Finance Lens Briefing
A concise opening view of where AI value cases are maturing, where measurement fails, and what finance teams need to see.
Friday 25 Sep 2026 | 1:00 PM-2:30 PM Central
AI Use Cases That Survive Finance
Cohort: Operations and FinanceNine executives compare how AI work earns budget, survives financial review, and moves from promising experiments to measurable operating value.
90Minutes from 1:00 PM to 2:30 PM Central
08Moderated finance questions
09Executives in the room
01Invite path into the cohort
Operating format
A working room for leaders deciding which AI work deserves capital.
The session is built for executives who need to separate demos from durable value, clarify ownership, and decide what evidence should unlock the next round of investment.
Use-Case Scoring Exchange
Moderated prompts help executives compare ROI assumptions, operating costs, adoption requirements, and risk-adjusted value.
Budget-Ready Next Steps
Qualified participants identify which use-case categories merit deeper peer work, partner discovery, or summit programming.
The room
For leaders who need AI to clear the business case bar.
The discussion moves beyond enthusiasm and asks what a CFO, business-unit owner, or board committee should accept as credible evidence of AI value.
- Audience
- Executives and senior operators accountable for AI budgets, transformation portfolios, productivity, revenue, risk, or operational performance.
- Access
- Invitation-only, capped at nine executive participants for a moderated exchange rather than broadcast attendance.
- Outcome
- A sharper view of which AI use cases deserve funding, which need redesign, and which should be stopped before they absorb more attention.
Featured lineup
Featured guests, authors, and partners for this conversation.
When a featured registration includes an approved bio photo, it appears here from the live registration profile for this event.
Moderated questions
The finance questions that decide whether AI work scales.
Each question is designed to expose the operating evidence behind a use case, not just the story around it.
Which AI use cases are already paying for themselves?
Where can leaders point to measurable cost reduction, revenue lift, cycle-time improvement, quality gain, or risk reduction today?
What evidence should unlock more budget?
What must be proven before a pilot becomes a funded program, and who gets to define proof?
Who owns the business case after the demo?
Does ownership sit with IT, finance, transformation, the business unit, or a shared AI office once the initial excitement fades?
How do we count the hidden costs?
What do leaders include for data cleanup, integration, model operations, review labor, vendor lock-in, training, and change management?
Which productivity claims are finance-ready?
How do teams turn time saved, work accelerated, or output increased into value that finance will recognize?
When should an AI use case be killed?
What failure signals, adoption gaps, risk concerns, or opportunity costs should cause leaders to stop funding a project?
How do we compare AI projects against non-AI investments?
When capital is limited, how should AI initiatives compete with process redesign, software modernization, hiring, or outsourcing?
What portfolio should we fund for 2027?
Which mix of quick wins, foundational capability, strategic bets, and risk controls creates the strongest executive case?
Run of show
A direct path from valuation to decision discipline.
The session compresses financial framing, peer comparison, and next-step qualification into one focused executive hour.
Value baseline
The moderator frames what makes an AI use case credible under financial review.
Evidence review
Each leader compares how their organization scores, funds, measures, and stops AI work.
Portfolio signal
Participants identify which use cases deserve deeper cohort work and partner discovery.
Invitation only
For executives ready to make AI earn its place in the portfolio.
Access is curated by the MOJO AI Summits team. The September 25 room is intentionally small so leaders can speak plainly about budgets, proof, and pressure.