Automation is nothing new in the world of treasury management, and treasury management systems have been working to help improve the efficiency and accuracy of treasury groups for some time. However, advances in the field of AI have led to a significant change in this landscape, and the potential now exists to significantly enhance the role of technology in managing treasury functions. However, how can you cut through the rhetoric and assess where AI can help your group – and indeed, whether this is right for you?
Cash forecasting, fraud detection and working capital optimization – assessing the use cases for AI in treasury management
Aligning your data management strategies with those needed for successful transformation to AI use
What hurdles exist in the deployment of AI technology within the treasury management function, and how can you overcome these?
As the current global instabilities show no sign of abating, the challenges of managing the treasury function for a firm with a higher level of leverage, and their sensitivity to market adjustments, increase accordingly. When adding large client numbers and complex supply chains to the equation, some firms have a unique set of challenges to overcome in 2024 – with factoring facilities one potential method they can employ to maintain stability in such an environment
In this case-study style session, followed by Q&A, Patrick Minjauw, Group Head of Treasury at Synthomer, and Carol Thurneer, Manager, International Treasurer at Haleon, will lift the lid on the journeys they have both been on to implement their factoring facilities, giving insight into the benefits – and challenges – of such an approach
Over the past few years, the use of an In-House Bank (IHB) within treasury groups has grown significantly. IHB’s offer greater liquidity options, enhanced risk management, and a strong degree of centralized control of financial management across the business – meaning they are a potentially ideal solution for a global treasury unit to implement.
However, there are challenges associated with such a change, as well as a number of variables to consider in this instance, and this session will look to address the following:
Whilst TMS investment and implementation is a natural step to take for treasury groups, given the offers numerous advantages it offers, creating and managing an RFP for this can be a challenging project.
This practical session will offer advice on gaining internal buy-in for investment in this field, how to identify the specific use case appropriate for your organisation, and, in addition to treasury, how other groups should be included in such a process.
The proactive identification of new technologies to enhance productivity and provide better risk management in the treasury field is an ever-more important focus for treasury leadership to undertake. Group treasurers now must understand advances in technology and to recognise where this can be implemented in order to create strategic improvements, in order to keep ahead of their competition. As well as being a treasury expert, treasury leadership now also need to be comfortable in the world of technology, data and automation.
In this interactive think-tank, Baris Gakalp will give a unique understanding into how the treasury group within Sisecam have not only embraced existing technologies which drive internal improvements, but how they have driven a unique approach to identifying the fintechs of tomorrow who can drive continual improvements, both within the treasury group and across the business. This unique session will offer practical insight into how they maintain this forward-thinking strategy and delving into the value such an approach can have for your business.
Within the corporate world, financial professionals traditionally focus on measuring profit and return on investment as key markers of successful planning. Within this case-study style session, Ben Watlers of Compass Group will outline an alternative approach, which he has begun to employ within the treasury group at Compass – that of measuring incremental Return on Capital Employed (iRoCE).
Within this 30-minute presentation, Ben will outline the theory, give practical advice on where such a theory could be deployed and offer insight into how this is redefining the strategic value a treasurer can offer to their business.
Technology-driven modernization has many benefits for a treasury group: TMS systems can create efficiencies and reduces manual tasks; APIs can be used to help transaction speed account visibility and risk management; and the improved cash management which is often an outcome from technology use can help maximise the value of their cash reserves.
However, technology always requires investment, which can be tough for treasury groups to secure when the benefits of such investment – especially in a challenging global business environment - can often be seen as intangible.