From spreadsheets to AI
written by Jeroen Overmaat with his background of Sales at Kyriba Amsterdam, April 18, 2025 As a Dutch Sales Account Executive who joined Kyriba five months ago, I’ve witnessed firsthand how treasury management is undergoing a remarkable transformation. The days of managing corporate treasury through spreadsheets are rapidly becoming history, replaced by AI-driven platforms that are revolutionizing how businesses manage their liquidity. Kyriba, valued at over $3 billion , has emerged as a leader in this transformation, processing an astounding $15 trillion in payments annually across 170 countries. I am truly humbled that I was able to join them, recently. But what truly sets Kyriba apart isn’t just our scale – it’s our ability to deliver measurable results. Let me share some real-world examples: one of our clients, HCSC, unlocked $9 billion in investable capital, generating $155 million in returns . Another client, Cenveo, improved their forecast accuracy from 65% to 93% . These aren’t just numbers; they represent real business transformation. The secret sauce? Our AI-powered platform that’s reshaping treasury management in five key areas: Recent industry benchmarks (Kyriba’s Value Engineering Survey with 2,000+ client engagements and the argest Enterprise Liquidity Benchmarking Database with over 1,600+ complete results), show organizations achieving: As someone who regularly engages with CFOs and treasury teams, I’ve noticed a shift in conversations from “Why should we transform?” to “How quickly can we start?” The answer lies in Kyriba’s comprehensive platform approach, which has evolved beyond traditional treasury management to become what we call a “liquidity performance platform” . Looking ahead to 2025, we’re seeing increased focus on AI integration, real-time risk assessments, and enhanced data security . The future of treasury management isn’t just about automation – it’s about intelligent, data-driven decision-making that drives business growth. According to Kyriba’s latest predictions, CFOs will increasingly focus on enhancing liquidity risk management, driven by volatile interest rates and global market uncertainties . This aligns with academic research showing that AI-driven treasury management can reduce operational risks by up to 90% through improved forecasting accuracy . The rise of what researchers call “Liquidity Performance Management” is particularly intriguing. A recent systematic literature review highlights how machine learning algorithms have evolved beyond simple automation to provide strategic insights . At Kyriba, we’re seeing this materialize through our AI-driven platform that not only predicts cash flows but also optimizes working capital and detects potential fraud patterns in real-time. Perhaps most significantly, corporate liquidity is reaching unprecedented levels, with American enterprises holding $3.5 trillion out of combined revenues of $16 trillion – a 20% liquidity-to-revenue ratio that’s the highest since pre-COVID 2021 . This creates both opportunities and challenges for treasury teams, making the role of AI-powered platforms increasingly critical for strategic decision-making.The question isn’t whether to embrace this transformation, but rather: How long can your organization afford to wait? [Author’s note: As a Dutch native working in fintech, I’ve tried to bring both my European perspective and technical expertise to this discussion. The transformation in treasury management isn’t just a trend – it’s a fundamental shift in how businesses operate in our increasingly digital world.] Stay sharp. Stay skeptical. Disclaimer Alert Folks, let’s get a few things straight: this article is my own personal take on the matter, and it’s as personal as your grandma’s secret cookie recipe – unapproved by anyone but yours truly! So, consider this article as my solo journey into the quirky world of tech, where my (sales) creativity dances with analysis. If it makes you chuckle or raises an insightful eyebrow, that’s awesome! If it makes you scratch your head in bewilderment, well, that’s part of the fun too. But remember, dear readers, this is all in good fun, and it doesn’t constitute official tech doctrine or employer-approved wisdom. It’s just me, my thoughts, and a touch of humor thrown into the tech mix. About the author The author is a seasoned Sales Account Executive at Kyriba Netherlands, where he helps organizations optimize their financial operations through cloud-based treasury, payment, and risk management solutions. With over 30-years of enterprise technology sales experience, Jeroen combines his deep understanding of the Dutch market with his passion for helping businesses transform their financial processes. Based in Arnhem, where he often finds inspiration cycling along the city’s beautiful nature reserves of the Veluwezoom, Jeroen has built a reputation for developing strong, lasting relationships with key decision-makers across the Netherlands’ enterprise landscape. Although recently started at Kyriba, his customer-centric approach and strategic insights have consistently helped organizations navigate the complexities of digital transformation that so many modern treasury management and financial risk mitigation departments currently face. As a technology enthusiast with extensive experience in enterprise software, Jeroen is passionate about helping businesses leverage innovative solutions to optimize their liquidity and streamline their financial operations. His collaborative approach and ability to understand unique customer needs have made him a valuable resource for companies looking to modernize their treasury and risk management practices. Jeroen has wrote many articles / blogs with his own personal view on the matters. There is no consistency in the cadence of his publications, he publishes when he feels like it. You can find these articles on his LinkedIn profile. Articles used: Here are the key sources referenced in the article: Kyriba corporate website and resources: Academic Research: Industry analysis: Customer success stories: These sources provide comprehensive validation of the trends, statistics, and success metrics discussed in the article. All data and insights are current as of 2025. Also Read Join our Treasury Community 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. Notice: JavaScript is required for this content.
