This article is a contribution from our partner, Embat

Accounting with the best financial team is a critical factor of success for any business, so nothing is more important for the CFO than surrounding themselves with the right people, this is what will allow you to enhance your role and focus on value generation from a much more strategic than operational perspective. 

Traditionally, the financial domain was characterised by the mastery and application of a series of technical knowledge, which when well used not only allows one to ‘explain the past’, but also to generate reliable information for business decision making thus minimising the risk of errors.

Cultural revolution and technology in finance

It is the advance of technology itself, which has allowed them to redefine their role, following the same line of evolution as that of the CFO themselves, that is, towards a vision much more focused on the company’s business and strategy and not merely focused on explaining what has happened and on regulatory compliance.

This reconversion of the area requires the need for professional profiles that not only have a solid “technical” knowledge, but also have the necessary skills to take advantage of the benefits offered by the new technologies available.

It is above all a change in the culture of the area that must accompany and support the evolution of the business itself, adopting new ways of working, based on collaboration, experimentation and continuous learning, while at the same time requiring a rethinking of the operating model, including the automation of tasks and the redefinition of internal processes.

Combining analytical rigor with business intuition, technical precision with the flexibility to adapt to changes in the environment, is essential when it comes to building a financial team, where technical expertise becomes a necessary (and mandatory), but not sufficient, skill.

It is therefore necessary for financial professionals to have a broader understanding of the business they manage, in order to be able to adapt as quickly as possible to changes, which are becoming faster and faster.

The evolution of the CFO in today’s business strategy

Discover the evolution of the CFO and their relevance in today’s business landscape.

Communication and skills in the team

Being able to translate and being able to communicate complex information in such a way that it can be used for decision making by the rest of the organisation, which generally speaks a different ‘language’ and does not usually have the same technical knowledge, requires the development and good application of what are defined as ‘soft skills’.

Empathy, proactive attitude, autonomy, thinking critically about how things are done, adapting to new scenarios, interacting with interdepartmental teams, are critical and essential skills that any finance team must have in order to turn data into analysis, business opportunities into results and strategy into profitability for the company. 

This is where the CFO takes on a central role, in the sense of being able to integrate the different skills of the financial team, identifying both their strengths and weaknesses, thus ensuring that all members of the team work towards the same common goal.

Diversity and interdepartmental collaboration

Therefore, it becomes relevant to promote diversity within the financial team not only in terms of the incorporation of people with different professional experiences, but also with other ways of thinking and approach, in order to encourage the generation of innovative ideas that can become creative solutions to the problems that arise. 

A diverse finance team can also be better prepared to meet the challenges of a globalized marketplace. Companies operating in multiple countries need teams that understand the particularities of each region, both from a technical and cultural perspective.

On the other hand, it is necessary to promote a culture of open and ‘bidirectional’ communication between the CFO and the members of their team, where the contributions of each one of them are valued, something that is relevant to strengthen the group and thus tend to achieve the proposed objectives.

Knowledge integration and value strategy

Trust is another essential requirement for building a cohesive team, especially when confidential and strategic information must often be managed, which is why it is essential to guarantee its integrity. Likewise, it must be bidirectional, thus generating a climate of security that reinforces open communication, as well as the responsible assumption of risks and the ability to learn not only from the successes achieved, but also from the failures.

Thus, forming a financial team is a process that requires a certain “science” in the selection of the best talents with the necessary technical knowledge for the development of their functions, as well as the purest “art”, since it must be complemented with the ability to adapt, innovate and collaborate closely with other areas of the company.

In this way, a balanced integration between art and science is what really determines the difference between a financial team that is oriented to the administration of resources, and another that is dedicated to the generation of value through continuous improvement.

Also Read

• How to Balance Financial Risk with Growth
• API-Driven Treasury: How to integrate your TMS with ERPs and Banks
• The role of automation in the month-end close
• Financial planning for changing economic cycles
• AI Lag in the Mid-Market: Stop Waiting for ‘Big AI’ and Start Automating Cash Management Now
• Visibility and Governance: How to Prove Compliance When AI Decides
• How Companies Can Lose Tens of Millions Without Being “Cash Constrained”
• FinTech Interview with Theo Wasserberg, Head of UK&I at Embat

Join our Treasury Community

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 a contribution from our partner, Embat

In a business environment marked by volatility and uncertainty, the CFO plays a crucial role in comprehensive risk management, tasked with mitigating risks while also supporting—and even driving—the organisation’s growth.

