Part 8 of 8: The Hidden Advantage Finance Has in Strategy (And Why They Rarely Use It)
Roger Knocker • January 29, 2026
Part 8 of 8
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You don’t need to be a strategy guru. You just need to keep the beat.
Strategy intimidates many finance professionals, not because we lack intelligence, but because we assume we need to arrive as “strategy experts.”
We picture consultants with frameworks, CEOs with whiteboards, executives with buzzwords.
But here is the truth:
Finance has a built-in advantage in strategy that no other function has, and most teams never use it.
And funnily enough, I learned this lesson years ago,
behind a drum kit at a youth camp.
The Four Types of Drummers I Met at Camp
I used to organise the music at youth camps. I was the drummer.
And without fail, teenagers would line up after the evening service and ask:
“Please can you teach me the drums?”
I would always oblige.
Over time, I realised these camps produced the same four types of drummers,
and each one mirrors how finance professionals show up in strategy.
1) Lee. The Beginner
Lee sits down full of nerves and excitement.
I show him the basics:
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Count 1 2 3 4,
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Cross your hands like this,
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Keep the hi-hats closed,
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And try not to strangle the drumsticks.
At first, Lee’s forehead folds into that classic teenage frown of concentration.
He is trying so hard not to lose the beat.
Then suddenly he gets it.
His whole face lights up.
A huge grin breaks through.
Everyone cheers.
Most finance teams today?
In strategy terms, they are still Lee.
Capable, eager, but early in the journey.
2) Greg. The Enthusiast
Greg was unforgettable.
The moment he figured out a basic rhythm,
he never stopped.
For the rest of the weekend:
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bang bang bang during volleyball,
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bang bang bang in the food queue,
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bang bang bang at 7am outside the cabins.
We loved Greg’s passion,
but we also wished he came with a volume knob.
This is the finance person who thinks they are “doing strategy”,
lots of noise, no structure, no process.
Fun? Yes.
Useful? Not always.
3) Ross 1.0. The Functional Part-Timer
And then there was Ross.
Ross was different.
After camp, he got permission to practice.
He saved up.
He bought his own drum kit, and he put in the work.
He wasn’t trying to be a star.
He just practised consistently.
Within months he was drumming in the church band,
a functional, reliable part-timer who made the band work every weekend.
Not flashy.
Not elite.
But absolutely essential.
This is exactly where Finance needs to be to lead strategy:
Ross 1.0. Structured, disciplined, consistent, value-adding.
This level alone changes the trajectory of a finance team and elevates its influence in the business.
4) Ross 2.0. The Serious Musician
A few years later, Ross returned transformed.
He and his brother had formed a band.
They practised constantly.
They played weekly gigs, paid rock and jazz shows at real venues.
They weren’t amateurs anymore.
They were a proper band, tight, polished, respected.
This is Finance when it matures into:
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OKRs
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corporate alignment
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scenario modelling
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enterprise portfolios
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KPI architecture
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integrated planning
Powerful.
But not required to start.
5) Kenny. The Session Pro
Years later, I joined another church band, and that is where I met Kenny.
Different world.
Different level.
Kenny was a professional session drummer.
He would walk into a studio, sight-read complex drum charts and nail the performance on the first take.
This is the equivalent of a global strategy expert or top-tier CFO.
Impressive.
But most organisations don’t need this yet.
So, What’s the Hidden Advantage Finance Has?
Strategy requires:
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structure
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rhythm
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consistency
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disciplined follow-through
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connecting drivers to outcomes
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asking the right questions
Finance already does all of this every month,
every quarter,
every year.
Finance is the only function in the business that:
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understands drivers
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understands measurement
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understands cause and effect
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can build projections
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can quantify decisions
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can bring order to noise
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can see value clearly
This is the hidden advantage.
Finance is wired to lead strategy,
but rarely steps into the role.
You Don’t Need Kenny. You Only Need Ross 1.0.
To step into strategic leadership, Finance does not need:
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advanced frameworks
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consultant-level jargon
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full strategy toolkits
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or a decade of training
You need:
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an intake sheet
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a profit funnel
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a weekly drumbeat
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clarity when others get stuck
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discipline when others lose focus
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the courage to put up your hand and guide the room
Everything in the earlier articles in the series (Part 1 - 7 of8) is “Ross 1.0 level”,
simple, consistent, practical, powerful.
When you operate with Ross 1.0 rhythm:
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you stand out from the crowd
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executives notice you
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people talk about you
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and organisations start asking for you by name
You become the finance leader who
keeps the beat, drives the value, and leads the strategy.
And all you needed was rhythm.
How Finance unsticks stalled workstreams by creating clarity, quantifying decisions, and restoring momentum when strategy gets blocked.
How Finance turns strategic ideas into measurable, bankable value using a profit funnel that tracks execution, accountability, and benefits from concept to realised cash.
Discover the proven weekly rhythm that turns strategy into measurable results. Learn how a 20 minute weekly “drumbeat” meeting, led by Finance, improves execution, accountability, and performance across your business.
Learn how to turn strategy sessions into action with a simple spreadsheet that ranks ideas by value, ROI, and strategic impact.
