This article is written by Nomentia
Why are manual treasury processes expensive?
Manual treasury processes become expensive because they require recurring effort to collect balances, prepare payment files, update forecasts, check approvals, and reconcile data. Even when each task seems manageable, the combined impact can reduce efficiency, slow down decision-making, and increase operational risk.
Treasury teams are used to making imperfect systems work.
A spreadsheet here. A bank portal there. A local ERP export from one entity, a payment file from another, and a cash forecast that still depends on email updates from the business. None of these workarounds may look dramatic on their own. In many organisations, they are even seen as normal.
The problem is that “normal” can become expensive.
Manual treasury operations rarely create one large, visible cost line. Instead, they create a pattern of hidden costs: time spent collecting data, delays in decision-making, duplicated effort, payment exceptions, outdated forecasts, missed visibility, and control gaps that only become urgent when something goes wrong.
That is why treasury automation ROI should not only be discussed as a technology question. It is also an operating model question. How much time does treasury spend managing the process instead of managing cash, liquidity, payments, and risk?
The cost of manual work is often underestimated because it is distributed across people, entities, systems, and routines.
A treasury analyst may spend hours preparing a daily cash position. A regional finance team may manually upload payment files. Another person may validate bank data, check approvals, update forecasts, or investigate why one bank statement does not match the expected format.
Each task may be manageable. Combined, they create a significant operational burden.
This is also why many teams struggle to build a cash forecasting business case. The value of better forecasting is not limited to “faster reporting”. It is the value of better decisions: knowing earlier where liquidity is needed, reducing dependency on outdated data, improving confidence in funding decisions, and giving leadership a clearer view of what may happen next.
External research points in the same direction. PwC’s 2025 Global Treasury Survey notes that treasury teams are under pressure to improve cash visibility, cost efficiency, and risk management, while leading organisations increasingly adopt real-time liquidity tools, AI-enhanced forecasting, and centralised payment models. HSBC also highlights that cash flow forecasting has remained a key treasury priority, reflecting the need for precise and timely forecasts in a volatile environment.
In other words, manual treasury processes are not only inefficient. They can slow down the organisation’s ability to respond.
Cash visibility is one of the clearest examples of hidden treasury cost.
When balances are collected manually across banks, accounts, currencies, and entities, treasury may technically have the data, but not necessarily in time to act on it. The team may know yesterday’s position, but not today’s. It may have a consolidated view, but only after several people have updated files, checked bank portals, and reconciled different formats.
That delay matters.
Without timely visibility, companies may keep too much cash idle in one place while borrowing elsewhere. They may struggle to identify trapped cash. They may make liquidity decisions based on incomplete information. They may also spend valuable time explaining numbers instead of improving them.
Nomentia positions its Smart Treasury Suite around visibility, control, and predictability across payments, cash, liquidity, and risk, integrating with ERPs, banks, and other systems. For companies operating across multiple banks and entities, that integration layer is not just technical infrastructure. It is the foundation for turning fragmented data into usable treasury insight.
Payments are another area where manual processes can appear cheaper than they really are.
At first glance, uploading files through bank portals or managing payments across local workflows may seem acceptable. The team knows the process. The banks are connected somehow. Payments are executed. Work continues.
But payment operations carry a high cost when they depend on scattered portals, inconsistent approvals, manual file handling, and local exceptions.
The hidden costs include time spent preparing and checking payment files, resolving format issues, validating approvals, tracking payment statuses, and answering questions from subsidiaries, AP teams, banks, and auditors. More importantly, weak payment control can increase exposure to duplicate payments, missed cut-offs, fraud attempts, and compliance issues.
This is where payment automation benefits become easier to explain. Automation is not only about faster payment execution. It is about standardising the process, improving traceability, reducing manual intervention, and making payment control easier to prove.
Forecasting is often where manual treasury processes become most visible to leadership.
The CFO does not necessarily see how many files were collected, how many emails were sent, or how many adjustments treasury made before the forecast was ready. But the CFO does see when the forecast is late, when confidence is low, or when the numbers change without a clear explanation.
A manual cash forecast can still be useful. Many experienced treasury teams are excellent at working around incomplete data. But as the business grows, expands into new markets, adds banks, or inherits systems through acquisitions, the limits become harder to ignore.
