Danske Bank and FinanceKey Deliver Real-Time Treasury forEnterprise Customers
This Press Release is from our Partner, FinanceKey Copenhagen, September 2025: Danske Bank today announced a collaboration with FinanceKey to deliver real-time access to liquidity data, enabling CFOs and treasury teams to operate with greater speed, accuracy, and foresight. The collaboration underscores Danske Bank’s growing role as a key bank partner within the financial ecosystem – helping corporate customers unlock the full potential of embedding financial services within any system. This reflects a broader industry shift. According to PwC’s 2025 Global Treasury Survey, cash and liquidity management remain the top priorities for CFOs and treasurers, with 65% of organisations planning to expand API use in the coming years. Treasury teams are evolving from support functions into strategic decision-makers, requiring access to trusted, real-time data. “With our Premium APIs, we want to help financial teams predict the future, not just describe the past,” said Johan Wennerberg, Head of Cash Management at Danske Bank. “As part of our Forward’28 strategy, we are embedding financial services directly into the systems our customers already use. This approach is designed to make daily financial operations smoother, faster, and more resilient, enabling CFOs to make better decisions in a rapidly changing environment.” Real-Time Treasury at Scale As part of the integration, FinanceKey is piloting Danske Bank’s new Premium Account Transaction & Balance API, giving their joint corporate customers real-time visibility of liquidity across multiple accounts in a single dashboard. “Danske Bank’s boldness in embracing true collaboration is what sets this project apart,” said Macer Skeels, Chief Technology Officer and Co-Founder of FinanceKey. “This is a real-world example of what happens when banks and fintechs stop talking and start building – not in isolation, but in collaboration with the financial teams who will use the technology. This is exactly the kind of approach the treasury technology ecosystem needs to deliver lasting value for customers.” Powering the Next Chapter of Financial Services This illustrates how financial services in the Nordic region are being reshaped by Premium APIs, real-time infrastructure, and ecosystem collaboration. Danske Bank’s integration services act as a single entry point for customers and third parties to seamlessly connect their systems with the bank – offering access to file solutions, regulatory APIs, and Premium API products that improve efficiency across payables, receivables, and reporting. “Through our Premium API pilot program, we’re co-developing solutions with customers and partners to ensure we address the real challenges financial teams face,” said Christie H. Kristensen, Integration Partnership Manager at Danske Bank. “This is how we support businesses in today’s data-driven economy: by providing the trusted infrastructure that enables smarter decisions.” By taking a platform-based approach and building a partner-led distribution model, Danske Bank is helping financial teams modernise operations and bridging the gap between finance and technology, breaking down data silos, and enabling agility. About Danske Bank As the preferred bank for Nordic corporate and institutional customers, Danske Bank release the potential in people and businesses by using the power of finance to create sustainable progress today and for generations to come. As the largest bank in Danmark, we are committed to using our expertise and size to drive scale – alone and in partnership with others – while creating volume by encouraging and inspiring our customers to use their power. About FinanceKey FinanceKey is a payment, cash management and banking connectivity platform built for enterprise finance teams. Companies use FinanceKey as their single source of real-time treasury data – either through its intuitive interface or by integrating its treasury API to power real-time workflows across existing systems. Trusted by global organisations, FinanceKey accelerates the shift to intelligent, connected treasury operations. Also Read
Franklin
The key to cash flow visibility across multiple banks
This article is written by Nomentia What is cash flow visibility across banks? Cash flow visibility is the ability to see, in real time, how much liquidity a company has across all banks and entities. Many finance and treasury teams still rely on fragmented bank portals, spreadsheets, and disconnected ERPs. This creates delays, errors, and risks. Modern cash management solutions integrate with banks via APIs, SWIFT, or host-to-host connections, consolidating balances into a multi-bank dashboard. With real-time liquidity data, treasurers and finance managers can optimize working capital, reduce financing costs, and give CFOs reliable answers on cash positions. Gaining complete cash visibility across multiple banks sounds simple in theory, but in practice, it remains one of treasury’s toughest challenges. What is the difficulty in gaining complete cash flow visibility? For many organizations, answering the CFO’s most straightforward question—“How much cash do we have right now?”