Information herein is considered proprietary and confidential.

Today’s Treasurer: The Real Financial Superhero

Information herein is considered proprietary and confidential.

About Me

Allison Flexer Director of Treasury and Financial Operations

Allison Flexer is a Director of Treasury and Financial Operations and is based out of the company’s Charlotte office. In her role with Vizant, she is responsible for overseeing the delivery and implementation of Vizant’s Financial Operations, Treasury Management and Business Payments solutions for premier national engagements. Allison was previously with KPMG and Bank of America and has 14 years of experience in the financial operations, treasury management, business payments and efficiency and process improvement arena providing strategic insight and guidance on business operating models that support an organizations’ efforts across Treasury Management, Enterprise Payments and Technology and Operations. Ms. Flexer has extensive experience in leading large scale complex engagements for global financial services organizations.

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Information herein is considered proprietary and confidential.

About Vizant

Vizant is a consulting firm, possessing thought leadership and business intelligence in the areas of inbound and outbound business payment functions, treasury operations and financial operations

Vizant partners with its clients to implement actionable and real world solutions that maximize the efficiency and reduce the ongoing costs of their payments, treasury and financial operations

Vizant is headquartered in Philadelphia, Pennsylvania and has an additional office in Charlotte, NC.

Vizant has partnered with thousands of clients from all different

markets and industries

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Information herein is considered proprietary and confidential.

Today’s Agenda

Key Challenges and Priorities for Today’s Corporate Treasurer

Standard and Historical Role of the Treasurer

Changing Role of the Treasurer

Strategic Influence of the Treasurer

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Key Challenges and Priorities for Today’s Treasurer

Information herein is considered proprietary and confidential.

The demand for higher efficiency in treasury, money flows, cash management and A/R and A/P

More duties that were previously accounting and finance duties are being pushed to treasury operations

Significant changes in customer payment trends

Annual price increases and changing bank pricing strategies for treasury services

Continued low staffing levels

The threat of rising interest rates

Capital preservation vs. capital appreciation

Top Issues for Treasury Departments in 2017

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Top Priorities for the Treasurer

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Manage Risks Effectively

Improve Treasury Process Efficiency

Minimize Banking Fees

Improve Process Security

Optimize Borrowing Costs

Optimize Income Generation

Improve Cash Conversion Cycle

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Standard and Historical Functions of the Treasurer

Information herein is considered proprietary and confidential.

The Corporate Treasurer

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The person who is responsible for managing financial risk for the company across credit, currency, interest rates and operations. The Treasurer’s primary responsibility is to ensure the organization has adequate liquidity to meet its ongoing requirements

Core Functions of Treasury Cash Flow Management Financial Risk Management Liquidity Funding Account Receivable/Accounts Payable

Strategic Value of a Treasurer Influence on Business Plan Manage Debt Capacity Manage Capital Allocation Establish Financial Targets Influence R&R Investments Influence Product Development Create Digital Disruption

From Transactional Machine to Strategic Force

There were 972 million internet users in 2005. Today there is over 3 billion.

By 2013, there were officially more mobile devices than people on earth.

The role of the CFO has changed, often making them at a peer level with the CEO; creating a vacuum in the functional structure of many companies. This elevates the role of the Corporate Treasurer.

Many Treasurers are moving into an “Operational CFO” role; using their core skill sets to provide added value across the organizations business units.

It’s a Changing World

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The world has evolved in the past 10 years. The rapid development of new technology and the changing landscape of the online world has changed the way we work and, for many, where we do our work from.

Where We are Today

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Evolution of the Treasury Department

Challenging Environment

Limited Resources

Leaner Departments

Additional Responsibilities

New Duties

Economic Climate

Regulatory Environment

Cybercrime

Budgets

Capabilities

FTE

The Changing Role of the Treasurer

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Focus on Operational activities and new financial

instruments

1980’s 1980’s

– 2008

Post 2008

Improvement in technology; more Sophisticated risk management; and Centralization of roles and processes

Closer scrutiny by the board, strategic partner typically involved with the company, closer interaction with business units, broader skill set required

Treasurers used to work to monitor the day-to-day finances of a business, but now the advances in technology and expansion of the CFO role, has

created a shift in their job responsibilities.