Forecasting depends on data quality, timing, ownership, and repeatability. If treasury spends too much time gathering inputs, it has less time to analyse drivers, challenge assumptions, and model scenarios. A forecast that takes days to prepare may already be outdated when it reaches decision-makers.
This is why the business case for treasury automation should include both time savings and decision quality. Faster data collection is valuable. But the larger value often comes from giving treasury more time to interpret what the numbers mean.
Manual controls are often built around expertise. The team knows which approvals are needed, which files need checking, which bank deadlines matter, and which exceptions require escalation.
That works until complexity increases.
As more entities, banks, users, and payment types are added, control becomes harder to manage consistently. Processes may differ across countries. Approval rules sit outside the system. Audit trails may require manual reconstruction. Exceptions depend on individual knowledge rather than embedded workflows.
In a stable environment, this may go unnoticed. During growth, restructuring, audit, staff changes, or periods of financial pressure, it becomes a risk.
The Nomentia Treasury Trends Report 2026 describes treasury teams facing pressure to deliver real-time insights, stronger controls, and more strategic input, often while dealing with fragmented systems and limited IT support. The report is based on 384 treasury and finance leaders across the Nordics, DACH, Benelux, and the UK.
That is the reality many treasury teams recognise: expectations are rising faster than operational capacity.
A strong treasury automation ROI discussion should not begin with software features. It should begin with operational impact.
From there, TMS cost savings become easier to frame. The value may come from fewer manual hours, lower operational risk, more efficient payment execution, improved cash visibility, reduced dependency on spreadsheets, or stronger audit readiness.
The most useful business case is not a generic promise that automation saves money. It is a structured estimate of where the organisation currently loses time and where better treasury processes could create measurable improvement.
Treasury Masterminds is a community of professionals working in treasury management or those interested in learning more about various topics related to treasury management, including cash management, foreign exchange management, and payments. To register and connect with Treasury professionals, click the button below.
By Alexander von Schirmeister,
CEO at Nomentia
A bank portal still works. The ERP still produces data. A spreadsheet still calculates a forecast. A payment approval workflow still moves from one person to the next. Reports still reach the CFO, even if they arrive later than expected. From the outside, treasury appears to function. Inside the process, finance teams know exactly how much effort is required to keep that appearance of control intact.
Modern treasury cannot rely on disconnected systems because the questions it needs to answer are no longer isolated. Cash visibility depends on bank data, account structures, ERP information, payments in progress, forecast inputs, intercompany flows, financing activities, and exposures. Liquidity planning depends on operational data from the business, but also on treasury assumptions, market conditions, working capital movements, and funding plans. Risk management depends on reliable exposure data, but also on trade execution, hedge documentation, limits, reporting, and accounting. If each part of this picture sits in a different place, the treasury team becomes the integration layer.
That integration work rarely surfaces. It lives in copy-and-paste routines, manual file checks, email reminders, reconciliation notes, spreadsheet tabs, and individual memory. It is also where most treasury management challenges quietly begin.
Disconnected systems create time loss because data has to be gathered before it can be analysed. They create duplicated work because teams maintain local trackers even when central tools exist. They weaken cash visibility because the latest view may depend on which bank file has arrived or which entity has responded. They weaken controls because exceptions are harder to identify when workflows are not connected.
The CFO does not usually see the process friction. The CFO sees the answer. If the answer is late, inconsistent, or hard to explain, confidence falls. Senior leadership needs reliable responses to simple but high-stakes questions: How much liquidity is available? Which cash flows are expected? Where is working capital tied up? Are internal payments efficient? Which exposures are material? Are guarantees, hedges, and commitments under control? These questions cannot be answered well when the data behind them has to be rebuilt every time.
The 2026 Nomentia Treasury and Cash Management report highlights that many treasury teams are in a transitional phase. They have moved beyond purely manual treasury, but still rely on multiple systems and partial automation. The pattern is familiar: the organisation has invested in technology, yet treasury still spends too much time reconciling information and validating reports. The issue is not that systems are missing. The issue is that they are not connected enough to support the pace of decision-making.
