This article is written by Nomentia
Treasury technology trends are developing at a rapid pace and like in other industries, the names of new emerging technologies are popping up here and there. It’s only natural, though. For the last decade, we have been talking about digital transformation and Treasury has truly embraced the idea of digitalizing and automating processes. Still today, the evolution of treasury continues. If someone wasn’t convinced about digitalization five years ago, they’re now witnessing development occurring at an accelerated pace. Treasury teams are now evaluating which processes require improvement.
While some companies are just starting to implement treasury management systems to improve their ways of working, others are always frontrunners in adapting exciting new technologies, and they are paving the way for others. While working with clients, we often come across treasury teams that are ready to provide us with new ideas to develop our solution further, so they could be among the first to implement something new that would benefit them but also benefit the rest of the treasury community. A while back, our clients helped us develop a rule-based fraud detection engine to catch anomalies in outgoing payments, while today, we hear from clients that some of them are developing business cases for using AI in cash flow forecasting.
But before going through the trending technologies like APIs, RPA, or AI, we’ll take a look at how treasury management systems have developed over the years and where they are today.
One of the most significant developments of the last decade has been that solution providers have started to move from providing on-premise solutions to hosting everything on cloud platforms (like Microsoft Azure or AWS), offering their services as software-as-a-service.
The change has been massive: it meant that solutions could be taken into use much more rapidly than before with less support from IT, the solutions were more secure and highly available, and monthly updates and major releases were available for all users once published.
As vendors have started to offer cloud-based treasury management software, treasury teams have more opportunities: they could plan the treasury roadmap using a best-of-breed approach. The best-of-breed approach means that it’s possible to implement solutions at one’s own pace or even take solutions from several vendors. Earlier, a company could have implemented the best TMS on the market, yet the TMS could have lacked certain functionalities that they needed.
With a modular approach, it’s still common that the Treasury team implements a robust TMS, but at the same time, the team could find a solution from another vendor that would have better possibilities and functionalities and could be integrated with the TMS, ERP, and banks to ensure that the processes work seamlessly. This has been a huge step forward, as Treasury teams could start selecting the solutions that best fit their challenges and needs, instead of settling for a single solution that may not fully satisfy all their requirements.
Integrations have also played an important role in how Treasury teams have developed their technology stack. Building integrations between different cash and treasury system solutions has become the new norm. Perhaps, still, the biggest priority is setting up the integration with the primary and secondary ERP systems, as the reliance on real-time information is even more important when multiple solutions are relying on accurate data.
Bank connectivity is also a solution that treasury teams are seeking, especially when the business is starting to grow. One can manage one or two connections internally, but the moment treasury needs to handle global operations, investing in a bank connectivity solution is a must.
Now, after we have gone through the basics that have been shaping the Treasury of today, it’s time to look at the technologies that could shape the Treasury in the upcoming decade.
APIs, AI, RPA, ML, Blockchain, Big Data, Data Analytics… you have been hearing these terms all over the internet in different contexts. Consultants and analysts are pushing these topics daily as the next big thing. These are the Treasury technology trends shaping the future of treasury and we’ll take a look at how API, RPA, and AI could be shaping how you work daily in treasury and finance.
APIs (application programming interfaces) are a set of definitions and protocols for integrating software solutions. With the help of APIs, the products you are using can communicate with each other. Usually, developers implement APIs to ensure they offer simplicity in connection, flexibility, and thus serve as an excellent starting point for innovation – whether you aim to automate processes or access real-time information from a specific source.
Perhaps one of the biggest use cases is to connect different treasury and financial software using APIs. Modern SaaS solutions usually offer built-in API connections and the faster you can connect your technology stack, the faster you will be able to automate different tasks or obtain data from various sources.
Banks have been investing heavily in API development over the years and most banks offer Premium APIs for treasury and finance teams to facilitate automation between your banks and your financial systems. We recommend that you familiarize yourself with the different offerings of your banks to know what’s possible with APIs and how you could utilize them in your daily work.