It remains a clear example of how the CFO’s role has evolved into increasingly strategic functions, making it critical to find the level of “balance” that best suits the company’s needs and capabilities, always ensuring stability alongside growth opportunities.

This is a dynamic balance that, due to constantly changing variables, requires continual “recalibration” over time, demanding vision, planning and efficient resource management from the CFO.

They hold a significant advantage in their close understanding of the business, which enables them to identify synergies across different areas to align goals (beyond purely financial ones) with the company’s overall strategy.

Expanding the scope of risk management

While financial risk management has historically been an area of natural leadership for the CFO, the scope of their role has expanded to include any risk that might significantly impact the company.

This shift has changed perceptions of the CFO: from the traditional figure often seen as the one saying “no” to new projects due to their cost, to someone who must now act as a “facilitator”, always looking for ways to make growth initiatives viable.

Therefore, the main challenge is to find the optimal point between prudent, reasonable risk management and the necessary ambition to drive business development.

If the balance tips too far toward the “safe zone,” the company risks missing important new business opportunities. The same is true in the other direction: leaning too far toward risk can threaten the company’s stability and continuity.

The CFO’s responsibility for sustainable growth

Accordingly, it is the CFO’s role to balance profitability with the organisation’s long-term survival, enabling the company to seize opportunities while avoiding risk levels that could jeopardise its continuity.

Driving growth without compromising stability requires making strategic decisions based on data analysis and risk assessment, always aligned with long-term objectives.

This reality demands the development of new competencies that go beyond traditional financial expertise—such as strategic thinking—so the CFO can work alongside the CEO to lead the company’s growth.

An equally important aspect is managing multidisciplinary teams across different areas of the organisation to implement initiatives that balance assumed risk with sustainable growth.

Leadership, ESG alignment and long-term success

Another key point is aligning ESG (Environmental, Social and Governance) factors, not only from a financial perspective but as part of overall business strategy.

The goal is to provide leadership that drives the transition toward a more sustainable organisation, reducing its environmental impact.

Ultimately, the CFO has become the architect responsible for balancing prudence in risk management with the ambition required to drive growth.

Their ability to navigate this delicate and constantly changing balance will determine the organisation’s long-term success and sustainability, making this skill a critical part of the CFO’s role.

Also Read

• The art and science of building a financial team
• API-Driven Treasury: How to integrate your TMS with ERPs and Banks
• The role of automation in the month-end close
• Financial planning for changing economic cycles
• AI Lag in the Mid-Market: Stop Waiting for ‘Big AI’ and Start Automating Cash Management Now
• Visibility and Governance: How to Prove Compliance When AI Decides
• How Companies Can Lose Tens of Millions Without Being “Cash Constrained”
• FinTech Interview with Theo Wasserberg, Head of UK&I at Embat

Join our Treasury Community

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 a contribution from our partner, Embat

As finance temas evolve from manual, file-based operations to real-time data-driven environments, one technology is quietly reshaping the backbone of financial connectivity: APIs (Application Programming Interfaces). For years, finance teams have been forced to rely on SWIFT files, SFTP servers, and nightly batch updates. Today, APIs are enabling instant access to cash positions, real-time payment execution, and seamless data flows between systems. The result? Faster decision-making, better control, and radically improved operational efficiency.

But what does it actually mean to “connect your TMS to your ERP and your banks via API”? In this article, we’ll break down the API building blocks of a modern treasury stack, explain how to integrate them, and share a real-world example of what this looks like in action.

What are APIs and why do they matter for treasury?

APIs are software interfaces that allow different systems to “talk” to each other in real time. Think of them as the pipes that connect your treasury plumbing: your ERP (where transactions originate), your TMS (where liquidity and risk are managed), and your banks (where cash is held and moved). Instead of uploading files or sending emails, APIs enable direct, instant communication between these systems.

In treasury, this means:

• Pulling live account balances from banks into your TMS
• Initiating payments directly from your ERP
• Receiving real-time status updates on FX trades
• Automating bank reconciliation and cash forecasting

APIs reduce manual errors, enhance visibility, and provide agility in responding to market changes — all of which are critical in today’s volatile financial environment.

