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At the risk of gathering angry comments from readers of this website I would say that this finance challenging the business thing needs careful thought.
Unless the finance person has subject matter expertise on subjects that are material to the organisation's value chain then their opinion on that subject is unlikely to be respected - because they don't know anything about it.
Unless the finance person was an ex software developer then I'm not interested in their views about project staffing, phasing, recruitment, salaries, pricing models, partnerships etc. They don't know risks involved in an engagement because they don't know the subject matter so they can't price the work because of this and other things they don't understand. They can't tell a good from a bad software developer and what value they will have in the business and therefore what salary and position they should command so I (with my SME managers) will be the one setting pay scales and deciding what variation on that each individual is worth. etc etc
I'm lucky though. I've only every worked with excellent finance people who supported the subject matter experts / decision makers in a productive fashion and never thought that the tail should wag the dog.
I do have some 2nd hand anecdotal stories from other people who have had an accountant telling them how to run their business including telling them off for spending on specialist equipment "because its expensive and three seems excessive and you only used 1 last year" when they have no idea what the equipment is or what legal requirements there may be around having that kit. Also telling the business owner not to make an investment even though they are sitting on plenty of retained earnings to afford it, have never worked a day in that industry or seen the order book etc. I was always flabbergasted by this and was vociferous about switching accountants. I am not used to having any adversarial relationship with my finance people. I have always felt well supported by my finance people and I respect their domain and subject matter expertise and for the same reasons I don't challenge THEM on their chart of accounts or amortization strategy or how they organise their finance team etc. (I might ask questions about all of that but only so I can learn something).
Of course you can challenge and the author shares this very nicely "great, how can we show the ROI and get this past the board". That's a good example. Although I would say that if the marketing team haven't got the subject knowledge to work out the ROI on their proposed activities then they're not very capable marketing people and that's the issue that needs dealing with there.