Robotic process automation (RPA) is a technology solution that relies on using robots or “bots” to automate simple, repetitive, or rule-based business processes. The tasks are often manual, time-consuming, and error-prone. The robots are mimicking human interactions with software, systems, or applications, and they perform tasks such as data entry, data extraction, calculations, or other similar routine operations. RPA relies on pre-defined workflows, data manipulations, and solution-making decisions based on pre-defined rules. Typically, implementing an RPA solution does not require major changes in the IT environment; therefore, it is a cost-effective solution for automating simple tasks and is often less complex than traditional data integration.
Treasury and finance departments have been showing interest in adopting RPA solutions to streamline and automate various financial and administrative processes to minimize the need for error-prone manual work.
Some of the typical tasks that treasury and finance could automate using RPA are account reconciliation, invoice processing, payment processing, collecting data from various sources for cash flow forecasting, data entry, and data migration tasks, processing bank statements, calculating interest, or sending automated notifications regarding certain processes.
To start with RPA in treasury, the team should always identify whether there are processes that are repetitive and rule-based that would be suitable for automation. Once the processes are identified with an RPA consultant, it’s time to outline how the workflow would look, what inputs are required, and how to set up the integration with the existing systems. Once the solution is designed, it’s time to implement it after testing and validation. Depending on your organization, whether you have internal resources for creating RPA workflows or there are managed service providers, you will have to make sure that you monitor and maintain the solution, considering any future changes and how it could be scaled.
In 2024, artificial intelligence needs no introduction; all of us have been testing out ChatGPT and various other tools. As the hype is so huge around the technology—for a good reason—treasury experts are also weighing in on how AI could change the workflow of treasury and finance teams. You can read articles on how AI is going to revolutionize cash forecasting, risk management, fraud detection, automation, and even day-to-day activities. While the opportunities are endless, treasury needs to ensure security and compliance, therefore, there is still a long way to go before treasury teams adopt AI.
The U.S. Bank has published an interesting article on the relationship between AI and treasury. Experts at the bank understood that before a Treasury department can think of how to utilize AI, they need to understand their business processes and how their team works. Based on this, the Treasury should be able to identify inefficiencies in core processes and determine whether AI could help optimize them.
At the same time, we just recently talked to one of our speakers at the Nomentia Treasury Summit in Helsinki 2024 about how they are currently building a business case for utilizing AI in cash flow forecasting. It’s important to mention that they have been using a TMS for many years and have created sustainable cash forecasting processes.
While AI offers endless possibilities, most Treasury departments still need to focus on optimizing their current ways of working and setting up essential business processes before it’s time to start experimenting with AI.
In the world of treasury management, exciting opportunities lie ahead as advanced technologies like APIs, RPA, and AI come into play. Let’s recap briefly how you can make the most of these innovations in their future operations:
APIs will be a powerful tool for connecting various financial software seamlessly. Many banks are now offering Premium APIs, which can be invaluable in optimizing Treasury workflows and enhancing overall efficiency, so we suggest that you keep following the recent API developments of your banks.
RPA presents Treasury teams with the chance to automate repetitive and rule-based tasks, removing mundane manual tasks from your daily operations.
AI should be approached with a deep understanding of existing business processes and team dynamics. Identifying inefficiencies within these processes is key. AI has the potential to revolutionize cash forecasting, risk management, fraud detection, and automation, but most companies may need to get the basics right before jumping on the AI bandwagon.
Shortly, Treasury teams that embrace some of these technologies will position themselves as leaders in efficiency and innovation. By strategically implementing APIs, RPA, and AI, they can streamline operations, reduce manual workloads, minimize errors, and make data-driven decisions. This not only benefits the treasury teams but also contributes significantly to the overall success of their organizations.
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 [HERE] or fill out the form below to get more information.
This article is written by Monkey
Cash flow management is critical for business success. Whether you’re a startup or an established company, implementing effective cash flow strategies can mean the difference between thriving and barely surviving in today’s competitive market.
This guide explores proven techniques to improve cash flow, recognize warning signs of cash problems, and build a stronger financial foundation for sustainable growth.
Cash flow refers to the net amount of cash moving in and out of your business over a specific period. Understanding the difference between positive and negative cash flow is essential:
Positive Cash Flow: More money coming in than going out – your business can cover expenses and invest in growth.
Negative Cash Flow: Outflows exceed inflows – putting your business at risk of financial difficulties.
