Executive Roundtable29-30 June 2011

Hotel Intercontinental ChicagoChicago, Illinois

1

Table of Contents

Agenda .............................................................................................................................. 2

Participant List ................................................................................................................ 3

Presentations ................................................................................................................... 9

Discussion Leaders .......................................................................................................53

LinkedIn Groups ............................................................................................................ 61

About Treasury Strategies ..........................................................................................67

2

Agenda

8:30am Registration & Breakfast

8:45am Welcome & Introductions

9:15am Industry Overview

9:30am “Delivering the Customer Experience”

10:45am Break

11:15am “Differentiation Through Sales and Relationship Management

12:15pm Lunch

1:15pm “Finding Growth in a Crowded Market”

2:15pm Break

2:45pm “Optimizing Profit and Value in the New Regulatory Environment”

3:45pm Wrap Up

4:00pm Adjourn

3

Participant List

3

4

Greg KavanaughBank of AmericaSVP - Senior Product Management Executivegreg.kavanaugh@baml.com(312) 904-8123

Joseph WatkinsBB&TSenior Vice Presidentjwatkinsjr@bbandt.com(704) 954-1920

Bob ReitzBBVA/CompassEVP & Managing Directorbob.reitz@bbvacompass.com(205) 297-4041

Tony BradyBNY MellonManaging Director, Treasury Services Deliverytony.brady@bnymellon.com(412) 234-8886

Dave CruikshankBNY MellonExecutive Vice Presidentdavid.cruikshank@bnymellon.com(212) 635-8274

Martin GraysonBNY MellonManaging Director, Strategic Developmentmartin.grayson@bnymellon.com(412) 234-6259

5

Colleen TaylorCapital OneExecutive Vice Presidentcolleen.taylor@capitalone.com(212) 834-1462

Bridgit ChaytComerica BankExecutive Vice Presidentbcchayt@comerica.com(734) 632-4982

Art BrieskeDeutscheDirector, Head of Global Payments Strategyarthur.brieske@db.com(212) 250-1132

Jeff FickeFifth Third BankSVP, Director of Treasury Managementjeff.ficke@53.com(513) 534-1845

Vanja St. ClairFifth Third BankSenior Vice Presidentvanja.st.clair@53.com(312) 704-4056

Steve RogersHarris BankManaging Directorsteve.rogers@harrisbank.com(312) 461-2242

6

Doug HartsemaHuntington National BankDirector, Treasury Managementdoug.hartsema@huntington.com(614) 480-3235

Jay PitroffHuntington National BankTreasury Management Commercial Card Program Directorjay.pittroff@huntington.com(614) 480-5468

Pat ThelenJ.P. Morgan ChaseManaging Directorpat.r.thelen@jpmchase.com(913) 219-7485

Pam CarsonKeyBankGroup Executive, EVPPamela_Carson@keybank.com(216) 689-3723

Don BerkNorthern TrustSenior Vice Presidentdeb1@ntrs.com(312) 444-2440

Bob EdwardsPNCExecutive Vice Presidentrobert.edwards@pnc.com(412) 762-2858

7

Jim GrahamPNCEVP, Head of Treasury Managementjames.graham@pnc.com(412) 762-4847

Marie Lynne DesrochersRBCHead Business Accounts & Global Transaction Solutionsmarielynne.desrochers@rbc.com(416) 955-2397

Michael BellardineRBSSVP, Global Product Headmichael.bellardine@rbs.com(312) 906-5566

Matthew RichardsonRBSHead of Product Solutionsmatthew.b.richardson@rbs.com(617) 725-5646

Patricia TriparRBSGlobal Head Commercial Services & Emerging Channelspatricia.tripar@rbs.com(312) 906-5572

James HicksRegionsExecutive Vice President, Treasury Managementjames.r.hicks@regions.com(205) 264-5538

8

Alice EastmanScotiabankSenior Vice Presidentalice.eastman@scotiabank.com(416) 866-5672

Nick AlexSunTrust BankSVP, Director Product Management and DevelopmentNick.Alex@SunTrust.com(404) 813-8142

Don GilmoreUnion BankSVP, Director of Product Managementdonald.gilmore@unionbank.com(213) 236-6803

Audrey GopezUnion BankSenior Vice Presidentaudrey.gopez@unionbank.com(213) 236-4031

Jacob HeuglyZions BancorporationSVP, Manager Corporate Servicesjacob.heugly@zionsbank.com(801) 809-0346

Sam OlsonZions BancorporationDirector of Sales, Tresury Managementsamuel.olson@zionsbank.com(801) 844-8225

9

Presentations

9

10

© 2

011

Trea

sury

Stra

tegi

es, I

nc. A

ll rig

hts

rese

rved

.

5th A

nnua

l Exe

cutiv

e R

ound

tabl

e

June

29

– 30

, 201

1

11

Wel

com

e

12

© 2

011

Trea

sury

Stra

tegi

es, I

nc. A

ll rig

hts

rese

rved

.