— is rarely simple. Liquidity is scattered across dozens of accounts, sometimes in multiple countries, often tied to different ERPs or legacy systems. Each bank has its own login, file formats, and reporting cycles. Finance teams spend hours logging into portals, downloading statements, and consolidating them manually in Excel. By the time a group-level report is ready, it is already outdated. This is more than an administrative headache. Treasurers and finance managers are expected to provide clarity and certainty, yet many operate with yesterday’s numbers. The stress is constant: CFOs and controllers demand reliable answers about available liquidity, short-term obligations, and funding options. Without consolidated visibility, treasury professionals are left in reactive mode. Consider a typical treasurer in this position: on a normal day, they manage to keep things running—balances are tracked, payments are executed, and forecasts are stitched together. But then the unexpected hits: tariffs rise overnight, interest rates change suddenly, or geopolitical events disrupt supply chains. Suddenly, cash needs to be redeployed quickly, liquidity buffers must be reassessed, and the CFO wants immediate answers. Without complete, real-time visibility, the treasurer struggles to react. Cash sits idle in one market while another unit faces a shortfall. Decisions become guesswork, and the gap between operational firefighting and strategic leadership grows wider. The risks of fragmented bank data A lack of visibility is not just inconvenient—it creates measurable financial and reputational risks: These risks compound in organizations with international subsidiaries, where currency exposures, regulatory requirements, and local practices add further complexity. The impact of limited visibility into bank balances and cash positions quickly becomes clear in daily operations. A subsidiary might be sitting on millions in idle cash while another entity is forced to borrow at high interest, creating unnecessary financing costs. Without a consolidated view, treasury misses the chance to redeploy liquidity efficiently or invest surplus funds. At the same time, staff hours are wasted collecting data from multiple bank portals, leaving little time for actual analysis. Oversight weakens too, as every bank applies its own approval processes and access rights, making consistent control almost impossible. For the CFO, the consequences are visible when liquidity reports arrive late or contain errors. And when a company operates internationally, these risks multiply — foreign currency exposures, regional compliance rules, and local banking practices all add layers of complexity that fragmented visibility cannot handle. Multi-bank cash visibility: Common barriers The obstacles to visibility are technical, structural, and organizational. Each bank communicates in its own “language,” using CSVs, MT940s, CAMT files, or even PDFs. Without harmonization, treasury teams are left to normalize formats manually. Integration between ERPs, bank portals, and treasury tools is often limited or nonexistent. In the lower maturity stages, many firms rely almost entirely on spreadsheets and online banking portals. Even companies that automate some feeds still struggle with partial visibility across only a subset of banks. Regional differences make matters worse. In the DACH region, EBICS remains widely used, but not all banks implement it consistently. In the Nordics, organizations maintain an agile and forward-looking perspective on the possibilities of APIs, yet many corporates lack the IT bandwidth to establish direct API links with every bank. In other markets, legacy host-to-host connections or SWIFT remain common but expensive to maintain. A mid-sized treasury team may find itself forced to juggle all these connectivity types at once. Organizational barriers add to the challenge. Local subsidiaries often control their own accounts, meaning group treasury cannot always access balances directly. Some companies even lack a consolidated inventory of bank accounts and authorized users. Without centralized oversight, it is impossible to guarantee that all accounts are monitored or that all data is captured in reports. The result is predictable: liquidity data is fragmented, reporting is delayed, and treasury is left one step behind. The value of a centralized multi-bank dashboard Treasury gains a real-time multi-bank dashboard that displays balances across all banks, currencies, and entities. Access rights and approvals are managed centrally, ensuring consistency and audit readiness. Automated statement retrieval means balances refresh throughout the day, providing up-to-date insight instead of yesterday’s snapshot. Comparison: Fragmented vs Centralized Visibility Fragmented Bank Portals Centralized Multi-Bank Dashboard Cash Visibility Manual, time-consuming Real-time, consolidated Productivity Time spent on logins & spreadsheets Automated, focus on analysis Controls Differ across banks Centralized, audited, secure Decision-Making Numbers might be outdated Confident, real-time insights From visibility to better decisions Real-time visibility changes how finance teams manage liquidity. When every account is visible at once, surplus cash can be redeployed immediately instead of sitting idle. Shortfalls can be anticipated and addressed before they trigger costly borrowing. Better visibility strengthens forecasting. Forecasts built on outdated or incomplete balances are unreliable. With accurate, consolidated starting points, short-term cash forecasts gain credibility and can be used to inform decisions on funding, investments, and risk hedging. Compliance and risk management also improve. A central dashboard enforces consistent oversight: all accounts are monitored, approvals are logged, and sanctions screening can be standardized. This reduces the likelihood of errors, fraud, or missed compliance requirements. In practice, this means treasurers shouldn’t settle for being tied to a single bank’s portal or processes. If one bank faces an outage or pushes up fees, visibility and payments shouldn’t collapse. With a…