Building blocks of the API-driven treasury

To understand API integration, let’s break the treasury tech stack into three parts:

1. ERP (Enterprise Resource Planning)

This is your accounting system — SAP, Oracle, Microsoft Dynamics, Netsuite , etc. — where invoices, payroll, and vendor payments originate.

2. TMS (Treasury Management System)

This is the control tower for treasury. It manages cash flow forecasting, FX risk, intercompany loans, and bank account visibility.

3. Banks and Financial Institutions

These are your cash custodians. Banks offer APIs for balance reporting, payment execution, transaction notifications, and FX services.

APIs connect these three layers, enabling a seamless data exchange between operational finance (ERP), strategic decision-making (TMS), and execution (banks).

How to Integrate: TMS ↔ ERP ↔ Bank

A typical API integration follows this flow:

Step 1: ERP to TMS

Your ERP sends payment proposals, forecasted cash flows, and invoice data to your TMS via API. This helps the TMS consolidate positions and project liquidity across time horizons.

Step 2: TMS to Bank

The TMS sends validated and approved payments, FX deals, or sweeping instructions to your bank via its corporate API. Banks respond instantly with confirmations, reference numbers, or error messages.

Step 3: Bank to TMS (and ERP)

Your TMS receives real-time balance and transaction data from each bank account via API. This data can also be passed to the ERP for reconciliation and reporting purposes.

Together, this closed loop allows treasurers to manage cash, risk, and payments from a single interface — without ever exporting a file.

Security & Compliance Considerations

When integrating APIs in treasury, data protection and access control are essential. Key areas to focus on:

• Authentication: Use secure methods like OAuth2 or mutual TLS to control access.
• Consent & Access Rights: PSD2 APIs require explicit user consent; corporate APIs use predefined credentials with scope limits.
• Data Privacy: Ensure compliance with GDPR and other data regulations — both in transit and at rest.
• Auditability: Maintain logs of all API activity for transparency and internal control.
• Cybersecurity: Coordinate with IT and InfoSec teams to assess API endpoints and enforce secure integration standards.

In short, treat APIs like opening a digital vault: only the right people and systems should ever get the key.

Best Practices for API-Driven Treasury Projects

Implementing API integrations doesn’t have to be a chaotic and complex project. Follow these principles for a smooth rollout:

• Start with a focused use case: E.g., retrieving daily bank balances from 10 banks, or automating payroll execution via ERP.
• Choose API-native vendors: Ensure your TMS and ERP can natively support open API standards (like REST and JSON).
• Modular rollouts: Tackle one process at a time — e.g., start with balances, then move to payments and reconciliation.
• Collaborate cross-functionally: Involve treasury, IT, InfoSec, and compliance early to align expectations and responsibilities.

Real-World Example: Embat + ERP + Banks

A European technology company using Embat’s TMS integrated its ERP (Netsuite) and two main banking partners via API. The project enabled the following:

• Automated daily balance retrieval across 12 accounts via BNP Paribas and Citi APIs
• Direct payment execution from Netsuite through Embat to bank APIs with real-time status updates
• Cash flow forecasting enriched by ERP data on payables and receivables, updated hourly

The result: 90% fewer reconciliation errors, cash visibility by 9:00am every day, and real-time FX rate validation before settlement. What used to take hours and emails now happens automatically, every day.

Conclusion

APIs are no longer a buzzword — they are the foundation of a modern treasury infrastructure. By connecting your TMS, ERP, and banks through APIs, you enable faster, smarter, and more secure treasury operations. Whether you’re a multinational or a fast-scaling startup, building an API-first treasury stack is the next logical step toward efficiency, agility, and control.

Now is the time to assess your systems, talk to your banks, and start building the infrastructure of tomorrow — today.

Also Read

• How to Balance Financial Risk with Growth
• The role of automation in the month-end close
• Financial planning for changing economic cycles
• AI Lag in the Mid-Market: Stop Waiting for ‘Big AI’ and Start Automating Cash Management Now
• Visibility and Governance: How to Prove Compliance When AI Decides
• How Companies Can Lose Tens of Millions Without Being “Cash Constrained”
• FinTech Interview with Theo Wasserberg, Head of UK&I at Embat

Join our Treasury Community

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.