Indu

stry

Ove

rvie

w

Dis

cuss

ion

Lead

er:

Dav

e R

ober

tson

13

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

4

Fee-

equi

vale

nt C

ash

Man

agem

ent G

row

th

Sou

rce:

Ern

st &

You

ng 2

010

Ann

ual C

ash

Man

agem

ent S

ervi

ces

Sur

vey

*

Est

imat

ed

Onl

y M

oder

ate

CM

Rev

enue

Gro

wth

6.00

% 6

.50%

1.5

0% -

0.50

% 0

.50%

3.0

0% 6

.00%

5.5

0% 4

.00%

0.0

0% 2

.00%

-1.0

%

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

2000

20

01

2002

20

03

2004

20

05

2006

20

07

2008

20

09

2010

*

14

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

5

Mod

est E

xpec

tatio

ns fo

r Rev

enue

Gro

wth

W

ill S

ome

Ach

ieve

5 -

15 %

?

0%

10%

20%

30%

40%

50%

60%

70%

0-5%

5%

-10%

10

%-1

5%

Percent of Respondents

Estim

ated

Gro

wth

in R

even

ues

Expe

ctat

ions

Am

ong

Ban

ks F

or G

row

th In

TM

Rev

enue

s in

201

1

Sou

rce:

Tre

asur

y S

trate

gies

201

1 G

row

th S

tudy

of 1

1 To

p 50

Ban

ks

15

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

6

Con

cent

rate

d R

even

ues:

New

Ent

rant

s

63.5

%

24%

12.5

%

Ban

k Pr

ovid

er S

hare

of

Fee-

equi

vale

nt R

even

ue

(200

9)

Top

5 Pr

ovid

ers

Nex

t 15

Prov

ider

s

All

Oth

er

Prov

ider

s 90

%

10%

Cor

pora

te s

pend

on

wor

king

cap

ital a

nd li

quid

ity

Oth

er

Spen

d B

ank

Fee

Rev

enue

Fore

ign

entr

ants

into

mar

ket:

BTM

U, B

BVA

, BN

P P

arib

as, S

anta

nder

, BM

O

N

on-b

ank

com

petit

ors:

Fis

erv,

FIS

, Am

ex, W

este

rn U

nion

, McK

esso

n, P

ayP

al

Sou

rce:

Ern

st &

You

ng 2

010

Ann

ual C

ash

Man

agem

ent S

ervi

ces

Sur

vey

16

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

7

So

Wha

t’s th

e A

ttrac

tion

to C

M?

50

60

70

80

90

100

110

120

Q1-

08 Q

2-08

Q3-

08 Q

4-08

Q1-

09 Q

2-09

Q3-

09 Q

4-09

Q1-

10 Q

2-10

Q3-

10 Q

4-10

Trea

sury

Str

ateg

ies'

Tra

nsac

tion

Ban

king

Inde

x

Tran

sact

ion

Ban

king

Inde

x G

loba

l GD

P (C

urre

nt P

rices

) G

loba

l Mkt

. Cap

G

loba

l Tra

de

Prof

itabl

e St

able

Cap

ital

Effic

ient

17

© 2

011

Trea

sury

Stra

tegi

es, I

nc. A

ll rig

hts

rese

rved

.

Dis

cuss

ion

Lead

er:

Chr

ysta

l Poz

in

Del

iver

ing

the

Cus

tom

er

Exp

erie

nce

18

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

2

Cus

tom

er E

xper

ienc

e?

Cus

tom

er S

ervi

ce

Bra

nch

His

toric

al

Cha

nnel

silo

es

Prim

ary

focu

s on

resp

onsi

ve s

ervi

ce

via

peop

le a

nd th

e lo

ok/fe

el o

f br

anch

es (p

hysi

cal,

man

ual)

Evol

utio

n

Mul

ti-di

men

sion

al a

nd in

tegr

ated

ac

ross

cus

tom

er a

ctiv

ities

, cha

nnel

s an

d el

emen

ts

Any

inte

ract

ion

with

cus

tom

er

Pro

activ

e, n

ot ju

st re

activ

e A

utom

atio

n of

low

val

ue-a

dded

ac

tiviti

es

Web

Ban

king

Cha

nnel

s

Activities

19

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

3

Cus

tom

er E

xper

ienc

e.

So,

I re

ally

wan

ted

to li

ke [A

TR

EN

DY

RE

STA

UR

AN

T]I a

rriv

ed 2

5 m

inut

es la

te, s

o th

e ve

ry s

notty

ho

stes

ses

gave

aw

ay o

ur ta

ble.

Th

en w

e ha

ve to

sit

at th

e "c

omm

unal

tabl

e.” H

as a

nyon

e sa

t at t

his

tabl

e? T

alk

abou

t the

abs

olut

e w

orst

st

ools

in th

e en

tire

wor

ld. I

ser

ious

ly w

onde

r if a

nyon

e ac

tual

ly s

at o

n th

em b

efor

e pi

ckin

g th

em. T

hey

wer

e ab

out 8

inch

es w

ide

with

no

foot

rest

are

a.

