A Seat At The CFO's Table - How HCSC Utilizes Business Intelligence Tools To Make Strategic Treasury Decisions
Blue Cross Blue Shield's treasury leaders are expected to be subject-matter experts in cash management, capital efficiency, cash forecasting and portfolio allocation. A panel of treasury directors from HCSC discuss how they earned a seat at the CFO's table by striving for best practices, and share examples of how they expanded the application of business intelligence tools and technology. Learn how they applied automated reporting to make daily strategic decisions that centralized treasury operations, freed up trapped cash, improved working capital efficiency and dramatically increased investment portfolio returns.
David Deranek, Director, Enterprise Treasury Operations, Health Care Service Corporation
Juliann Qualiato, CTP, Senior Director, Enterprise Treasury Operations, Health Care Service Corporation
Forrest Vollrath, CTP, Executive Director, Treasury Operations, Health Care Service Corporation
Leveling the Playing Field in China
Following the joint announcement by the Peoples Bank of China, Fed and U.S. Treasury to launch a local U.S. clearing and trading hub for the Chinese RMB, China announced new milestones that will further open up their financial sectors. These developments will promote increased Chinese RMB utilization and improve liquidity and increase competitiveness for U.S. corporates doing business with China by enabling the same operational efficiencies and cost savings (2-5 percent) as global competitors. This session provides treasury practitioners with the necessary background and most current information needed to update their global strategies, thereby shining a light on the sometimes opaque rules for business with China. A panel of subject-matter experts—the U.S. Chamber of Commerce, U.S.-based Chinese and an international bank—identify opportunities and examine the processes and steps necessary to realize the new risk management advantages and cost savings created by a local time zone, U.S.-based RMB clearing and trading hub.
Frank Sansone, Treasurer- Senior Vice President, China Construction Bank
Thomas Quaadman, Executive Vice President, U.S. Chamber of Commerce, Center for Capital Markets Competitiveness
Unclaimed Property & How the Treasury Department Can Reduce Your Exposure
Most treasury departments are already aware of unclaimed property and how it arises—usually outside of their department. However, most of the time, the treasury department holds the key to unlocking a treasure trove of information in an unclaimed property audit, VDA or internal review. Bank relationships, tracking of open and closed accounts and access to bank documentation are all key components of an effective unclaimed property mitigation strategy. This session is a roundtable discussion to address the problem of unclaimed property issues that have arisen in the treasury department and how you can best be ready to assist your organization and reduce the company’s unclaimed property exposure.
Troy Wangen, Director, True Partners Consulting LLC
Lynn Cirrincione, Director, Cash & Banking, Allstate Insurance Co.
How to Successfully Incorporate Robotics into Your Treasury
Robotics process automation (RPA) sounds great in theory, but as much as 50 percent of initial RPA projects fail. So, where do you begin and how do you ensure your project is successful? The treasury department of American Express successfully incorporated robotics into their processes. American Express’ journey has always been an employee productivity exercise, giving the team an endless array of possibilities across the business. Attend this session to hear about their journey over the past year, what they learned and key considerations when planning your project including: the importance of planning ahead and establishing a Center of Excellence (COE) across the business, and creating baseline criteria and running a pilot quickly.
McKay Colton, VP, Payment Strategies - Global Treasury, American Express Company
Challenges with Acquisitions/Carveouts: Best Practices and Advice
No two acquisitions or carveouts are the same. Each brings with it its own complexities—complexities every treasury department is challenged to prepare for. There is a lot to prepare for in a limited amount of time, so preparation at pre-close of the transaction and having a clearly defined path post-close is critical to the success of these deals. This panel discussion includes professionals who have all worked on acquisitions during their career, talking about the challenges they faced and the lessons they learned. This discussion addresses: Liquidity Management –managing cash on Day One; Risk Management – looking at the acquired company’s exposures and how to mitigate; Operational Cash Management –controls on all global bank accounts are confirmed, as well as transitioning access to banking systems, and authority over all accounts.
Stuart Jones, CTP, Treasurer, McAfee, Inc.
Irina Pluchik, Director of Treasury, Carestream Dental
Jon Scott, Managing Director, PMC Treasury
Choosing a TMS That's Right for Your Treasury
Many companies today are still using bank portals and Excel spreadsheets to set their daily cash position and to do forecasting, limiting the value that treasury resources can provide. A TMS can automate many of these tasks, giving the treasury team more time to do value-added work that improves the bottom line. Learn how to develop your RFP and choose the right system for your company in this session. Topics for discussion include: building a business case for internal dissemination that will show ROI on the TMS implementation, exploring the different types of systems available, developing an RFP that clearly defines the need for a TMS, and getting the most out of your TMS demo sessions.