Important: Cash flow isn’t the same as profit. While profit reflects earnings after expenses, cash flow measures liquidity – how much actual money you have available to operate your business.
Healthy cash flow management allows your business to:
Recognize these red flags before they become critical issues:
If you’re experiencing any of these symptoms, it’s time to implement cash flow improvement strategies immediately.
Faster collections = better cash flow. Optimize your AR with these tactics:
Invoice Immediately: Send invoices the same day you deliver goods or services. Set Clear Payment Terms: Use specific terms like “net-30” or “2/10 net-30”
Offer Early Payment Discounts: 2% discount for payments within 10 days. Implement AR Factoring: Convert receivables to immediate cash (80-95% of invoice value). Automate Follow-ups: Use software to send payment reminders automatically
While collecting payments quickly, extend your own payment deadlines when possible:
Proactive cash flow management requires regular monitoring and forecasting:
Review operating costs and eliminate waste without compromising quality:
Immediate Actions:
Ongoing Reviews:
Excess inventory ties up valuable cash. Implement these inventory optimization strategies: Just-in-Time (JIT) Ordering: Order stock as needed to minimize excess. ABC Analysis: Focus on managing high-value items more closely
Inventory Turnover Tracking: Monitor how quickly inventory sells. Seasonal Adjustments: Reduce slow-moving inventory before peak seasons
If cash flow issues stem from low profit margins, consider strategic price adjustments:
Create a financial safety net for unexpected expenses or opportunities:
Target: 3-6 months of operating expenses in reserve. Strategy: Allocate 5-10% of monthly revenue to cash reserves. Investment: Keep reserves in high-yield savings or money market accounts. Access: Ensure funds are readily available when needed
Partner with financial institutions to offer early payment options to suppliers while maintaining extended payment terms for your business.
Use excess cash strategically by taking supplier discounts when cash flow is strong and skipping them when cash is tight.
Access multiple financing options including factoring, asset-based lending, and invoice financing to optimize cash flow timing.
Track these key metrics to monitor improvement:
Operating Cash Flow Ratio: Operating cash flow ÷ Current liabilities. Cash Flow Coverage Ratio: Operating cash flow ÷ Total debt payments. Free Cash Flow: Operating cash flow – Capital expenditures Days Cash on Hand: Cash and equivalents ÷ Daily operating expenses
Mistake 1: Focusing Only on Profit
Solution: Monitor both profitability and cash flow separately – they’re different metrics
Mistake 2: Inadequate Forecasting
Solution: Create rolling 13-week cash flow forecasts updated weekly
Mistake 3: Poor Customer Credit Policies
Solution: Implement credit checks and clear payment terms from the start
Mistake 4: Seasonal Planning Failures
Solution: Plan for seasonal fluctuations and build cash reserves during peak periods
Effective cash flow management isn’t just about balancing the books – it’s about creating a solid foundation for business growth and sustainability.
Start today by:
Remember: Small improvements in cash flow timing can have dramatic impacts on your business’s financial health and growth potential.
Ready to transform your cash flow management? The combination of strategic processes, technology solutions, and proactive planning will give you the financial control needed to grow your business confidently.
Treasury Mastermind 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. Click below to register and connect with Treasury professionals worldwide
From Treasury Masterminds
Based on a Treasury Masterminds webinar featuring Bojan BelejkovskI, Board Member at Treasury Masterminds, and Charles Brough, VP Global Head of Account Management at SAP Taulia. Moderated by Patrick Kunz.
Recordings on Spotify and YouTube:
Working capital is one of those topics that every company talks about, but few companies truly own.
It sounds simple enough. Improve receivables. Optimise payables. Reduce trapped cash. Create more visibility. Free up liquidity.
In practice, it is rarely that clean.
Working capital does not sit neatly inside one department. Treasury sees the cash impact, procurement negotiates supplier terms, sales agrees customer terms, finance manages the accounting, operations influences execution. Everyone touches it, yet ownership is often unclear.
That was one of the key themes in our Treasury Masterminds webinar, “Unlocking Liquidity: Flexible Working Capital Strategies”, with Bojan Belejkovski, Treasury Masterminds board member, and Charles Smith from SAP Taulia.