A structured intake sheet helps you lead strategy sessions, capturing ideas, adding clarity, and shaping a roadmap that positions you as the quiet force in the room.
Executives crave structure. Finance can lead strategy with clean data, clear assumptions, and a weekly process that turns ideas into measurable progress.
Finance becomes strategic when it moves beyond reporting and shows the real value drivers. This post reveals how clean metrics and KPI gaps can reshape the entire strategy discussion.
Geoff, the finance partner who blended accounting mastery with hands-on leadership, proves that true value comes from heart, clarity, and a boots-and-all mindset.
A cautionary tale about hockey stick forecasts, wishful thinking, and why driver based models reveal the truth. Learn how finance teams can forecast with clarity.
Join us for Part 3 of Episode 6 as we continue the conversation with Andrew Brown, diving deeper into his journey, the pivotal moments that shaped his leadership, and the strategies he uses to build resilient teams. Whether you’re a CEO, HR leader, or someone keen on leadership development, this segment offers actionable insights and authentic stories you won’t want to miss. Part 1: Driver-Based Modeling & The "Why" Behind Numbers [0:04] Introduction: Host Roger Knocker introduces Andrew Brown, noting his background in Accenture and medical technology, and frames the discussion around how finance teams can remain relevant. Knocker interviews Brown as a leadership coach with deep cross-industry experience. [3:41] Beyond the Spreadsheet: Brown explains that while product teams often bring optimism, finance adds value by rigorously validating costs and revenue. He emphasizes that finance’s role is not to reject ideas, but to ensure proposed numbers reflect reality. [5:02] Driver-Based Models: Brown highlights that finance professionals must move beyond simply inserting numbers into a budget. The Shift: He stresses the need to build models based on operational drivers such as quantities, pricing, headcount, and staff grades. The Benefit: According to Brown, business leaders intuitively understand these drivers, even if they do not fully grasp accounting terminology, which creates alignment between teams. [8:25] Continuous Feedback: Brown notes that one cannot steer a vehicle that isn’t moving. Real-time metrics enable small, daily adjustments rather than reactive shocks at month-end. Part 2: Speed, Context, and Breaking Silos [9:57] The Need for Speed: Brown states that operational leaders cannot work effectively when financial data arrives three weeks late. He argues that the expectation should be a turnaround of three to four days. [11:56] Driving Blind: He describes how delayed reporting leaves business owners “driving blind,” causing significant stress as they struggle to manage cash flow or make informed decisions without current information. [14:06] The Missing Story: Brown observes that accountants typically provide the what—such as an income statement—but often fail to explain the why. He says finance must connect financial outcomes to operational realities such as downtime, rework, or issues with specific customers. [15:30] Breaking Silos: Brown argues that finance, HR, and IT should not operate as siloed “staff functions.” Instead, they need to integrate fully into the value chain, from sales to delivery to collections. [20:28] Shared Accountability: He asserts that finance cannot exclude itself from business KPIs like profit. [22:28] The Rugby Analogy: Brown compares effective organizations to the Springboks, where both starters and bench players share ownership of the final score. He emphasizes that finance is part of the team, not merely a scorekeeper, echoing the message that “we are stronger together.” Part 3: Leadership & Adaptability [27:52] Rotating Leadership: Brown discusses the value of rotating Finance Directors between divisions or geographies every few years. This prevents complacency and brings fresh perspectives to long-standing challenges. [33:22] Resilience in Chaos: He notes that leaders raised in challenging or chaotic environments—such as South Africa or India—often learn to block out distractions, prioritize effectively, and solve problems with exceptional clarity. Part 4: The 3 Killer Skills for Future Finance Professionals Andrew Brown identifies three areas where analytical finance professionals need to grow: [35:10] EQ and Empathy: He says finance professionals must move beyond being purely cerebral or task-oriented. Developing self-awareness and understanding emotional triggers are essential to leading teams effectively. [37:48] Strategic Thinking: Brown stresses the importance of shifting from operational or transactional work (looking backward) to activities that create tactical and strategic value (looking forward). [38:49] Self-Regulation (Burnout Prevention): He warns that the finance “monthly treadmill” is relentless. Professionals must manage their own well-being and avoid pushing lean teams to exhaustion. Part 5: Owning the Strategy [41:29] The Finance Opportunity: Brown believes finance is uniquely positioned to facilitate and coordinate the corporate strategy process. [41:59] The Strategy Model: Core Strategy: Focus areas such as market, product, and geography. Strategic Capabilities: Investments in plant, people, and systems—where finance plays a critical role in costing scenarios. Strategic Execution: Ongoing monitoring of the strategic plan. [47:43] The Glue: Brown concludes that finance should serve as the “glue” holding strategy execution together—tracking progress, ensuring alignment, breaking silos, and helping the organization win.
How Finance unsticks stalled workstreams by creating clarity, quantifying decisions, and restoring momentum when strategy gets blocked.
How Finance turns strategic ideas into measurable, bankable value using a profit funnel that tracks execution, accountability, and benefits from concept to realised cash.