Franklin
Treasury Contrarian View: Treasurers Are Not Finance’s Strategic Partner (Yet)
Treasurers often say they have “a seat at the table” and act as strategic advisors to the CFO. Industry conferences echo the same mantra: treasury is strategic. But here’s the contrarian view: In many companies, treasury is still seen as an operational function—not a true strategic partner. And admitting that might be the first step toward change. Why Treasury Isn’t Seen as Strategic (Yet) The Path to Becoming Strategic Let’s Discuss We’ll gather views from CFOs, treasurers, and finance leaders—join the conversation and share your perspective! COMMENTS Lee-Ann Perkins, Treasury Masterminds Board Member, comments: My answers are from the point of view of the treasury maturity model. While I wholeheartedly agree that treasury should, and deserves to be a trusted strategic partner, the reality from my perspective is that most smaller companies are not there yet. If the industry adopts a Chief Treasury Officer, we may get the traction and support we require. Do you agree that treasury is not yet a true strategic partner? Why/why not?Yes. Day-to-day cash ops, reconciliations, and compliance consume capacity; under-resourcing keeps treasury reactive, siloed from commercial teams, and off-key decision agendas, which are traits of an operational, not strategic, function. What steps have you seen treasury teams take to elevate their role?Elevate the function by strengthening operations by clarifying roles with a RACI matrix, segregating duties, and automating to free capacity. Manage real-time liquidity/FX data and scenario planning, which enables us to translate analytics into board-ready narratives. The aim is to prove ROI through lower FX costs, optimized liquidity, and innovative financing. What would it take for Treasury to consistently earn a seat at the strategic table?CFO sponsorship and funding; distinct front/middle/back-office roles; a modern, treasury-owned data stack; a standing C-suite/board cadence that turns exposures into business stories; and KPIs that tie actions to enterprise value. Bojan Belejkovski, Treasury Masterminds Board Member, comments: I agree treasury is often seen as operational rather than strategic. But let’s be honest, part of the problem lies outside treasury. There are still CFOs who don’t truly know what treasury is, what it should do, or how it can evolve as a discipline. If leadership defines treasury narrowly as cash positioning and compliance, the function will never be seen as a partner. The turning point comes when treasurers begin owning real-time data, using AI to move from reactive reporting to predictive insights, and translating liquidity and risk into business-impact narratives. That’s when value becomes undeniable. But it also requires organizations, and CFOs in particular, to expand their view of treasury. Strategic partnership is a two-way evolution. Lorena Pérez Sandroni, Treasury Masterminds Board Member, comments: In my opinion, despite the evolution of treasury technology and access to data, many teams remain bogged down by manual processes, fragmented systems, and limited resources. But the real barrier isn’t just tools—it’s mindset. Too many treasury managers are reluctant to step out of their operational comfort zones. They focus on reporting exposures, reconciling accounts, and managing compliance, but struggle to “sell the story” behind the numbers—the strategic insights that could influence business decisions. Treasury has a unique vantage point: it sees liquidity risks before they materialize, understands the financial pulse of the company daily, and has access to data that could shape forward-looking strategies. Yet, without strong leadership to elevate these insights, treasury remains reactive, not proactive. To change this, we need a new kind of treasury leadership—one that: Until we, treasury leaders, embrace this shift, the function will continue to be seen as operational support rather than a strategic partner. The opportunity is there—but it requires courage, vision, and a willingness to lead beyond transactional routines and into enterprise-wide impact. Jessica Oku, Treasury Masterminds Board Member, comments: Q1: Do you agree that treasury is not yet a true strategic partner in most organizations? Why or why not? Yes. Many treasuries are still trapped in the “Operational Quadrant” of the Strategic Treasurer Impact Matrix (STIM framework I developed); managing transactions, reconciliations, and resolving daily liquidity issues. This drowns out their ability to be visible as strategic partners. We need more treasuries to move from back-office operators to a forward-looking enabler of growth and resilience. Q2: What steps have you seen treasury teams take to elevate their role? The most successful teams intentionally move into the “Influence & Insight” quadrants of the STIM framework. They automate repetitive tasks, implement real-time visibility tools, and deliver scenario modeling, funding strategies, and risk insights. They show how cash, liquidity, and funding decisions directly impact growth or resilience, and leadership listens to them. Q3: What would it take for treasury to consistently earn a seat at the strategic table? 2 things: visibility and voice. Visibility comes from dashboards, clear KPIs, and proactive communication. Voice comes from bringing insights, not just numbers, that shape business decisions. Also Read Join our Treasury Community 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. Notice: JavaScript is required for this content.