Today’s finance leaders are expected to do far more than evaluate budgets and approve spending requests. As organizations make increasingly strategic investments in technology, talent and operations, finance has become the function that connects business priorities, operational realities and financial outcomes. Building a compelling business case now requires collaboration across the enterprise, not simply stronger financial models.
Below, Forbes Finance Council members explain how finance leaders can partner with HR, IT, operations and commercial teams to turn strategic priorities into investments that earn confidence and deliver measurable value.
1. Treat Business Cases As Operating System Reviews
I think finance should stop treating business cases as spreadsheet exercises and start treating them as operating system reviews. Commercial teams define the opportunity, operations map the workflow, IT validates data and systems feasibility, HR identifies capability gaps, and finance translates all of it into cash flow, risk and execution impact. The strongest cases show not only ROI, but what breaks if the investment is delayed. – Maxim Olkhovskiy, Oasis Global Trading
2. Become The Organization’s Connective Tissue
Finance leaders can build strong cases for strategic investments by bringing the right cross-functional inputs into the planning process early. Finance is shifting away from merely owning numbers. Instead, it’s acting as the connective tissue between the insights of departments like IT and HR, making decisions with confidence by responsibly funding tools and talent investments that support growth. – Melissa Howatson, Vena Solutions
3. Move From Gatekeeper To Strategic Advisor
To move from a “CF-No” gatekeeper to the strategic advisor embodied in a “CF-Go,” finance must combine partnership with process discipline. Partnership means engaging business leaders early, understanding their objectives and speaking their language. Discipline means applying a fair appraisal that weighs both strategic and financial value, helping the organization make better investment decisions. – Bryan Lapidus, Association for Financial Professionals
4. Orchestrate Better Investment Decisions
Finance’s role is shifting from scorekeeper to orchestrator. The strongest business cases emerge when HR, IT, operations and commercial teams align on trusted information, shared outcomes and enterprise risk—not departmental metrics. Better information produces better investment decisions. – Monica Hovsepian, OpenText
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5. Define Every Team’s Role In The Business Case
Finance leaders build stronger business cases by involving HR, IT, operations and commercial teams from the start. HR measures workforce impact, IT validates feasibility and costs, operations identifies efficiency gains and commercial teams connect investments to customer and revenue growth. Together, they create realistic ROI projections and shared ownership. – Crystal Gilmore, The Spearhead Group Inc.
6. Quantify Strategy, Risk And Value
The CFO’s role is no longer limited to approving or rejecting spending requests. Strategic investments are most successful when business leaders identify opportunities and finance helps to quantify the value. By partnering with HR, IT, operations and commercial teams, the CFO combines objective data, ROI modeling, scenario planning and risk analysis to build business cases that align capital allocation with enterprise strategy and measurable outcomes. – David Kelley, Diesel Laptops
7. Show Up Before You’re Asked
Show up with the numbers before they ask. When finance proactively models the ROI on a hiring plan or a tech investment, you become a partner rather than a gatekeeper. The best CFOs I know sit in on ops reviews and sales pipeline meetings. You can’t build a business case for something you don’t understand firsthand. Being proactive and ensuring clear communication is key. – Razzak Jallow, FloQast
8. Ground Every Business Case In Operational Reality
I’ve learned that finance shouldn’t be the department that says yes or no; it should be the team that helps everyone make better decisions. The best investment discussions happen when every function brings its perspective early. By the time the numbers reach the board, the business case should already reflect operational reality, not just financial assumptions. – Amer Al Ahbabi, Vertix Holdings LLC
9. Measure The Full Business Impact
Finance leaders should collaborate with internal teams to quantify the full business impact of an investment, including revenue growth, productivity gains, risk reduction, talent outcomes and implementation requirements. By aligning assumptions, ownership, KPIs and post-investment accountability across functions, they can build more credible business cases that connect strategic priorities to measurable financial returns. – Joseph Lustberg, Upwise Capital
10. Build A Financial Story Everyone Owns
The best business cases aren’t built by finance alone. They require HR, IT, operations and commercial leaders to define business outcomes together. The role of finance is to connect cost, capacity, risk and growth, translating cross-functional priorities into a clear financial story. When every stakeholder owns both the assumptions and outcomes, it’s easier to secure buy-in and deliver real results. – Megan Weis, Personiv
11. Build Assumptions Together
Weak business cases start the same way: Finance builds the model, then asks everyone else to sign off. The better approach is to bring the people who own execution, operations, commercial, IT and HR into the assumptions from the start. That’s their expertise; it’s what they’re paid for. Use it. They’re the ones who know what’s real. When they shape the case, the board isn’t reviewing a finance model—it’s reviewing the organization’s best judgment. – Deborah Smith, CenterCap Group
12. Turn Stakeholders Into Champions
Finance leaders can build stronger cases by looping in HR, IT, ops and commercial teams early and frequently—not just for sign-off. Collaborative input can catch blind spots, ground ROI in reality and build internal champions who will defend the plan when it matters most. – Paul Davis, Bank Slate
13. Speak The Language Of Capital Efficiency
Finance must shift from a gatekeeper to an active co-author and enabler. Instead of only looking at costs or headcount, businesses need to work with IT and HR to model the total cost of ownership, talent leverage and return on investment. For commercial teams, mapping operational shifts to lifetime value gains is critical to ensure every department speaks the language of capital efficiency. – Eyal Lifshitz, Bluevine
14. Connect Functional Priorities To Financial Results
Cross-functional input from the start is key to a strong investment case for strategic partnerships. Finance translates priorities into an integrated view, but input from IT, HR, marketing and sales is critical to assessing capital costs, expected returns and unanticipated risks. By including these teams, investments are more appropriately estimated, funded and better positioned for success. – Nate Heeren, Riveron
15. Align Strategy, People And Execution
I’ve found that the best investments happen when every function has a seat at the table early. Finance shouldn’t just validate the numbers; it should help connect strategy, people, technology and execution. That alignment turns good ideas into investments that actually perform. – Khalifa Aldhaheri, Vertix Holdings LLC
The information provided here is not investment, tax, or financial advice. You should consult with a licensed professional for advice concerning your specific situation.