Any

way

, onc

e ou

r ser

ver c

ame

she

rede

emed

this

revi

ew b

y ad

ding

2 s

tars

, I p

roba

bly

wou

ld h

ave

give

n ze

ro if

it w

as p

ossi

ble.

She

was

ver

y ni

ce a

nd m

ade

som

e gr

eat r

ecom

men

datio

ns.

The

duck

sal

ad w

as a

wes

ome

as w

ell a

s th

e fir

ecra

cker

roll!

. I lo

ved

the

rock

shr

imp

and

I am

not

eve

n a

shrim

p lo

ver.

The

ox ta

il w

ith c

rispy

rice

was

ser

ious

ly s

o go

od. O

h an

d th

ey h

ad s

ome

real

ly g

ood

drin

ks!

Ove

rall,

I ju

st d

on't

thin

k th

at I

wou

ld g

o ba

ck to

a p

lace

like

this

. The

food

was

real

ly g

ood,

but

the

attit

ude

was

just

not

nee

ded.

The

cha

irs a

nd ta

bles

wer

e un

com

forta

ble,

the

host

esse

s w

ere

snot

ty a

nd th

e pl

ace

was

sup

er lo

ud.

Goo

d fo

od, l

ousy

cus

tom

er s

ervi

ce!

20

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

4

Cus

tom

er E

xper

ienc

e!

Bra

nch

Web

M

obile

Dev

ice

Tele

phon

e (p

erso

n)

In-p

erso

n M

eetin

g

Dai

ly b

usin

ess

Cus

tom

er s

ervi

ce c

all/

prob

lem

S

ale

(new

) S

ale

(exi

stin

g)

Rel

atio

nshi

p ca

ll Im

plem

enta

tion

(new

) Im

plem

enta

tion

(exi

stin

g)

Bill

ing/

paym

ent

Adv

ice Act

iviti

es

Cha

nnel

s

Peo

ple

Pro

cess

Lo

ok/F

eel

Exp

ertis

e

Tim

elin

ess

Eas

e/

Con

veni

ence

P

rice

Elem

ents

21

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

5

So

Man

y Q

uest

ions

How

do

we

mig

rate

from

a v

ague

"we

diffe

rent

iate

on

serv

ice"

to a

cle

arly

diff

eren

tiate

d ex

perie

nce?

Do

we

have

to c

hoos

e on

e ar

ea –

cha

nnel

, act

iviti

es, e

lem

ents

– w

here

we

exce

l? I

f so

, how

do

we

deci

de?

In w

hat w

ays

can

we

diffe

rent

iate

the

cust

omer

exp

erie

nce

outs

ide

of “c

usto

mer

se

rvic

e”?

– e.

g., i

mpl

emen

tatio

n, d

aily

bus

ines

s/tra

nsac

tions

, etc

.

How

do

we

mig

rate

aw

ay fr

om a

hea

vy re

lianc

e on

indi

vidu

al e

mpl

oyee

s to

del

iver

an

exce

ptio

nal c

usto

mer

exp

erie

nce?

Sho

uld

we?

How

can

we

dem

onst

rate

a d

iffer

entia

ted

expe

rienc

e to

a prospect?

Wha

t rol

e do

and

sho

uld

tradi

tiona

l cus

tom

er s

ervi

ce g

roup

s pl

ay?

H

ow s

houl

d w

e be

mea

surin

g di

ffere

ntia

ted

serv

ice?

Is

ther

e ro

om fo

r new

type

s of

m

etric

s (e

.g.,

mov

ing

away

from

just

clie

nt s

atis

fact

ion

scor

es)?

22

© 2

011

Trea

sury

Str

ateg

ies,

Inc.

All

right

s re

serv

ed.

Diff

eren

tiatio

n th

roug

h S

ales

and

Rel

atio

nshi

p M

anag

emen

t

Dis

cuss

ion

Lead

er:

Dav

e W

exle

r

23

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

2

Age

nda

1.

Clie

nt Ex

perie

nce

2.

Sale

s &

Su

ppor

t M

odel

s

Cha

rm v

s.

capa

bilit

y?

Can

one

hav

e th

em b

oth?

3.

The

Idea

l Sa

les

Forc

e

4.

Inte

rnal

A

lignm

ent

Par

tner

s??

24

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

3

Clie

nt V

iew

Wha

t new

sal

es p

erso

n is

goi

ng to

cal

l on

me

next

?

How

can

I bu

y fro

m s

omeo

ne w

ho is

n’t

liste

ning

to m

y ne

eds?

I wis

h I h

ad o

ne d

irect

con

tact

to s

peak

to

at t

he b

ank!

