Technology & execution
From stakeholder agreement to successful implementation.
The situation
A complex organization with multiple businesses needed a treasury management system to replace Excel-based cash positioning and meet stakeholder needs.
My contribution
I led the treasury management system RFP, bringing stakeholders together to evaluate options, agree on a selection, and carry the decision through implementation.
The result or finding
All stakeholders agreed on the selected system, which we successfully implemented. Centralized reporting replaced Excel-based cash positioning for the funds included in the daily cash position.
A system decision matters when it becomes a dependable operating process.
Banking economics
Look beyond the headline fee.
The situation
Banking and payment costs were opportunities to improve economics across different services and business needs.
My contribution
My corporate treasury work included earnings-credit optimization, merchant-services pricing, check-processing costs, and virtual-card and premium-ACH programs.
The result or finding
Account-analysis charges were reduced to near zero, merchant pricing was standardized at lower rates through a master agreement, check-processing costs declined, and payment programs generated rebates.
Lower fees are one part of the decision. Balances, yield, liquidity and operating needs belong in the same conversation.
Process diagnosis
Ask the people who actually do the work.
The situation
During a hospital working-capital review, the CFO described a process that reflected his intended approach, but staff walkthroughs revealed that the day-to-day workflow was materially different.
My contribution
I mapped the actual workflow with the staff performing the work and compared it with the CFO’s intended process. This exposed gaps between leadership’s expectations and daily practice, alongside inefficiencies such as printing roughly 150 pages to retain about five.
The result or finding
The review made the gap between the current workflow and the CFO’s desired procedures visible, establishing a clearer basis for the changes needed to bring the two into alignment. It also surfaced unnecessary printing and confidentiality concerns.
Map what happens today before designing what should happen next. Leadership’s intended process and daily practice are not always the same.
Commercial judgment
Make embedded currency costs visible.
The situation
A boot manufacturer sourced materials internationally and needed to understand the economics of its payment choices.
My contribution
I recommended requesting invoices in both U.S. dollars and local currency so the client could compare embedded conversion costs and payment alternatives.
The result or finding
The recommendation provided a way to evaluate the tradeoff rather than accept a single quoted price.
Better decisions often begin with asking for a different view of the same transaction.