As Patrick said during the session:
“There is no working capital department and there will never be a working capital department. Collaboration is the key.”
That may sound obvious, but it is often exactly where working capital initiatives fail.
Treasury is usually close to the numbers. It sees the cash flow forecast, the bank balances, the liquidity gaps, the funding needs and the impact of payment behaviour.
Bojan described treasury’s role very clearly:
“Treasury owns the measurement and the consequence of working capital, even when it doesn’t own the levers themselves.”
That is the uncomfortable truth.
Treasury can see that DSO is moving in the wrong direction. It can see when supplier terms create liquidity pressure. It can see when cash is trapped in entities or countries. It can also see when the forecast does not match reality.
But treasury does not always control the decisions that create the problem.
Sales may agree to extended payment terms to close a deal. Procurement may negotiate supplier terms without considering the full cash impact. Business units may sit on cash locally. By the time treasury is involved, the decision has often already been made.
Bojan put it even sharper:
“Treasury is often the last function to find out and the first one to be asked to fix something.”
Many treasurers will recognise that sentence immediately.
Visibility Comes First
Before companies can improve working capital, they need to understand where liquidity is stuck.
Charles made that point early in the discussion:
“If you don’t have visibility, you can’t actually take any action, and you can’t improve from where you are today.”
This is where many organisations still struggle.
They may have data in ERP systems, TMS platforms, spreadsheets, bank portals and local reports. The information exists, but it is fragmented. By the time it is collected, cleaned and discussed, the opportunity may already have moved.
That lack of visibility makes it difficult to answer basic questions.
Without answers to those questions, working capital management becomes guesswork. And guesswork is not a strategy, even if someone puts it in PowerPoint.
One of the most interesting parts of the webinar was the discussion about receivables.
When asked where he would focus first, Bojan did not hesitate.
“If I can fix one tomorrow, it’s going to be receivables.”
His reason was simple. Receivables are often under-owned.
Sales is focused on revenue. Credit is focused on risk. Finance is focused on accounting. Treasury is focused on cash. All of them have a role, but that does not automatically create ownership.
Or as Bojan said:
“Everyone touches receivables. No one owns it.”
That is a big issue.
A company can have a strong sales performance and still struggle with cash collection. It can have good revenue growth while liquidity gets stuck in overdue invoices. It can have a strong pipeline, while treasury is forced to deal with the cash gap.
Receivables are also messy. Customer behaviour changes. Billing data is not always clean. Collection processes are not always consistent. Commercial teams do not always want to have uncomfortable conversations with customers.
That is why receivables deserve more attention from treasury.
Not because treasury should suddenly become the collections department, nobody needs that tragedy, but because treasury can help quantify the cash impact, highlight the risk and bring the right teams together.
Supply chain finance was another important topic in the discussion.
It is sometimes presented as a simple liquidity tool. Extend payment terms, offer suppliers early payment, unlock cash. Done.
Reality is more nuanced.
Charles explained it well:
“The primary value of supply chain finance is as a negotiation tool.”
That is an important distinction.
A good supply chain finance programme is not just about creating liquidity for the buyer. It can also support suppliers by giving them access to financing at better rates than they could achieve on their own.
For the buyer, it creates flexibility. For the supplier, it can reduce cash flow pressure. For procurement, it becomes part of the broader supplier relationship.
That also means success depends on adoption.
Charles made another practical point:
“It’s not just about the rate. The supplier experience matters just as much.”
If the programme is difficult to use, suppliers will not adopt it. If procurement is not involved, it will not scale. If treasury builds the programme in isolation, it risks becoming a nice technical solution that nobody actually uses.
Bojan was clear on this as well:
“The programs that scale are the ones where procurement and treasury are genuinely aligned on day one.”
That is probably one of the most practical lessons for any company considering supply chain finance.
Do not start with the technology.
Start with alignment.
Working capital cannot be managed properly if treasury only joins at the end of the process.
Bojan captured this perfectly:
“You can’t drive strategy from the end of the process.”
If customer terms are agreed without treasury input, the cash impact becomes treasury’s problem later. If supplier terms are negotiated without considering liquidity, treasury has to manage the consequences. If local entities hold excess cash without group visibility, treasury has to work around the structure.