Why

hav

en’t

you

calle

d m

e in

ove

r 6

mon

ths?

My

bank

is a

cat

alys

t for

cha

nge

acro

ss

the

ente

rpris

e.

I wan

t my

bank

to b

e a

thou

ght-l

eade

r.

Talk

ing

to m

y B

anke

rs -

even

whe

n th

ings

are

runn

ing

smoo

thly

- m

akes

it

feel

mor

e lik

e a

partn

ersh

ip.

Wha

t Mak

es th

e cl

ient

exp

erie

nce?

Pos

itive

N

egat

ive

25

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

4

Opt

imiz

ing

the

Clie

nt E

xper

ienc

e

Mar

ket

Segm

ent

Geo

grap

hy

Indu

stry

Se

gmen

t Pr

oduc

t Fo

cus

Are

the

goal

s of

S

ales

alig

ned

with

th

e TM

ban

k?

W

ho d

o yo

u w

ant

to b

e w

hen

you

grow

up?

Wha

t var

iabl

e m

atte

rs th

e m

ost i

n cr

eatin

g a

sale

s m

odel

?

26

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

5

Sal

es

Sup

port

Sal

es S

uppo

rt –

Del

ight

ing

the

Clie

nt

Whe

re d

oes

your

ben

ch s

treng

th c

ome

from

?

Whe

re d

oes

tech

nica

l sal

es b

elon

g? G

loba

l?

27

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

6

The

Face

of S

ales

Per

fect

ion

Pas

sion

ate

Mar

ket W

ise

H

igh

Ach

ieve

r

28

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

7

Alig

nmen

t/Eng

agem

ent w

ith R

Ms

Part

ners

hip

RM

, TM

and

Clie

nt p

lan

toge

ther

S

ales

pro

cess

agr

eed/

follo

wed

E

nhan

ced

clie

nt e

xper

ienc

e D

eepe

r rel

atio

nshi

p fo

r Ban

k

Prod

uct U

tility

R

M d

isen

gage

d La

ck o

f clie

nt fo

cus

Opp

ortu

nist

ic v

s. S

trate

gic

Rol

es u

ncle

ar

29

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

8

Oth

er T

houg

hts.

..

How

bes

t to

blen

d da

ta m

inin

g, s

trate

gy a

nd p

eopl

e?

Wha

t is

the

appr

opria

te a

mou

nt/ra

tio o

f tim

e th

at s

houl

d be

spe

nt in

fro

nt o

f clie

nts?

On

adm

inis

tratio

n?

If P

rodu

ct c

onsu

ltant

s se

ll co

mpl

ex s

olut

ions

, why

not

repl

ace

the

core

sa

les

team

with

them

?

How

bes

t to

coor

dina

te v

ario

us s

ales

reso

urce

s w

ith c

lient

s?

Are

ther

e m

ore

qual

itativ

e/su

bjec

tive

met

rics

that

can

be

used

to

mea

sure

per

form

ance

than

new

bus

ines

s cl

osed

?

Wha

t is

the

right

bal

ance

of C

omp

vs. R

ecog

nitio

n?

30

© 2

011

Trea

sury

Stra

tegi

es, I

nc. A

ll rig

hts

rese

rved

.

Dis

cuss

ion

Lead

er:

Gre

g C

icer

o

Find

ing

Gro

wth

in

a C

row

ded

Mar

ket

31

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

2

Dis

cuss

ion

Fram

ewor

k

G

row

th fo

r Wal

kers

/Jog

gers

Gro

wth

for R

unne

rs

Gro

wth

for S

prin

ters

32

Gro

wth

for W

alke

rs/J

ogge

rs

33

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

4

Wha

t Are

The

Bas

ics

That

All

Ban

ks S

houl

d B

e D

oing

?

New

pro

duct

(tra

ditio

nal p

rodu

ct li

ne)

B

ring

ever

ythi

ng to

the

Web

Atta

ck c

omm

on in

dust

ry is

sues

Fr

aud

Reg

ulat

ory

chal

leng

es

Pap

er to

ele

ctro

nic

S

earc

h fo

r way

s to

exp

and

your

clie

nt b

ase

SB

/MM

/LC

N

ew v

ertic

als

New

geo

grap

hy

New

dis

tribu

tion

chan

nels

A

ccep

t (an

d m

itiga

te) h

ighe

r-ris

k pr

ofile

clie

nts

Rev

enue

man

agem

ent

O

utso

urce

as

need

ed

34

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

5

Dis

cuss

ion

Topi

cs –

Wal

kers

/Jog

gers

Is 1

0–15

% g

row

th re

alis

tic?

W

here

is th

e gr

eate

st o

ppor

tuni

ty fo

r gro

wth

?