Elizabeth Ecsy, Treasury Consultant, Accenture
Mary Gilbert, Treasury & FX Risk Manager, Duracell
The Power from Within: A New Way of Reviewing Bank Fees
This session takes a different approach to reviewing bank fees. Busy treasury and finance practitioners need to shift their thinking when reviewing their monthly account analysis statement. The power from within your account analysis statements will streamline banking procedures, uncover inefficiencies throughout your organization, and decrease expenses just by reexamining your banking fees in a different manner. Account analysis statements should be viewed as an operational management tool, not just a bank invoice. They should serve as a decision support document that assists in monitoring internal procedures, analyzing various types of bank services and their usage, and determining who in the banking industry is offering better and more innovative bank services. Learn how you can create appropriate bank relationships, conduct service comparisons and improve internal processes—all while decreasing your overall bank expenses to reduce what is reported on your account analysis statements.
Stacey Gilmore, Senior Product Marketing Manager, GTreasury
Raymond DePaul, Treasury Advisor, FedEx Corporation
Rob Nagel, Treasury Manager, Lockton Companies
Taking Your Treasury Setup to the Next Level
Treasury is continuously evolving. Technology, regulation, politics and the global business environment are factors that need to be considered when reviewing banking structures. As a result, treasurers need to continuously make decisions that allow them to adapt to the changing environment while also taking treasury to the next level. In this session, panelists discuss how they’re navigating these challenges, and how they’ve adapted their organization to be able to handle change. For instance, how did they build and execute the treasury roadmap? What technology changes need to be implemented, and how is this managed? How can you rationalize your account structure to create an optimal setup? Also included in the discussion is how corporates manage the micro and macro factors affecting treasury organizations, and how they’ve handled growth in their company through M&A, organic growth or by entering new markets.
Irene Shenouda, CTP, Director, Cash Management Sales, Deutsche Bank AG
Jenifer Herdin, VP International Treasury, Viacom
Kristen Michaud, Managing Director, Treasury Operations, General Electric Company
Seeing Beyond the Horizon
Most treasurers of global companies have limited visibility into their bank relationships outside of the US. Availability of this information is now here and accessible. Learn how Uber has worked with their banking and software partners and the new 2018 AFP Global Service Codes to gain insight and visibility into their cash management banks in 57 countries.
David Watt, Director, Treasury, Uber
Bridget Meyer, CTP, Senior Director, Redbridge Analytics
Christopher Williams, VP, Global Product Lead, Enterprise Services, Citi
Leveraging Blockchain to Achieve a More Strategic Role
In virtually every organization, treasury and accounting work hand-in-hand. The implementation of blockchain platforms across industry lines will have disruptive effects on numerous components of both their functions. Cut through the buzz and hype surrounding blockchain in this session to drill down and explore the specific ways blockchain can, and should be, utilized to improve efficiency, reduce internal friction and allow treasury professionals to obtain a more strategic role in the decision-making process.
Sean Stein Smith, Assistant Professor, Lehman College (CUNY)
Roberto Cruz, CTP, Director Treasury, GDF SUEZ
Shared Services: Role in Treasury's Evolving Value Chain
Treasury transformations can take on many different shapes and sizes. Find out how a shared service center can be leveraged to better ring fence risk, strengthen cash controls, enhance daily routines, reduce process inefficiencies and provide a unique value-driven experience to support the commercial operations of the business in this informative session. Specific areas of focus include governance models, global banking structures, disbursement and receivable processes, cash forecasting and reporting as well as the enabling tools and technology. We explore a representative case study based on leading companies’ experiences and lessons learned from rolling out a shared service center, and attendees are encouraged to actively participate throughout the presentation to drive discussion inclusive of various in-presentation polls.
Kristen Michaud, Managing Director, Treasury Operations, General Electric Company
Adam Taplinger, Director, PricewaterhouseCoopers (PwC)
Riding the Tide of Change
The landscape for corporate balance sheet investors and issuers is dramatically different today than it has been in recent memory. With tax reform a reality, global treasury personnel are looking for best practices around product usage, global balance sheet structure, efficiency and impact mitigation. With an eye towards issuance and market activity, this discussion looks at optimal capital structures, available investment solutions, and opportunities within investment grade credit. An expert panel highlights the ways several multi-national companies are riding the tide of change, making these market disruptions work to their advantage.
Thomas Kolimago, Managing Director, BlackRock
Doug Tropp, CorporateTreasurer, Booking Holdings Inc.
Jeffrey Knapp, CTP, Director of Global Investments, The Coca-Cola Company
Cash Recyclers and Bank Owned Cash - A Walmart Case Study
Walmart rolled out cash recycler technology across 4,700 U.S. stores to become the largest user of cash recyclers in the world. Their operating model was completely redesigned, including hardware selection, alignment with banking and armored carrier partners and integrating software and reporting—and it continues to be enhanced. Walmart realized savings on its in-store labor by eliminating the manual counting of coin and currency in stores. Additional working capital benefits were realized by implementing a bank-owned model where the cash inside the recycler is owned by the banking partner. Cash deposit levels were reduced significantly as the model was rolled out, which generated bank fee savings. Walmart also transitioned to a centralized, algorithmic ordering of change for all stores, creating further efficiency and reducing total order levels. Get all the details and insights of this major transition, including how the model was rolled out, what challenges had to be overcome and how the model continues to be enhanced, in this session.