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Strategy: How do you get there?

Information herein is considered proprietary and confidential.

Finance’s New Powerhouse

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As Treasurers are asked to do more by their CEO’s, CFO’s and Boards, the traditional definition of their job duties begins to look increasing similar to the duties of a CFO.

Let’s look at some key strategies to be successful in their expanded role.

Be Forward Thinking

Implement a Financial Strategy that is

not Contingent on Market Conditions

Keep a Close Eye on Risk

Cultivate Strong Relationships

The attitude you need to have is not ‘think outside of the box.’ Instead, it’s ‘don’t

even see the box’”.

Safra Catz, Oracle CEO

As corporate treasury needs become increasingly complex and individual in nature, demand is growing for more sophisticated, flexible and sustainable cash management solutions that tie in with the trend for concentrating on the long term.

Banks

Vendors

FinTech

Automation

Associations and Events

Periodicals

Consultants/Advisors

Rely on Outside Resources

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Efficiency Creates Capacity for Strategy

16 Information herein is considered proprietary and confidential.

Create Efficiencies

Treasury organizations must create methods to streamline and automate key transactional and operational duties.

Standardize core treasury practices across the business Standardize and streamline cash management practices Use ERP and/or TMS solutions to introduce process enhancements and increase controls

Standardize

Integrate key technology platforms: ERP, TMS and various banking platforms Implement STP for core Treasury functions such as reporting, reconciliation and payments

processing Leverage FinTech to improve or automate processes

Leverage Technology

Utilize banking products to enhance cash mobilization and improve liquidity Utilized liquidity management platforms Use automation to optimize liquidity and cash availability across the business

Leverage Banking Products

Create shared services or centralize low value activities to drive efficiency and reduce costs Work with bank relationships to consolidate or eliminate low value transactions Outsource low value activities as necessary

Consolidate and Automate

Ensure there is a robust segregation of duties and hierarchy of approvals Implement a culture of checks/balances and controls Develop standards, policies and documented procedures

Reduce and Manage Risks

Define Where You Want To Be

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Today the Treasurer must take a more strategic role, providing greater insight into the company’s return proposition vs operational risk.

Manage risk holistically while maximizing returns and minimizing idle funds. *

Enhance supervision and forecasting of liquidity and funding needs. *

Establish the right policies, procedures and governance to protect financial assets in response to changing business strategies, conditions and external market factors. *

Implement, integrate and optimize technology to enable proactive and data-driven decision making. *

Build relationships with external funding partners to ensure adequate access to capital requirements with reasonable terms and costs. *

Get to Where you Want to Be

Corporate Strategy

Link into financial strategy and risk appetite

Engage effectively with leaders across the business

Enablers

Use of systems and technology

Process automation, standardization and simplification

Performance and Reporting

Measurable KPIs

Accurate and timely reports

External Environment

Regulation

Markets

Events

Core Responsibilities

Cash and liquidity funding

Finance

Risk management

Operations

Deal execution

Relationships

Valuation and Appraisals

The Evolving Role of the Treasurer

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Utilize experts and advisors within the treasury and payments field to maximize efficiencies and reduce the direct and indirect costs of treasury and payments operations

Ensure your treasury and payments operations are ‘best in class’ within your market

Continuously benchmark processes, systems, functions, services and fees against industry standards

Regularly review business and economic climate with industry experts

Critically evaluate and optimize treasury and payments efficiencies by understanding and scrutinizing systems, technology and processes associated with money flowing into and out of the business

Ensure regulatory and compliance functions are up to date

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Best Practices

Questions?

20 Information herein is considered proprietary and confidential.

21 Information herein is considered proprietary and confidential.

Thank You!

Audience Questions

What are your biggest challenges as a Treasurer?

What prevents you from taking a strategic role in the company?

What types of automation have you found helpful?

What prevents you from pursuing automation?

What process improvements have you made to allow you more time to focus on strategy?

22 Information herein is considered proprietary and confidential.