Doi

ng m

ore

of w

hat y

ou a

re d

oing

D

oing

it b

ette

r D

oing

it in

diff

eren

t mar

kets

35

Gro

wth

for R

unne

rs

36

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

7

55

29

4535

30

50

“Run

ners

” Und

erst

and

Wha

t Cus

tom

ers

Wan

t

Top

conc

erns

of C

FOs

in 2

010

Abi

lity

to fo

reca

st re

sults

W

orki

ng c

apita

l man

agem

ent

Mai

ntai

ning

mor

ale/

prod

uctiv

ity

durin

g ec

onom

ic d

ownt

urn

Bal

ance

she

et w

eakn

ess

Cos

t of h

ealth

car

e A

ttrac

ting

and

reta

inin

g qu

alifi

ed

empl

oyee

s S

uppl

y ch

ain

risk

Man

agin

g IT

sys

tem

s P

ensi

on o

blig

atio

ns

Pro

tect

ion

of in

telle

ctua

l pro

perty

S

ourc

e: T

he H

acke

tt G

roup

Wor

king

cap

ital o

ppor

tuni

ty –

For

tune

500

Lead

ers

Med

ian

Lagg

ards

DPO

D

SO -33

%

+43%

Sou

rce:

AP

QC

, A.T

. Kea

rney

; For

tune

Glo

bal 5

00

37

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

8

“Run

ners

” Del

iber

atel

y S

elec

t The

ir Ta

rget

C

usto

mer

Sol

utio

n Fr

amew

ork

Acc

essi

bilit

y &

Effi

cien

cy

Ana

lysi

s

Bus

ines

s A

dvic

e &

S

trate

gy

Valu

e-ad

ded

solu

tions

and

insi

ght

that

hel

p co

rpor

atio

ns g

row

thei

r bu

sine

ss

Ban

k so

lutio

ns th

at a

ccel

erat

e,

impr

ove

or a

utom

ate

key

corp

orat

e de

cisi

ons/

activ

ities

Ban

k so

lutio

ns th

at

mak

e op

erat

iona

l ac

tiviti

es fa

ster

, che

aper

or

eas

ier

38

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

9

“Run

ners

” Car

eful

ly D

ecid

e H

ow T

hey

Will

D

iffer

entia

te

Glo

bal

Reg

iona

l

Loca

l

Seg

men

t

Pro

duct

Indu

stry

Hig

h To

uch

Aut

omat

ed

Ser

vice

s

39

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

10

Bre

akou

t Opp

ortu

nitie

s

Wha

t are

mor

e so

phis

ticat

ed b

anks

doi

ng?

O

fferin

g ne

w p

rodu

ct li

ne/b

usin

ess

D

eliv

erin

g fu

ll se

rvic

e gl

obal

cap

abili

ties

O

fferin

g de

cisi

onin

g to

ols

Inso

urci

ng la

bor-

inte

nsiv

e co

rpor

ate

proc

esse

s (p

ayab

les,

rece

ivab

les)

Seg

men

ting/

Cus

tom

izin

g/D

iffer

entia

ting

Elim

inat

ing

all p

aper

pro

cess

ing

40

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

11

Dis

cuss

ion

Topi

cs -

Run

ners

Do

cust

omer

s kn

ow y

our b

rand

and

val

ue p

ropo

sitio

n?

D

oes

your

full

orga

niza

tion

deliv

er o

n th

ose

prom

ises

?

H

ow im

porta

nt is

the

cust

omer

in y

our s

trate

gic

prod

uct/b

usin

ess

deve

lopm

ent p

roce

ss?

Wha

t rol

e do

they

pla

y?

Wha

t ris

ks d

o th

ey p

rese

nt?

41

Gro

wth

for S

prin

ters

42

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

13

Stra

tegi

c D

ecis

ions

in a

Tre

asur

y 3.

0 W

orld

Life

Cyc

le

Bus

ines

s D

river

s

Cus

tom

er

Valu

e

Liqu

idity

Har

vest

Sco

pe

Fina

ncia

l S

ettle

men

ts

Rei

nves

t

Sca

le

Com

mer

cial

P

aym

ents

43

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

14

Wha

t’s In

hibi

ting

You

r Gro

wth

?

"Pay

men

ts o

nly"

stra

tegy

P

oor m

arke

tpla

ce p

erce

ptio

n C

omm

odity

/Slo

w/O

ne-T

rick

vs In

nova

tive/

Agi

le/C

ompr

ehen

sive

U

nsur

e of

val

ue p

ropo

sitio

n

Insu

ffici

ent i

nves

tmen

t (FT

E, S

/W, I

nfra

stru

ctur

e, P

lant

) A

ggre

ssiv

e R

OC

/IRR

hur

dles

: pay

back

tim

efra

me

Bal

ance

she

et c

onst

rain

ts

Lack

of s

cale

and

effi

cien

cy

Whe

re is

sca

le m

anife

stin

g?