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.
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.
Modernizing Treasury: The Hidden Costs of Sticking with Legacy Tools
This article is written by Treasury4 Legacy Treasury Tools get the job done … for the most part. What does it take to get there and what are you missing out on? Is there enough value in modern tools to motivate early adoption? The Long Road of Legacy Technology Legacy treasury tools are built to be flexible, but that flexibility comes at a cost. Setting up a new treasury management system (TMS) involves a long road of blueprinting, designing, gathering requirements, and implementation. The flexibility offered by most legacy systems is powered by blood, sweat, some tears, and often comes at a significant cost. This process also takes numerous months or even years to complete, depending on the scope. For far too long, this has been the norm. The Cost of Implementing a Treasury Management System There are two primary costs typically associated with setting up a TMS: These costs are critical. With the length of these implementations, estimates are rarely fixed bids and often run long and go over budget. Asking for and justifying the incremental cost is always a challenge. This happens because legacy TMS providers have various departments and teams with differing motivations. Their sales teams are motivated to sell the product and often get compensated on the recurring license, while the implementation team is measured by billable hours and utilization. These motivations usually only align when the implementation team has an existing backlog, which is rarely the case. Beyond the costs, implementing a TMS results in a significant toll on the internal treasury team. Doing both their daily work and project work often leads to burnout and multi-phase projects being halted due to the stress or cost of the project. This, combined with the reality that users only begin deriving value from the project after multiple phases of testing and completion, can cause a significant amount of stress. Doubling the amount of work for your treasury team can also lead to delays or cancellation of future phases — often for functionality that you have already licensed but can’t use without further implementations. A Refreshing Approach with Modern Treasury Tools With modern tools, this road is clearer. With banks, there is always some level of uncertainty, as their motivation often depends on who the client is. This deviation, however, is single digit weeks rather than multiple months as seen with legacy platforms. Key relationship banks are often the first to get connected and at the end of the day, these are the banks that bring the greatest value. This means that while the integrations are in progress, treasurers can begin using a modern treasury management system immediately and start getting value. Most users even find that using the new system alongside their legacy processes for the week or two of transition to be interesting and informative as they can clearly see the improvement. Reporting in these modern tools is flexible, allowing for real use of these modern platforms. This flexibility empowers users to embrace modern reporting tools, automating numerous manual processes that used to require periodic downloads and manual manipulation via spreadsheets even with a legacy treasury platform. Furthermore, these modern tools allow for custom reporting owned by treasury users without input from IT, so the business can action adjustments to standard reports and make necessary tweaks to truly embrace these systems and maximize value. Modern treasury tools vary with what functions are live for customers. Often, FX, debt and investment offerings are provided later. Given that these new platforms are typically built to integrate, this information can be integrated from various sources, including ERP, accounting, or treasury systems to provide a complete picture of cash even when source data comes from various sources. Choosing to implement a modern TMS is not an easy decision for many who have dealt with manual processes and numerous spreadsheets to perform treasury operations, particularly those who have been burnt by aggressive timelines and missed milestones with other technologies. Embracing modern technology, growing with the provider as they build out their platform, and being a trailblazer is a leap of faith in many ways. When treasury teams take the leap, however, they can reap the following benefits: Also Read 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 [HERE] or fill out the form below. Notice: JavaScript is required for this content.
