20.02.2014 07:00 pmReval
The responsibilities of the treasurer have expanded over the last few years as the disconnect between what a treasurer needs to support his or her broad remit and what the Chief Financial Officer is willing to fund continues to run deep. In this paper, Reval demonstrates how treasurers can frame the business case for transformative technology and sell the value of a strategic investment in next generation treasury technology. Challenges that treasurers face today are different than they were five years ago. And treasurers know that five years from now there will be new, more complex challenges they will be facing. As stewards of their company’s financial nerve center, treasurers are living with the reality that new responsibilities and financial risks are lurking around every corner. In fact, while 86% of those surveyed in 2013 by the Association of Financial Professionals say that risk assessment is very important, 53% say they have greater difficulty today anticipating risks to their companies’ earnings than they did before the global financial crisis. In fact, the visibility of these risks – regulatory and market risks among the most pressing and unpredictable – has reached the boardroom level at 80% of companies Deloitte surveyed in the second quarter of 2013. With risk concerns at this level, the treasurer is increasingly relied upon as a strategic business partner in delivering on corporate performance. Consequently the responsibilities of the treasurer have expanded over the last few years as well. Still, the disconnect between what a treasurer needs to support his or her broad remit and what the Chief Financial Officer is willing to fund continues to run deep.
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