Is s

cale

an

obst

acle

? Fe

ar o

f out

sour

cing

/too

muc

h is

out

sour

ced

"Cus

tom

izat

ion

is to

o ex

pens

ive”

U

nabl

e to

diff

eren

tiate

Inab

ility

to e

xecu

te

Insu

ffici

ent e

xper

tise/

train

ing

Exp

ense

and

risk

Stra

tegi

c

Res

ourc

es

Fina

ncia

l

Infra

stru

ctur

e

Diff

eren

tiatio

n

Reg

ulat

ion

44

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

15

Dis

cuss

ion

Topi

cs -

Spr

inte

rs

Can

you

r org

aniz

atio

n m

anag

e si

gnifi

cant

cha

nge

and

exec

ute

with

ex

celle

nce?

Is y

our o

pera

ting

mod

el in

alig

nmen

t with

you

r bus

ines

s m

odel

?

45

w w

w .

T r

e a

s u

r y

S t

r a

t e

g i

e s

. c

o m

16

How

to W

in th

e R

ace

Wha

t thr

ee th

ings

can

sen

ior m

anag

emen

t do

to u

nlea

sh y

our g

row

th?

A

ppro

ve n

ew/li

ghte

r “tra

ck s

hoes

” Lo

wer

the

“hur

dles

” A

llow

mor

e “s

tretc

hing

”

Dis

pens

e m

ore

Ibup

rofe

n??

©Th

e S

acra

men

to B

ee

46

© 2

011

Trea

sury

Stra

tegi

es, I

nc. A

ll rig

hts

rese

rved

.

Opt

imiz

ing

Prof

it an

d Va

lue

in

the

New

Reg

ulat

ory

Envi

ronm

ent

Dis

cuss

ion

Lead

er:

Dal

e S

oren

son

47

Reg

ulat

ions

May

Pus

h R

even

ues

Dow

n an

H

isto

ric S

lide

w w

w .

T r e

a s

u r

y S

t r a

t e

g I e

s .

c o

m

2

48

Ove

rvie

w: R

egul

ator

y Im

pact

w w

w .

T r e

a s

u r

y S

t r a

t e

g I e

s .

c o

m

3

Mas

sive

C

over

s al

l asp

ects

of f

inan

cial

m

arke

ts

Alte

rs th

e flo

w o

f cap

ital a

nd

econ

omic

s of

fina

ncia

l mar

kets

Intru

sive

D

etai

led

and

pres

crip

tive

Hea

vy o

n co

mpl

ianc

e, re

porti

ng

and

pres

crip

tive

risk

miti

gatio

n

Glo

bal

Mos

t cou

ntrie

s de

velo

ping

thei

r ow

n sc

hem

es

Inte

rnat

iona

l bod

ies

wei

ghin

g in

Li

ke a

n ar

ms

race

49

w w

w .

T r e

a s

u r

y S

t r a

t e

g I e

s .

c o

m

4

Reg

ulat

ory

Out

look

We

are

ente

ring

the

rule

-writ

ing

phas

e, a

nd e

xtra

-juris

dict

iona

l iss

ues

are

emer

ging

.

50

w w

w .

T r e

a s

u r

y S

t r a

t e

g I e

s .

c o

m

5

Ada

ptin

g to

New

Cor

pora

te A

ttitu

des

Tow

ard

Ban

ks

51

Ups

ide

Dow

nsid

e

w w

w .

T r e

a s

u r

y S

t r a

t e

g I e

s .

c o

m

6

Reg

ulat

ory

Con

sequ

ence

s fo

r the

TM

B

usin

ess

of L

arge

Ban

ks

52

w w

w .

T r e

a s

u r

y S

t r a

t e

g I e

s .

c o

m

7

How

Will

You

Res

pond

?

Mar

ket L

eade

r M

arke

t Lag

gard

Stra

tegi

c Po

sitio

n

?

53

Discussion Leaders

53

54

Anthony J. Carfang Partner and Director(312) 443-0840tony_carfang@TreasuryStrategies.com

As a Partner and Director of Treasury Strategies, Inc., Tony sets the strategic direction of the firm and works with our consulting practice areas to

help our clients achieve their business objectives. Tony has helped guide many of the world’s largest banks and securities firms to position their services effectively in the marketplace, and has worked with corporations to optimize their treasury management strategies. He is a vocal advocate of clients’ interests surrounding regulatory issues and liquidity management. He has appeared on several shows including MSNBC’s Kudlow Report and Bloomberg News to debate proposed money market fund regulations and valuation of auction-rate securities.

Tony received his MBA from Northwestern University and BS from Duquesne University. He founded the Alpha Phi Delta Foundation, which oversees a scholarship fund and other philanthropic activities, and is a member of the board at Duquesne University. He’s also a specialist in Italian genealogy and an avid chess player and coach.

55

Greg CiceroPrincipal(412) 999-4549greg_cicero@TreasuryStrategies.com

Greg Cicero is a Principal at Treasury Strategies, Inc. in the Financial Services Consulting Practice. Greg brings to the Treasury Strategies team more than

30 years of project management, banking operations, consulting and leadership experience. As a previous treasury management business owner, his strengths are in understanding a broad functional view of the TM business, crafting solutions that encompass the entire customer experience, and developing strategies to improve profitability.