Disconnected systems are especially risky in three areas.
The first is visibility. If cash positions, transactions, forecasts, and payment statuses are not consolidated, treasury may see parts of the picture but miss the direction of movement. A balance report can show where cash is today, but it does not explain whether the position is temporary, restricted, exposed, or needed elsewhere in the group. Visibility without context can create false comfort.
The second is control. Treasury policies often look clear on paper, but control depends on how processes actually run. Who can approve a payment? Which entities have followed the forecast process? Which exposures have been validated? Which guarantee is close to expiry? Which hedge relationship needs attention? When workflows are disconnected, control becomes dependent on manual follow-up. That may work when volumes are low, but it becomes unreliable as banks, entities, instruments, and reporting expectations increase.
The third is decision speed. In volatile markets, delayed answers are not neutral. A late forecast can affect funding decisions. A delayed exposure view can affect hedge timing. A slow payment status check can affect supplier confidence. A late view of guarantees or credit line usage can affect working capital decisions. Treasury does not need real-time data for every decision, but it does need enough connected information to avoid making decisions with yesterday’s understanding.
A modern treasury management system should not be judged only by feature breadth. The more important question is how well it reduces the gaps between systems, data, workflow, and reporting. A strong setup connects bank information, ERP data, payment processes, cash forecasting, risk workflows, analytics, and audit trails into a reliable operating model. That does not mean every company needs every module at once. It means the architecture should support growth without forcing the team to rebuild its processes every time complexity increases.
Most people researching a TMS today will start with a web search or ask Copilot, Gemini, or ChatGPT. The answer they get back is usually a feature list. That’s not wrong, but it’s incomplete. A good treasury management system helps finance teams centralise cash, payments, forecasting, risk, controls, and reporting so they can make better liquidity and financial risk decisions with trusted data. Features are how it gets there. That’s the distinction worth keeping in mind when evaluating whether your current setup is still fit for purpose.
The path away from disconnected systems does not always require a large replacement project. In many organisations, the better approach is to identify the most painful manual bridges first. Where does treasury re-enter data? Where does the team wait for local input? Where do reports need manual explanation? Where are approvals outside the system? Where is the same number calculated in different ways? These questions show where fragmentation is creating the most business risk.
Connected systems create reliable answers. They reduce the manual work behind cash visibility, improve the quality of cash flow forecasting, and support stronger controls and compliance. They help the CFO understand not only what the numbers are, but what they mean for liquidity, risk, and action. Disconnected systems may still function. But they make treasury work harder than it should, and confident decisions harder than they need to be.
Treasury Masterminds is a community of professionals working in treasury management or those interested in learning more about various topics related to treasury management, including cash management, foreign exchange management, and payments. To register and connect with Treasury professionals, click the button below.
This article is written by TreasuryCube
In an increasingly complex financial environment, In-House Banks (IHBs) have emerged as a strategic imperative for corporations seeking enhanced cash visibility, optimized liquidity, and streamlined intercompany transactions. Drawing insights from a recent presentation by experts at Citi and seasoned treasurers, let’s explore what makes an IHB not just an option, but a cornerstone of modern treasury management.
An IHB is a centralized internal financial entity that manages cash, investments, foreign exchange exposures, and intercompany lending on behalf of corporate subsidiaries. Acting as a “virtual bank” for the organization, it reduces the volume of external banking transactions and provides critical advantages in cash management, governance, and compliance.
Importantly, an IHB is not a regional treasury center, shared service center, re-invoicing hub, or physical licensed bank. It’s a bespoke solution that integrates deeply with corporate finance operations.
An IHB addresses several core challenges that treasurers face:
Real-world IHB implementations, like those led by Brook Ballard at Oceaneering, showcase the tangible benefits:
Intercompany netting further reduces payment transactions, bank fees, and FX costs by consolidating cross-border intercompany settlements.
While beneficial for many, IHBs are particularly advantageous for:
At TreasuryCube, we recognize that the modern treasury is not just about managing cash, it’s about unlocking strategic value. An effective IHB is a critical tool to help achieve that vision, especially when supported by integrated technology, skilled people, and proactive governance.