Treasury Table Amsterdam: Bridging AI, Technology and Treasury
From Treasury Masterminds Last week, on September 11, the Treasury Table Amsterdam gathered a select group of corporate treasurers for an evening of fine dining, great conversation, and meaningful exchange. Co-invited by Treasury Masterminds alongside hosts Gurjit Pannu, Christian Sobkowski, and Rodel van Rooijen from Palm, the table brought together leaders eager to explore one of the hottest topics in our field: Bridging AI, Technology and Treasury – Real-Life Use Cases. Unlike theory-heavy conferences, the Treasury Table thrives on intimacy and honesty. Over dinner, treasurers shared what’s actually working for them, where the real opportunities lie, and what challenges they’re solving with technology right now. Real-life use cases from the table The conversations quickly moved from hype to hands-on: Where (and how) to start – a mini project plan One of the biggest questions of the evening was: “Where should treasurers start with AI and tech projects?” Two practical answers stood out: Mini project plan for treasurers: Why it matters The key takeaway? Technology and AI aren’t abstract buzzwords anymore. They are practical tools treasurers are adopting to improve speed, accuracy, and decision-making. The consensus at the table was clear: those who embrace these innovations now will shape the future of treasury. Looking ahead The evening proved once again that treasurers learn best from each other—sharing real stories, successes, and lessons learned. At Treasury Masterminds, we’re proud to facilitate these conversations, helping the community stay ahead of change while keeping things practical and real. Until the next Treasury Table—cheers to the future of treasury, where data, connectivity, and AI work hand in hand. 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.
Managing the corporate FX workflow: from silos to end-to-end automation
This article is written by Kantox Understanding Traditional FX Management In most organisations, foreign exchange (FX) management has traditionally fallen under the responsibility of treasury teams. Some industries where currency exposure represents a critical business component—such as airlines purchasing fuel and aircraft in USD—may employ dedicated FX managers whose sole focus is currency management. However, FX has historically operated as an isolated function within most companies. Treasury teams, typically embedded within larger finance departments, have struggled to access real-time FX exposure data. Consequently, hedging decisions are often based on outdated information or approximate forecasts, with hedge ratios and timing determined largely by experience and subjective assumptions about currency movements and volatility. Key challenge: Converting theoretical hedging policies into practical hedge executions has functioned more as an art than a science. The Broader Impact of FX on Business Corporate foreign exchange extends far beyond treasury operations and exchange rates—it significantly impacts accounting practices, hedging product valuations (mark-to-market, gains & losses), and perhaps most critically, a company’s commercial capabilities and competitive positioning. How FX Impacts Revenue Growth When selling internationally, charging customers in their local currencies demonstrably increases sales volume. Our client data at Kantox consistently confirms this pattern. However, implementing foreign currency pricing requires well-defined processes and risk management strategies. How FX Impacts Procurement and Margins Similarly, when paying international suppliers in their local currencies, companies typically negotiate better terms, leading to improved profit margins. Again, this approach necessitates appropriate fx-risk-management protocols.Strategic insight: FX should not be viewed as an isolated treasury function but as a company-wide strategic element that directly impacts top-line growth and profitability—a powerful tool for enhancing competitive advantage. Aligning Treasury with Business Operations The modern treasury team’s role has evolved beyond simply executing hedges and negotiating spreads (tasks that multi-dealer platforms like 360T or FXall have largely simplified through “best-price” automation). Today’s treasury function must align closely with This alignment requires treasury to implement automated processes that are both efficient and robust enough to handle complex multi-currency environments. The Corporate FX Lifecycle Treasury teams now need comprehensive management capabilities across the entire FX exposure lifecycle: This end-to-end lifecycle management represents a fundamental shift from viewing FX as a separate function to recognizing it as an integral component of standard business operations. The Automation Revolution in FX Management As companies expand their multi-currency operations, the complexity of managing numerous currency pairs across different business stages has increased exponentially. The days when treasurers could focus on manually managing their top 5-10 currency pairs based on appreciation potential are rapidly disappearing.Why automation is essential: The era of automation has definitively arrived—algorithmic systems can execute hedging policies with remarkable reliability, operating 24/6 at the micro-transaction level. Current State