Greg’s work with both bank and non-bank financial institutions assists them to develop effective business strategies, establish successful product positioning, streamline operations, and improve client management. The results of his efforts help clients achieve their market and revenue goals.

Before joining Treasury Strategies, Greg spent more than 25 years with Mellon Bank and BNY Mellon. Most recently, Greg was Department Head for BNY Mellon’s Working Capital Solutions (TM) business, one of the world’s leading cash management organizations. He held several leadership roles prior to that in product management and operations. Greg started his career at Andersen Consulting, providing design and installation expertise on large manufacturing systems engagements.

Greg holds BS degrees in both Economics and Psychology and an MBA in Finance from the University of Pittsburgh and is a Certified Cash Manager.

56

Cathryn R. Gregg, CCM Partner and Director(312) 443-0840cathy_gregg@TreasuryStrategies.com

Cathy Gregg is a Partner and Director of Treasury Strategies, Inc. In addition to setting the firm’s strategy and direction, she works with our

consulting practice areas to maintain relationships and achieve our clients’ business objectives. Cathy has led the firm’s advances in several areas including the not-for-profit sector as well as services for treasury technology and sales process improvement. She has a deep-seated enthusiasm for payment systems and banking industry evolution, which has led to her pioneering approaches for payments business advancement in both the corporate treasury and banking sectors, as well as authoring a chapter in the book “Surfing Payments Channels.” Cathy received her MBA from the University of Chicago following a BA in Economics and Psychology from Kenyon College, where she has served on the Board of Trustees. She currently teaches women’s studies at Orchard Church, and is an avid gardener and cook.

57

David C. Robertson Partner and Director(312) 628-6950dave_robertson@TresuryStrategies.com

As a Partner and Director of Treasury Strategies, Inc., Dave Robertson leads the Financial Services Practice Area working with global and regional

banks, payment and liquidity providers, regulators and associations.

His work enables clients to refine their solution offerings, position their capabilities and price to optimize value. Dave also developed the firm’s proprietary methodologies in deposit engineering, pricing strategies and new product development.

He is the co-author of “Treasury 3.0” and “The Street View,” two white papers on the direction of the treasury services industry and the value of the payments business, respectively.

Dave holds an MA in English Literature from Northwestern University, and a BS in Finance from Indiana University. He also serves as Editor for the Journal of Corporate Treasury Management, a peer-reviewed journal advancing the Treasury industry knowledgebase, and is Vice President of the Board for the Carole Robertson Center for Learning. His interests include education, literary theory, and music.

58

Chrystal Pozin, CTPPrincipal(312) 628-6964chrystal_pozin@TreasuryStrategies.com

As a Principal at Treasury Strategies, Inc., Chrystal Pozin is a member of the Financial Services Practice. Her work helps clients maximize the value of their

Treasury Management organizations.

Chrystal works with clients to minimize revenue leakage and support the full scope of new product development, including market research, product design, positioning, pricing and marketing. She also works with clients to develop competitive web solutions including online cash positioning tools, core electronic banking/information reporting platforms, and liquidity management portals.

Chrystal has written articles that have appeared in Worth magazine, Treasury Management International and gtnews.com. She also co-authored the chapter on sweep accounts in Pratt’s Corporate Treasury Management Manual.

She holds a BA in International Relations from Emory University and is a Certified Treasury Professional.

59

Dale R. SorensonPrincipal(312) 628-6908dale_sorenson@TreasuryStrategies.com

As a Principal in the Financial Services practice of Treasury Strategies, Inc., Dale Sorenson works with clients to develop and position products, optimize

process and improve organizational design.

Dale works with both global and regional commercial banks as well as non-bank providers. Clients benefit from his guidance through maximized revenues and improved competitive positioning.

He holds a PhD in History and an MBA in Finance from Indiana University and a BA from Cornell College. He is frequently published in industry periodicals including the AFP Exchange, Journal of Payments Strategies and Systems, and International Treasurer.

60

David WexlerPrincipal(646) 998-9504dave_wexler@TreasuryStrategies.com

Mr. Wexler is a Principal at Treasury Strategies, Inc. in the Financial Services consulting practice. He has an extensive background spanning nearly 20 years

in back office operations, including deep expertise in payments and foreign exchange.

He works with clients to develop their global pricing and product strategies as well as operational frameworks for delivering payments, FX, and liquidity management solutions. Dave’s clients also benefit from his strong sales experience, which enables him to deliver thoughtful and actionable solutions that help maximize profits and meet client needs.

Prior to joining Treasury Strategies, Dave held several senior sales roles and was Head of Payments and Cash Management at HSBC Bank USA. He also held senior roles with ABN AMRO where he ran FX/MM payment operations in both the US and Europe and later became Head of Sales for Western Europe. Dave earned his BS degree in Accounting from Trenton State College. He is a frequent presenter at industry conferences, and previously held NASD Series 3, Series 7, and Series 27 certifications.

