Leverage Relationships. Manage Risk. Meet Your Objectives.

What we Do

We partner with our clients to improve their treasury operations structure and take a more strategic approach to managing the function.

Our consultants perform five key steps:

DEFINE THE TREASURY PLATFORM

Map functional flows to understand what actions are being performed, and with what technologies and external resources

OPTIMIZE EXISTING RELATIONSHIPS

Negotiate best services and pricing for credit and non-credit products, and optimize the financial value of non-credit services

PROPERLY SIZE CASH BALANCES

Optimize the financial value of non-credit services (low fees, high interest, and rebates) and ensure adequate return

DEFINE ACCESS TO CREDIT AS A STRATEGIC CORPORATE RESOURCE

Determine capital available from core treasury banks, and evaluate support from credit-only relationships

LEVERAGE AUTOMATION FOR DATA AND PAYMENT EFFICIENCIES

Automate core treasury functions and ensure access to (and integration with) other FP&A resources

How we Help

Benefits of A Highly Integrated Approach

Infrastructure Optimization

Streamline accounts and reduce banking costs by cataloging banking relationships and fees

Efficiency Identification

Improve the flow of cash with best practices to scope efficiency and automation projects

Pricing Risk Management

Objectively evaluate and compare banking proposals with regular pricing audits

Featured Treasury Operations Insights

How Refining Your Organization’s Approach to Treasury and Capital Markets Can Yield Strategic Value

In this article, Eric Jordahl and David Ratliff describe the core Treasury functions in healthcare organizations and discuss the need to tightly integrate Strategic, Financial, and Treasury Planning.

Article

Merging Treasury Functions to Optimize Strategic Value

Defining the role of an effective enterprise resource allocation framework to guide deployment of financial and credit resources.

Article

Optimizing Cash Management within an Integrated Treasury Operation

Optimizing daily cash management is not all art. A science does exist to determine the appropriate amount of cash to be held on the balance sheet, the right mix of products for working capital, and best-practice processes surrounding both determinations.

Article