Treasury Masterminds is a community of professionals working in treasury management or those interested in learning more about various topics related to treasury management, including cash management, foreign exchange management, and payments. To register and connect with Treasury professionals, click the button below.
This article is written by our partner, FIS
The reality of payment fraud has shifted from a question of whether an attack will occur to a growing likelihood of when and how it will occur.
For finance and treasury leaders, the strategies that provided a sense of security a few years ago may be insufficient against a new breed of sophisticated and relentless criminals. A 2024 survey from the Association for Financial Professionals underscored this reality, revealing that a staggering 79% of organizations were victims of payment fraud attacks or attempts.
This is not a distant risk: It’s an active, daily threat that demands a fundamental change in an institution’s defensive posture. The traditional, reactive approach – detecting and responding to fraud after it occurs – is, in many cases, no longer a viable strategy. The time has come to build a proactive defense.
Today’s fraudsters are often not lone actors but organized, well-funded operations that use advanced technology and psychological tactics. They study organizational structures, identify process gaps and exploit the path of least resistance.
Business email compromise remains a dominant method, where criminals impersonate executives or vendors with alarming authenticity to redirect funds. We’re also seeing the rise of AI-powered deep fakes, where a trusted voice on a conference call can be convincingly spoofed to authorize a fraudulent transfer.
These criminals understand that the entire payment lifecycle, from the initial onboarding of a vendor to the final reconciliation, presents a landscape of opportunity. They target the seams in your processes, exploiting the very human desire for efficiency and speed. This “disharmony,” a term coined by a FIS® and Oxford Economics study, captures the friction between the drive for growth and the drag of persistent security threats.
According to the study, 75% of C-suite executives identify fraud as a critical challenge.
How can organizations overcome the evolving threat of fraud? The answer lies in shifting from a fragmented, manual and reactive stance to an integrated, automated and proactive one.
A truly effective defense begins by fortifying the most common entry points. The vendor master file, for instance, is the heart of the payables process and a prime target. A single fraudulent change to a supplier’s bank details can lead to catastrophic losses before anyone realizes an error has occurred.
Overcoming this type of threat typically requires more than just diligence: It often demands a standardized, technology-enforced process. It includes implementing out-of-band verification, such as a phone call to a preverified contact, for any change to payment instructions. It means moving beyond trust and implementing strict, automated validation protocols.
As transaction volumes grow, manual reviews can become an impossible bottleneck, creating the very noise that criminals use to hide their illicit activities. This is where modern solutions like AI-assisted anomaly detection become increasingly indispensable.
Unlike static, rule-based systems that can only catch what they are programmed to look for, AI and machine learning establish a baseline of “normal” payment behavior for each vendor and transaction type. These systems operate in real time, analyzing payments for subtle deviations in amount, frequency or timing that would be difficult for the human eye to detect. When an anomaly is detected, the payment is automatically flagged for investigation before it leaves the organization. This preemptive capability is a game changer.
Organizations can achieve a greater level of control by consolidating their payment flows through a centralized payment hub. Instead of managing disparate security protocols across multiple ERPs and bank portals, a payment hub provides a more unified point of visibility and control.
A payment hub enables the consistent application of security policies, approval workflows and fraud detection analytics across the entire enterprise. It standardizes an institution’s defense, creating a fortress rather than a series of disconnected fences. A payment hub integrated with a third-party account validation service provides another critical layer, confirming that a beneficiary’s name matches their account information before a payment is ever initiated.
Reduce fraud risk and strengthen controls with FIS Payment Hub – Enterprise Edition
The path forward for finance and treasury leaders requires a strategic pivot. It means recognizing that fraud prevention is not merely a compliance checkbox but a strategic enabler of business resilience and growth.
Building a proactive defense involves a holistic approach that integrates advanced technology, standardized processes and a culture of vigilant verification. By embracing AI-driven monitoring, centralizing payment operations and empowering employees with specialized training, you can transform your security posture from reactive to preemptive.
This shift does not just mitigate risk: It builds the confidence and operational integrity necessary to thrive in a complex financial world.
Treasury Masterminds is a community of professionals working in treasury management or those interested in learning more about various topics related to treasury management, including cash management, foreign exchange management, and payments. To register and connect with Treasury professionals, click the button below.