of fx-automation Solutions The term “automation” in FX simply means “performing tasks previously handled by humans.” However, the scope of automation varies significantly across available solutions. Many current solutions only automate narrow segments of the workflow: Platforms like 360T offer solutions that automatically route trades but don’t address the entire FX management process. FX analytics software like FIREapps can extract ERP or TMS data to calculate exposures and generate hedge recommendations automatically. While nearly every vendor claims to offer automation, implementations vary dramatically. For example, what SAP labels an “End-to-End FX Trading Process” still requires up to 17 clicks and multiple vendor integrations—hardly a seamless automated workflow. The Future of Corporate FX Management True fx-automation will integrate: Key Takeaways Also Read 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 [HERE] or fill out the form below to get more information. Notice: JavaScript is required for this content.
When FX rates become your secret weapon in a volatile market
written by Jeroen Overmaat with his background of Sales at Kyriba Amsterdam, April 14, 2025 In today’s market, FX rates represent both a significant risk and opportunity for companies with international operations. The volatility we’ve seen in currency markets this past few days has left many finance teams scrambling to adapt their strategies. You might recognise this scenario: your team manually collects FX rates from various sources, inputs them into spreadsheets, and makes hedging decisions based on this labour-intensive process. Meanwhile, millions in potential savings slip through the cracks due to delayed or incomplete data. This approach simply doesn’t work anymore. Companies reported nearly £12 billion in impacts to earnings from currency volatility in a recent quarter alone. That’s not pocket change. The problem stems from what I call the “visibility gap.” Most companies have limited visibility into their true FX exposures. A finance director at a FTSE 100 company told me recently, “We thought we had about 70% of our FX exposure covered, but after proper analysis, it was closer to 40%.” That 30% gap represented millions in unnecessary risk. What’s changed? The combination of supply chain disruptions, geopolitical tensions, and economic policy shifts has created a perfect storm of currency volatility. Add fragmented internal data systems to this mix, and you have a recipe for financial surprises no CFO wants to explain to the board. FX rates as a component of liquidity planning Post-pandemic, CFOs have shifted their focus to increasing free cash flow with greater precision in forecasting and planning. FX rates play a critical role in this new approach to liquidity management. When currency movements impact your receivables and payables, they directly affect your cash position. The ability to accurately forecast these impacts allows for more informed liquidity decisions. This is where integrated cash and liquidity practices become essential. Modern solutions now connect FX management with broader liquidity planning, allowing treasury teams to see how currency fluctuations affect their overall cash position and make data-driven decisions about investing and borrowing. From reactive to proactive The good news is that technology has evolved. Modern FX management solutions now automate the entire process—from collecting real-time rates to identifying exposures across multiple systems and recommending optimal hedging strategies. Companies using automated FX management report impressive results. One manufacturing firm reduced its Value at Risk from £3.4 million to just £0.5 million. Another saved £2.2 million annually just on transaction costs. A third eliminated 63% of its exposure internally, transforming an FX impact of £0.06 per share to less than £0.01. The key is moving from reactive to proactive management of FX rates. This requires: Making FX rates actionable What makes today’s approach different is how it makes FX data actionable. Rather than simply reporting on exposures, modern solutions demonstrate the impact of hedging decisions with real-time data insights. This allows treasury teams and finance leaders to proactively manage the entire cash lifecycle end-to-end, with FX rates becoming a strategic tool rather than just a risk factor. The right technology partner makes this transformation surprisingly straightforward. Kyriba’s approach combines deep treasury expertise with cutting-edge technology to give finance teams control over FX risk while reducing costs and supporting broader liquidity objectives. As one treasury director put it, “We now spend our time analysing opportunities rather than collecting and validating data.” In a market where currency movements can make or break quarterly results, turning FX rates from a risk factor into a competitive advantage might be the most important financial move you make this year. Fancy a chat about how your company approaches FX risk? I’d love to hear about your challenges and share some insights from companies that have successfully navigated these waters. 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. Article’s used: 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…
Treasury Contrarian View: Should Treasury Operate Like a Startup?