The companies that do this better involve treasury earlier.
Bojan explained:
“The companies where treasury drives working capital have given treasury a seat early and with a mandate.”
That mandate matters.
Treasury should not be there just to report the outcome. It should help the business understand the cash effect of decisions before those decisions are made. This does not mean treasury needs to own sales, procurement or operations. It does mean treasury should be part of the conversation when payment terms, financing structures and liquidity trade-offs are discussed.
Naturally, AI came up during the webinar. It always does now. Mention treasury technology in 2026 and AI enters the room like it owns the building.
But the discussion was refreshingly practical.
AI is not the first step.
As Patrick said during the session:
“AI is not step one. It’s often step three or four.”
Before AI can add real value, companies need visibility, automation and clean data. If the underlying data is poor, the output will be poor as well. AI does not magically fix broken processes. It just makes bad data look more confident.
Charles described the role of technology around three themes: visibility, scalability and automation.
Automation removes manual work. It makes receivables finance more scalable. It supports reconciliation. It helps treasury teams manage more with fewer resources.
Only after that foundation is in place does AI become truly useful.
Charles summarised the right mindset clearly:
“People direct. AI executes.”
That is the point.
AI should help treasury professionals gather information faster, analyse patterns and support better decisions. It should not replace judgment.
For small treasury teams, this can be powerful. Less time spent collecting data. More time spent using it.
Towards the end of the webinar, we discussed a more provocative question.
Are working capital programmes real liquidity improvements, or are they sometimes just balance sheet cosmetics?
The honest answer is: both can happen.
Some programmes are used around reporting dates to improve metrics temporarily. That may look good on paper, but it does not necessarily improve the underlying business.
Bojan was clear about that risk:
“Cosmetics are real, but they shouldn’t be the reason why you did the program.”
A well-run working capital programme should create repeatable value. It should improve liquidity, reduce funding pressure, strengthen supplier or customer relationships and give the company more flexibility.
Charles brought the discussion back to one key metric: the internal cost of cash.
If a company understands its true cost of cash, it can make better decisions about early payment discounts, supplier financing, receivables finance and liquidity trade-offs.
That is when working capital moves from cosmetic reporting to real value creation.
Working capital is not just a treasury topic: It is a business topic.
Treasury may see the problem first, but it cannot solve it alone. The real value comes when treasury, procurement, sales, finance and operations work from the same playbook.
That requires visibility.
It requires shared ownership.
It requires technology that supports the process.
And most importantly, it requires treasury to be involved before the problem lands in the cash forecast.
Working capital is often described as hidden liquidity. That is true. But in many companies, the liquidity is not just hidden in receivables, payables or trapped cash.
It is hidden between departments.
Treasury Mastermind 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 [HERE] or fill out the form below to get more information.
This article is written by TreasuryCube
From back-office function to strategic powerhouse: How modern treasury departments are reshaping corporate finance
Corporate treasury has undergone a remarkable metamorphosis. Once relegated to the shadows of financial management—handling cash, monitoring liquidity, and mitigating basic risks—treasury has emerged as a critical strategic partner driving organizational success. This evolution isn’t merely an upgrade; it’s a complete reimagining of what treasury can and should deliver.
Today’s treasurers sit at the nexus of strategic decision-making, armed with real-time insights, predictive capabilities, and technological prowess that was unimaginable just a decade ago. As CFOs face mounting pressure to deliver value beyond traditional finance functions, treasurers have stepped up to become indispensable strategic advisors.
Organizations hesitating to modernize their treasury functions face existential risks in today’s volatile business landscape:
As one Fortune 500 treasurer recently noted: “Our transformation journey wasn’t optional. It was either evolve or become obsolete.”
The marriage of digital technologies with treasury operations has created unprecedented efficiencies. AI and ML algorithms now predict cash positions with remarkable accuracy, while RPA has eliminated manual processes that once consumed thousands of labor hours annually.
Consider the impact: One global manufacturer reduced payment processing time by 87% through intelligent automation, freeing their treasury team to focus on strategic initiatives that generated over $12M in additional working capital.
