I’ve done MBA and been involved in small family business my whole life. I think more relevant than finance or accounting practice are the business fundamentals which I think are different but related. If you want to learn the former there might be good resources in this thread.
To level with the CEOs, I think many CEOs value few things above else: either have a great understanding in relevant specific industry niche like residental construction or copper mining or in specific technology like web applications or weather measurement hardware. Another few things CEOs have to constantly think about are investments, in what and how much to invest to balance optimal risk reward ratio. Third thing is maybe the strategy/business/industry language like SWOT, business model canvas, balace scorecard, revenue, roi, roe, equity, debt, corporate taxes, ebitda, earnings, customer life time value, product lifecycle, growth drivers, organic/nonorganic, acqusitions, divestments...
To level with the CEOs, I think many CEOs value few things above else: either have a great understanding in relevant specific industry niche like residental construction or copper mining or in specific technology like web applications or weather measurement hardware. Another few things CEOs have to constantly think about are investments, in what and how much to invest to balance optimal risk reward ratio. Third thing is maybe the strategy/business/industry language like SWOT, business model canvas, balace scorecard, revenue, roi, roe, equity, debt, corporate taxes, ebitda, earnings, customer life time value, product lifecycle, growth drivers, organic/nonorganic, acqusitions, divestments...