[RBM] "A" - The finance department is your best friend.

Finally, we found a group that could work for us. Really! During sales trainings and various projects, I discovered that the financial department can become your most reliable ally when your arguments translate into the right figures.

Many departments resist participating in modernization and digital transformation projects since these initiatives disrupt their status quo, demand changes, and create additional work. The financial department, however, primarily focuses on preparing accurate calculations—their everyday responsibility. For them, changes that demonstrate cost reduction are worth their weight in gold. These circumstances present a perfect opportunity to make this group your strongest ally if you thoroughly prepare the groundwork for collaboration.

Are you curious how to engage them?

Let's begin by outlining what to show at the start of this project proposal process. The initial presentation needs to capture attention while setting realistic expectations about what we're trying to accomplish. We should engage the financial department early in the process. This early collaboration helps prevent roadblocks later when we're further along in planning.

Initially, we won't have concrete information with precise numbers. Without involving the financial department from the beginning, we might never get accurate figures that leadership can trust and support. The finance team has access to data and analytical tools that we simply don't have in our department.

Even if you have calculated numbers yourself and feel confident in your math, the financial team may not trust your calculations since they weren't involved in developing them. So don't invest excessive time there trying to perfect them on your own. They'll likely want to run their analysis anyway using their established models and methods. Instead, prepare a quick estimate showing your proposal's ROI in broad strokes, then ask if the number is significant enough to pursue further and warrant a deeper financial analysis.

This approach saves everyone time and establishes a collaborative relationship with finance, rather than putting them in a position where they feel they need to critique your work after you've already invested substantial effort. Remember, getting their buy-in early makes them partners in your success, rather than gatekeepers you need to overcome.

The financial department rarely receives requests for help—they typically receive validation requests from leadership. In this scenario, they might be curious and willing to make time to assist you, especially if you approach them in the right way. Financial teams are often buried in spreadsheets, reports, and budget reviews, so when someone from another department reaches out with a well-thought-out plan, it can be a refreshing change of pace for them.

Their consistent objective is reducing costs and improving returns on company operations. This fundamental goal drives virtually everything they do, from quarterly planning to long-term strategic decisions. The financial team is constantly seeking opportunities to optimize spending and maximize profitability across all business units.

This is why you should approach them saying: "I have a plan with an estimated ROI of 200k, 1 million, or whatever number makes sense for our company. I need your help to validate these figures." This direct approach accomplishes several things at once: it shows respect for their expertise, demonstrates that you've already done preliminary work, and appeals directly to their core mission of improving financial performance.

Remember that your numbers must be reasonable—no one will allocate time to save just 2,000 euros. The financial impact needs to be significant enough to warrant their attention in a busy schedule. Different companies have different thresholds for what constitutes a meaningful financial impact, so adjust your figures accordingly. In a small business, perhaps $50,000 in savings is substantial, while in International Corporations, you might need to talk about millions to get their attention.

Participating in these calculations is also strategically smart, as the financial team may have different perceptions about the required level of engagement. They often work with abstract numbers and projections that don't fully capture the on-the-ground realities of project implementation. By actively contributing to these discussions, you ensure that budgetary decisions are grounded in operational reality rather than just theoretical financial models.

Your responsibility is to provide information the financial team doesn't have access to. They generally don't know how many people from which teams are needed for specific tasks. Without your input, they might allocate resources based on historical data or industry benchmarks that don't reflect your team's unique composition and capabilities. This disconnect can lead to unrealistic expectations and potential project failures down the line.

This falls under the responsibility of line managers. Your role is to gather and deliver these figures to the financial department. This means conducting thorough assessments of your team's capabilities, documenting resource requirements with supporting evidence, and presenting this information in a format that financial analysts can easily incorporate into their models. By bridging the gap between operational realities and financial planning, you help create budgets that are both fiscally responsible and practically achievable.

Besides getting numbers from the financial department, you'll gain several other advantages that will significantly strengthen your position. First, their acceptance of your proposal becomes just a formality, since they participated in its preparation. When financial team members contribute their expertise and data to your proposal, they develop a sense of ownership in the project. This collaborative approach transforms them from potential critics into invested stakeholders who want to see the initiative succeed.

Second, management won't approach them to validate your proposal because they've already been directly involved in its development. This eliminates a common obstacle where executives separately consult finance to verify your claims, which can sometimes lead to unexpected pushback. With finance already on board, you present a united front that carries much more credibility and authority.

While this approach is relatively psychological, it fundamentally changes the perspective—they aren't forced to support it; it's partially their idea. This subtle shift in ownership psychology shouldn't be underestimated. When finance professionals feel they've contributed meaningfully to shaping the proposal rather than merely reviewing someone else's work, they'll defend it with the same vigor they would have their analysis. This creates a powerful alliance that dramatically increases your chances of approval and successful implementation.

Most importantly, your decision makers highly value financial approval, making it easier to get a positive response when you've done your homework. Senior executives consistently prioritize financial metrics above almost all other considerations. When the financial team finds positive ROI from implementation, they become powerful Recommenders for your proposal, often advocating on your behalf in meetings you don't even attend. This dynamic shortens discussions considerably and eliminates many arguments about your proposal's professionalism or technical merit. Financial officers carry significant weight in the decision-making process, especially when they can demonstrate clear value to the organization's bottom line. Remember, technical or implementation course can be corrected during implementation when financial investment typically is not reversible.

Financial and compliance statements constitute most of the formal requirements for proposal acceptance in today's corporate environment. These documents aren't just formalities - they represent the translation of your ideas into the language that executives and board members speak fluently. Getting assistance with this aspect is essential for success, as even brilliant proposals can fail when they lack proper financial justification or compliance verification. Consider partnering with financial analysts who understand both the technical aspects of your proposal and how to frame them in terms of business value, risk mitigation, and regulatory adherence. Their expertise can mean the difference between approval and rejection, regardless of your solution's actual merit.

What are your thoughts on incorporating financials into a building proposal? Are you using a similar approach?