Treasury transformation has been significantly advanced by innovative TMS providers like TreasuryCube. As a comprehensive corporate treasury management software, TreasuryCube helps companies manage their cash, liquidity, risk, and investments with exceptional efficiency. Built on the latest .NET framework and utilizing web assembly technology, this SaaS platform offers:
The explosion of financial data has transformed treasurers from backward-looking reporters to forward-thinking strategists. Advanced predictive models now forecast cash positions with precision while identifying anomalies that might signal fraud or operational issues.
Real-time dashboards have replaced monthly reports, enabling treasurers to:
TreasuryCube exemplifies this trend with its comprehensive reporting and analytics capabilities, including customizable dashboards and automated report generation that enable companies to monitor financial performance, identify trends, and make data-driven decisions.
As regulatory frameworks grow increasingly complex—from Basel III to IFRS 9 to expanding ESG mandates—treasurers have evolved sophisticated compliance capabilities. Treasury transformation has enabled organizations to navigate this complexity with remarkable precision.
Modern treasury management systems like TreasuryCube ensure adherence to internal and external regulatory requirements, such as anti-money laundering (AML) and know-your-customer (KYC) guidelines, while incorporating robust security measures to protect sensitive financial data.
ESG considerations have moved from peripheral concerns to central treasury priorities. Forward-thinking treasurers are now:
The migration to cloud-based treasury management systems represents more than a technology shift—it’s a fundamental reimagining of how treasury functions operate. TreasuryCube embodies this evolution as a genuine multi-tenant Software-as-a-Service platform that offers:
As a cloud-native solution, TreasuryCube eliminates the need for extensive implementation timelines with highly configurable workflows and prebuilt master data upload capabilities, reducing consulting and implementation hours significantly.
The API revolution has unleashed unprecedented connectivity between treasury systems, banking partners, and third-party platforms. TreasuryCube leverages this technology with custom connections to both internal and external data sources, ensuring that no matter which solutions or services a company utilizes, their data is always available for visualization, analysis, and reporting.
This connectivity enables:
As treasury operations digitalize, cybersecurity has evolved from IT concern to treasury imperative. Leading treasury management systems like TreasuryCube utilize enterprise-grade security measures, including:
Innovative treasurers have transformed working capital management from a financial necessity to a competitive advantage. TreasuryCube enhances this capability by optimizing receivables, payables, and inventory management through:
The relationship between corporate treasury and FinTech has evolved from competitive to collaborative. TreasuryCube exemplifies this trend by delivering specialized financial software development services that create secure and reliable IT ecosystems for treasury departments.
This approach enables treasurers to:
Perhaps most significantly, the profile of treasury professionals has fundamentally changed. Today’s high-performing treasury teams blend:
TreasuryCube supports this evolution by providing intuitive, user-friendly interfaces that are built on modern technology frameworks, enabling treasury professionals to focus on strategic activities rather than manual processes.
The trajectory is clear: tomorrow’s treasury function will serve as the strategic command center for organizational financial performance. With solutions like TreasuryCube leading the way, we can expect:
As TreasuryCube’s approach demonstrates, this evolution is not just about technological advancement—it’s about empowering financial decisions with real-time insights and seamless automation that drives business value.
Corporate treasury transformation represents more than modernization—it signifies the transcendence of traditional financial boundaries. The treasury function is evolving from a processing center to a value creator, from a risk mitigator to an opportunity enabler, from a cost center to a strategic advantage.
Advanced treasury management systems like TreasuryCube are at the forefront of this evolution, providing the technological foundation that enables treasurers to deliver strategic impact. With features ranging from cash flow positioning and forecasting to intercompany netting and seamless accounting integration, these systems are redefining how treasury departments operate.
Organizations that embrace this transformation journey position themselves not just for financial efficiency but for market leadership. In a business environment characterized by volatility and disruption, a transformed treasury function—supported by innovative technology solutions—becomes the financial north star, guiding the organization through uncertainty with clarity, confidence, and strategic purpose.
The question is no longer whether treasury transformation is necessary, but whether your organization will lead or follow in the race to reimagine what treasury can achieve.
Treasury Masterminds is a community of professionals working in treasury management and those interested in learning more about topics such as cash management, foreign exchange management, and payments. To register and connect with Treasury professionals, click [HERE] or fill out the form below to get more information.
