How can you build and strengthen partnerships and collaboration within the bank as you’re working on go-to-market (GTM) strategies and execution? By understanding the goals and objectives of relationship banking and collaborating across teams, your bank will bridge the gap between your clients and your treasury management priorities. This growth will lead to share of mind across teams, share of access within the customer’s organization, and share of relationship wallet when it comes to key banking decisions.
Our roundtable, featuring treasury management leaders and banking professionals, will discuss:
-The primary roles and objectives of a relationship banker.
-How GTM strategies complement these goals.
-Ideas to equip bankers with critical insights that open doors to deeper treasury management conversations with business owners, CFOs, and treasurers.
‘No man is an island,’ said John Donne. Cash application and cash forecasting are also connected in important ways. This session will cover five of the top actions companies should take to improve their cash application process and rates and tighten up their forecasting activities and accuracy. Slow cash application and low auto-assign and auto-apply rates negatively impact efficiency standards and month-end working capital metrics. They also impede accurate cash forecasting. Both efficiency in cash application and prioritization of cash forecasting have been top goals of AR groups and treasury teams for over five years. Listen in for some key steps that you can take to up your financial game in these areas.
Managing bank fees through active monitoring of your analysis statements is typically on the to-do list but it rarely gets checked off as complete. Perhaps you are putting out a myriad of fires and the idea of getting out a magnifying glass to manually dig into your bank invoices is less than appealing. Is that something your team should even be doing? In this session we will help you understand the practical, operational, and strategic elements of effectively managing bank relationships and handling the mundane and vital process of managing expenses. This session will include a brief case study covering a multi-national corporation’s review of global bank fees and strategic ongoing management of their bank relationships. Corporate practitioner takeaways will include: 1) ways to architect your bank fee management process and 2) benefits of bank fee analysis and benchmarking.
Forecasting cash flows has been one of the top two priorities for treasury groups for nearly 10 years. During disruptive times, it becomes even more important. Managements expects greater accuracy and more “scenarios,” yet many treasury groups are providing less than the admitted “minimum standards.” What can be done? What should be done? This session will outline the stages of cash forecasting and the foundational elements required to reach each stage – and the next level. Access to data and powerful new tools must be combined with a broader understanding of forecasting to optimize your forecasting process and accuracy.
Every treasury group needs to know where its cash is, wherever in the world that may be. That includes all locations, not just primary banks. This is the first step in building an effective cash forecast. However, payment processes for many companies are highly fragmented, and it’s surprisingly rare for any organization to have the level of visibility it needs. Poor payment workflows, security, compliance, and sanctions make it all the more difficult. Join us on this webinar to learn how you can automate your payments processes and improve connectivity to reduce costs and provide the transparency you need for effective cash management.