Edition #38: When Management Doesn’t See the Value of an FBP—How to Prove You’re More Than a Glorified Accountant

Introduction

I’m pleased to welcome you to Edition #38.

You see it in their eyes when you speak. That polite nod, that half-hearted “Okay, thanks” when you share insights that could change the company’s future. You know what’s coming next:

“Just make the payment.”

You were hired to drive strategy, to help leadership make informed decisions, to steer the company towards financial success. But here you are—reduced to a glorified bookkeeper.

The CEO values sales because they bring in money. They respect operations because they deliver the product. But finance? They see it as a necessary cost, not a competitive advantage.

And yet, when cash flow tightens, when expenses spiral, when revenue projections fall apart—who do they run to for answers?

You.

Today, I’ll show you how to shift the way leadership sees you—how to stop justifying your role and start proving that without financial strategy, the business isn’t going anywhere. Because you’re not here to count the money. You’re here to lead it.

The Problem

In many SMEs, leadership doesn’t understand the role of an FBP. They think finance exists to:

• Prepare reports.
• Process payroll.
• Track expenses.

That’s it.

They don’t see finance as a driver of business growth—only as a back-office function. And because of this mindset, FBPs constantly struggle to:

? Get involved in strategic discussions.

? Have their insights taken seriously.

? Influence decisions before it’s too late.

And the worst part? If you don’t change this perception, you’ll always be fighting for a seat at the table instead of being invited into the room.

A Story

Let me tell you about Femi, an FBP at a growing retail SME in Lagos.

Every month, Femi prepared detailed reports showing revenue trends, cost leakages, and cash flow risks. Every month, leadership barely glanced at them. Instead, they made decisions based on gut feelings and aggressive sales targets.

One day, the CEO approved a massive inventory purchase based on an optimistic sales forecast. Femi had warned against it—sales were slowing, cash flow was tightening—but no one listened.

Three months later, unsold inventory piled up, cash reserves dried up, and payroll was at risk. That’s when the CEO finally asked, “What went wrong?”

Femi saw his opportunity.

Instead of just reporting the numbers, he started owning the numbers. He stopped sending reports and started presenting business cases. Instead of just tracking expenses, he tied financial insights to strategic decisions—cost controls, profitability trends, and market risks.

Within six months, something changed.

• Leadership stopped making big decisions without consulting him first.
• The CEO started asking, “What do you think?” instead of “Just give me the numbers.”
• Finance became a key driver of strategy, not just an afterthought.

Femi didn’t beg for recognition—he proved that without finance leading the strategy, there is no strategy.

Ajibola’s Tips

1. Stop Just Presenting Reports—Tell Leadership What They Need to Do

CEOs don’t care about balance sheets. They care about what the numbers mean for the business.

Action Tip: Instead of just saying, “Our cash flow is tight,” say:

“At this rate, we’ll run out of cash in six months. We need to reduce overhead by 15% or increase revenue by ?50M per quarter to stay on track.” Make it actionable. Make them pay attention.

2. Tie Financial Insights to Business Outcomes

Leadership doesn’t see finance as valuable because they don’t see how it impacts their decisions. Change that.

Action Tip: When presenting numbers, frame them around leadership priorities:

“If we reduce production costs by 10%, we can increase margins by 5% without raising prices.”

“If we don’t collect ?20M in outstanding receivables, we won’t have enough cash for next quarter’s expansion plans.” Connect finance to growth. Make them listen.

3. Insert Yourself Into Key Conversations—Even If You Weren’t Invited

If you wait for leadership to call you into the room, you’ll always be an afterthought.

Action Tip: Start attending sales, operations, and strategy meetings—even if no one asks you to. Bring one financial insight that changes the discussion. Over time, leadership will expect your input, not ignore it.

4. Use Data to Challenge Decisions—Not Just Support Them

Many FBPs only provide numbers when leadership asks for them. But true finance leaders challenge bad decisions before they happen.

Action Tip: If leadership pushes for an aggressive expansion, don’t just say, “We don’t have the funds.” Instead, present:

• A best-case scenario
• A worst-case scenario
• A financially sustainable alternative

Don’t just be a reporter—be the strategist they can’t afford to ignore.

5. Build Trust by Showing the Impact of Your Advice

If leadership doesn’t see the impact of your insights, they won’t take finance seriously. You need to show them.

Action Tip: Track decisions where finance played a role. When your recommendations prevent a loss or drive a win, document it. Share these “finance wins” in leadership meetings to reinforce your strategic value.

You don’t need permission to be a strategic leader—start acting like one, and leadership will have no choice but to listen.

Grow With Us

Tired of being seen as a number cruncher? I mentor FBPs to position themselves as strategic business leaders, not just financial managers. Start commanding the influence you deserve. Send me a message.

Conclusion

Your company doesn’t need another accountant—they need a finance leader who drives strategy, challenges assumptions, and ensures the business stays profitable.

If leadership doesn’t see your value, show them.

Speak their language. Tie numbers to real business impact. Insert yourself into decisions before they become mistakes.

Because the moment leadership sees that finance isn’t just tracking money—but making money—they’ll never ignore you again.

And when that happens, you won’t just have a seat at the table.

You’ll be leading the conversation.

Cheers, Ajibola