Most treasury teams operate like well-oiled machines—structured, risk-averse, and highly controlled. But here’s a bold thought: What if treasury operated more like a startup—agile, experimental, and focused on rapid innovation? Could adopting a startup mindset make treasury more impactful, or would it undermine the stability companies rely on? The Case for a Startup Mindset in Treasury The Case Against a Startup Mindset A Balanced Model: Entrepreneurial but Controlled Treasury doesn’t need to throw out governance to benefit from startup thinking. Instead, it can: Let’s Discuss We’ll share perspectives from treasurers and innovators who’ve experimented with “startup-style” treasury—add your view to the conversation! COMMENTS Nena Koronidi, Treasury Masterminds Board Member, comments: Absolutely. I see every treasury role as an opportunity to re-engineer processes, eliminate inefficiencies, and bring in fresh, innovative solutions. Protecting liquidity and managing risk will always come first, but that doesn’t mean we can’t experiment in smart, controlled ways. By working closely with IT, fintechs, and banking partners, we can pilot automation, APIs, and AI tools that not only speed up decision-making but also strengthen governance. Done right, innovation doesn’t weaken resilience; it makes it stronger.For me, it’s about being entrepreneurial, but with the discipline treasury is known for. Benjamin Defays, Treasury Masterminds Board Member, comments: Yes, for Startup mentality, not for a startup methodology. It is a question of professional survival and sustainability of the function to have this entrepreneurial and transformational mindset, and it is what we are all looking for when hiring talent. However, in terms of methodology, it’d be a killer: we need to steer priorities, channel energy in the right direction, and ensure we keep a proper focus to achieve results in this manner. Lee-Ann Perkins, Treasury Masterminds Board Member, comments: A startup style for Treasury is essential in a rapidly changing world. We need to be flexible, proactive problem solvers with the goal of enhancing efficiency and driving growth. Our mandate is to control the risks and remain compliant at all times, and we can still achieve this by embracing innovation and leveraging cutting-edge tools for success. Treasurers should remain poised to redefine their roles through transformation. Adeyinka Ogunnubi, Treasury Masterminds Board Member, comments: Interesting topic. I often joke with my treasury team that the best treasurer is the “predictably boring treasurer. 😂 I say that with context. Back here in Nigeria, we suffered significant distortions in the FX market over the period of 4 years, ranging from severe FX liquidity issues to restrictions in trade finance. In the process, many corporate treasurers defined “Agility” as the ability to think outside the box (Start-up Mentality), which led them to explore and develop creative alternative measures of sourcing FX and doing trades (Start-up Methodology). Some of these measures created serious compliance issues and elevated risk for the organisation. Bottom line, the “old” predictable process of bidding, two quotes, and order books was jettisoned for abnormal ways which, while agile, exciting, and adventurous, were fraught with risks. Predictability of process gave way to uncertainty, complexity, and volatility. A return to “normality” (which is what is the case now) has seen treasurers now scramble to get used to a structured, predictable model. I absolutely agree with Benjamin Defays, yes for start-up mentality, but no for start-up methodology. 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.