finance teams, but they will change how those teams spend their time. If we design them well, CFOs can stop firefighting and start using that time to shape the future of their companies,” Jain says.
