The CFO and sales leader have significant impact on their company’s ability to deliver on its strategies through processes. Unfortunately, the relationship between finance and sales is often more confrontational than collaborative. Given CFOs’ expressed interest in spending more time understanding customers — and sales teams’ concerns about re-engaging and re-energizing relationships strained by the pandemic — now is the ideal time for these reluctant partners to get together to improve their ability to measure and grow the “relationship capital” on which sales and enterprise growth depend. The author offers four strategies for focusing on customers and the customer experience by reducing friction between the CFO and sales leader. The guiding principle should always be to value people before processes.