60

61

Join Us On Linkedin

61

62

Join Us On LinkedinTreasury Strategies has created several LinkedIn networking communities in order to facilitate communication and innovation within the treasury and finance industry. Listed below are descriptions for all our groups. To join a group, visit www.TreasuryStrategies.com.

Bank Treasury and Financial Risk ManagementThis network brings together professionals involved in the oversight and management of the bank’s treasury, ALM and financial risk management in order to discuss risk issues including interest rate risk, portfolio risk and commodity price risk, among others.

Banking CareersCareer networking for commercial and investment bankers, financial officers, treasurers, cash and investment managers to share job opportunities and career advancement ideas.

Card ServicesThis network brings together individuals who are responsible for managing and improving the processes, services and/or tools associated with card payments and/or collection processes within their organization.

Global Financial MarketsThis network brings together treasurers, CFOs, bankers, brokers, traders, asset managers and other professionals interested in the financial markets. The focus of discussion is on global money markets, capital markets and investments.

Financial Risk ManagementThis network brings together professionals involved in the oversight and management of their company’s financial risks and exposures as well as solution vendors, in order to discuss risk issues including interest rate risk, foreign exchange risk and commodity price risk, among others.

63

Financial Services RegulationThis network is for financial professionals interested in staying up to date on financial services regulation. CFOs, bankers, fund managers, treasurers welcome.

FX Risk ManagementThis network brings together those who are involved in FX risk management activities from either a corporate or bank perspective to share ideas for both strategic and tactical success.

Global TradeThis network brings together professionals involved in the management or financing of their company’s global trading as well as executives of financial institutions that provide trade services.

Health Care TreasuryThis network brings together professionals involved in the management of treasury and finance within health care organizations as well as executives of financial institutions that provide treasury services.

Higher Education Treasury and FinanceThis network brings together higher education finance and treasury professionals.

Liquidity ManagementThis network brings together professionals involved in the management of their company’s liquidity as well as executives of financial institutions that provide liquidity management services.

Operational Risk Management NetworkThis network brings together those managing operational risk for financial institutions, hedge funds, securities dealers, insurance companies and other transaction-intensive firms.

64

Payment FactoriesThis network brings together those involved in financial management, treasury, shared service centers and payment factories.

Payment SystemsThis network brings together professionals involved in both global and regional payment systems. These systems involve both the electronic- and paper-based movement of funds as well as card based and mobile transactions.

Public Sector Treasury and FinanceThis network brings together professionals involved in the management of treasury and finance within the government, municipal and public sectors.

SWIFT ConnectivityThis network brings together professionals involved in the funds transfer activities of their organizations, particularly those who move funds over SWIFT’s global network. Members include executives from corporations, banks and software companies.

Treasury AccountingThis network brings together professionals involved in both global and regional treasury-related accounting issues. These issues include FAS 133, IAS 39 and others.

Treasury CareersThis group is for career networking in the treasury and finance profession. CFOs, Treasurers, and financial officers discuss and share jobs opportunities.

65

Treasury ManagementThis network brings together treasury and financial professionals who manage treasury functions. Members share a common interest in treasury, cash management, banking, risk management and investments.

Treasury ServicesThis network brings together professionals involved in providing treasury, payment and liquidity management services to corporations worldwide. Members are executives from banks, securities dealers, mutual fund companies, insurance companies and technology firms.

Treasury TechnologyThis network brings together treasury and financial professionals, along with technology executives, who share a common interest in the technology that supports the corporate treasury function.

Trust & CustodyThis network brings together professionals involved in the management of the trustee and custodial services used by their organization as well as executives of financial institutions that provide those services.

Working Capital ManagementThis network brings together professionals involved in the management or financing of their company’s supply chain as well as executives of financial institutions that provide working capital management services.

66

67

About Your Host

67

68

About Treasury Strategies, Inc.Treasury Strategies is the leading treasury consulting firm working with corporations and financial services providers. Our experience and thought leadership in treasury management, working capital management, liquidity and payments, combined with our comprehensive view of the market, rewards you with a unique perspective, unparalleled insights and actionable solutions.

CorporationsWe help corporations maximize worldwide treasury performance and navigate regulatory and payment system changes through a focus on best practices, technology, liquidity and controls.

Treasury TechnologyWe provide guidance through every step of the technology process. Our approach will uncover opportunities to optimize your treasury through fully integrated technology solutions. We are a certified SWIFTReady Consultant.

Financial ServicesWe offer guidance to financial services providers to help shape strategy and implement solutions that position them to maximize profits, increase revenue, reduce risk and drive out costs.

Treasury Strategies maintains offices in Chicago, London & New York. Visit www.TreasuryStrategies.com for more information.

69

www.TreasuryStrategies.com