David Shelly, Sr Dir Walmart Global Treasury, Walmart Inc
Artificial Intelligence in Corporate Treasury: Added Value?
Corporate Treasury is turning to Artificial Intelligence and Machine Learning to better manage liquidity, control risk and support business initiatives. In this session, gain a structured perspective on how to drive your Big Data and AI strategy and demystify integration of these opportunities in your operations. Beyond the potential that can be released from your data, learn about leveraging the data and insights from your financial institutions and other providers.
Elmer Dispo, CTP, Treasury Manager, Google
Michelle To, Vice President, Global Market Management, Citi
Can a Bot do Your Rolling Cash Forecast?
Bots have the potential to play a vital role in improving cash flow forecasting. But how efficient are bots? Will they bring more negatives than positives to treasury functions? Will the data be more accurate? Attend this session for an in-depth discussion of these questions, and explore how new technologies can improve the forecasting process.
Paul DeCrane, CTP, Principal and Global Practice Leader, Treasury Advisory Services, Ernst
Scott Peterson, Assistant Treasurer, Brighthouse Financial
A Treasury Guide to M&A
The global merger and acquisition (M&A) market has seen significant growth in recent years as companies embrace strategic transactions to achieve transformational growth. Over 50,000 transactions were completed in 2017, with a total value of $3.5 trillion. Unfortunately, it is estimated that more than half of M&A transactions fail to achieve targeted benefits due to integration challenges. From a treasury perspective, early involvement is critical to ensuring a successful integration for a buyer (or de-integration for a seller). By developing a proactive treasury M&A plan, you can contribute to a smooth process and to the overall value of a transaction. In this session, a panel of treasury professionals from Gibson Energy and its lead cash management banks, RBC Royal Bank and JPM Morgan, share their unique experiences and lessons learned from recent transactions to provide you with a road map for successfully navigating through your next strategic transaction.
Beth Pollock, Treasurer, Gibson Energy Inc.
Darron Peardon, CTP, Senior Manager, Corporate Accounts, RBC Royal Bank
Achieving Treasury Centralization Goals with Virtual Account Management
One of the biggest challenges treasury professionals face is managing a large number of physical bank accounts across a decentralized structure. This usually results in limited cash visibility and control, and difficulties when it to comes to information reporting and accounting. High bank fees, the challenge of reconciling accounts and the greater burden of managing more signatories all add to account management complexities. In this panel discussion, practitioners share their approach toward treasury centralization and how the use of innovative virtual account management tools can simplify account structures to reduce costs, leverage technology to move to an in-house bank or on-behalf-of payments and receipts, and automate reconciliations. Learn how, by segregating cash virtually rather than physically, you can achieve continuous real-time cash consolidation, reduce reliance on intraday credit and more efficiently manage transaction flows and liquidity.
Kevin Stoller, Corporate Cash Manager, Caterpillar Inc.
James McKenzie, Executive Director, Treasury Advisory, JP Morgan Chase
Charles Mostella, Vice President, Treasurer, Turner Broadcasting System, Inc.
How Corporate Tax Changes & FASB Accounting Standards Have Impacted Equipment Acquisition
The healthy economy, combined with the recent changes approved to corporate taxes, means that investments in various type of equipment are expected to grow. In the transportation industry, companies with private fleets and dedicated carriers are ordering trucks at an increased pace. Sales of Class-8 heavy-duty trucks increased 59 percent to 296,440 vehicles in 2017, according to ACT Research. Partially driving these investments will be recent changes to the tax infrastructure, where the corporate tax rate has been cut to 21% with immediate write-off for equipment. That being said, finance professionals within these organizations involved in equipment acquisition, specifically for equipment that is advantageous to lease like tractor-trailers, must be cognizant of the new tax cuts and jobs act. The way the financial experts decide to procure this equipment can have a significant impact to their company’s overall business, bottom line and financial performance.
Brian Holland, President & CFO, Fleet Advantage
Proactive Cash and Receivables Management: Predictive Analytics and Micro-Cash Forecasting
Driverless cars, automated manufacturing lines, and AI-enabled news-writers at the Washington Post enable a single purpose – to free up human talent for high-impact decision-making. However, credit and cash management teams continue to rely on labor-intensive processes while the outcomes remain sub-optimal - represented by inaccurate visibility of cash flows and high costs of servicing credit sales. Today, it is impossible for decision makers and analysts to consume the ever-growing business datasets to improve future actions – forcing a reliance on static, inaccurate methods of forecasting or intuition. In this session, speakers share experiences and insights gained from working with data-scientists and machine learning to enable accurate cash forecasts and visibility into credit risk.
Marinko Marijolovic, Director of Corporate Credit Services, ShurTech Brands, LLC