Webinar and Q&A | Market Movers: Currency Influencers

| 01-07-2020 | XE.com

Webinar and Q&A | Market Movers: Currency Influencers | Wednesday , July 15, 2020 5:00 PM – 5:45 PM CEST

As financial markets continue to react to the global pandemic, the focus has shifted to recovery, and the impact of a potential 2nd wave. As we have seen over the last few months, the currency markets have been, and continue to be, impacted by the uncertainty that these events bring.

The markets also see a tug-of-war between ‘risk-on’ versus ‘risk-off’, and questions surrounding global fiscal and monetary stimulus in order to kick start struggling economies.

During our latest, live, free and interactive webinar, the currency experts from Xe will discuss these themes and more and share insights into how businesses that have a commercial exposure to the currency markets can look to protect their bottom lines from further impacts.

Join us in this next Xe-Pert Webinar, as the Xe team provides our thoughts and analysis on the current market outlook and where to from here.

Date, time and registration

Date: July 15, 2020

Start time: 5.00 pm – 5.45 pm CET

Register here


Do you a question that you’d like one of the XE Experts to answer during the session? Please provide details and XE will endeavour to respond during the session. You can submit your question at the registration page.



Executive Briefing CFOs in the Firing Line

| 01-07-2020 | TIS |

Government-imposed sanctions on who companies can trade with and how are changing almost daily. At the same time, CFOs are becoming personally responsible for sanctions violations relating to payments – and the size of fines imposed on errant organizations is snowballing.

How, then, can finance leaders tackle these issues to minimize the risk of sanctions breaches, improve payments workflows, and ultimately, avoid severe legal consequences? Our partner TIS offers an executive briefing on this topic. Read more about:

  1. The importance of government-imposed sanctions
  2. What types of sanctions exist?
  3. Pinpointing the risks
  4. Why in-house screening matters
  5. Optimizing the set-up

Download the latest executive briefing from TIS and gain timely insights into this complex topic and an extensive list of legal expert’s recommendations in order to ultimately protect the organization against the financial and reputational damage of a non-compliance incident as well as the CFO from personal liability.

About TIS:

TIS (Treasury Intelligence Solutions GmbH), founded in Walldorf, Germany in 2010, is a global leader in managing corporate payments. The Financial Times named TIS as one of “Europe’s Fastest Growing Companies” for 2019 and 2020. Offered as Software-as-a-Service (SaaS), the TIS solution is a comprehensive, highly-scalable, cloud platform for company-wide payments and cash management. The TIS solution has been successfully used for many years in both large and medium-sized companies, including Adecco Group, Hugo Boss, Fresenius, Fugro, Lanxess, OSRAM and QIAGEN. More than 25% of DAX companies are already TIS customers.

Your world of Payments. ONE Login.

Visit TIS.biz website

Download the executive briefing here!


Meet our Experts – Interview Ger van Rosmalen

01-07-2020 | Ger van Rosmalen | treasuryXL

Our Expert Ger van Rosmalen has over 45 years of global Trade Finance expertise (Letters of Credit, Documentary Collections, Bank guarantees) mainly working for international banks. In addition, he is also frequently asked to conduct trainings for companies like EvoFenedex and Vesting Finance, as well as for Chambers of Commerce, and Professional Higher Education programs. His drive is to assist companies with Trade Finance solutions. To help companies to achieve their business objectives through a better understanding of profitable Trade Finance solutions and instruments, and to promote efficient cooperation between Sales, Finance and Logistics. Get to know him better:

We asked him 11 questions, let’s go!

1. How did your Trade Finance journey start?

My first job started 46 years ago at the Letter of Credit Department of a Dutch bank. I applied for the job of junior and when I answered the question of the HR manager “do you have bank blood?” with YES he hired me.

2. What do you like about working in Trade Finance?

Not one day, not one transaction is the same. I like to be challenged, finding solutions, be creative but always within the guidelines of compliance/AML rules. Assisting customers to close their deal. Education and training of Trade Finance solutions so customers understand the risk before signing a contract.

3. What is your Trade Finance Expertise?

I have a lot of knowledge and expertise in the field of Letters of Credit and Bank guarantees. How to apply those instruments, explain to people with different levels of Trade Finance knowledge about these products and how to be able to understand the risks and to avoid or exclude certain risks.

4. Do you have examples of risk mitigation, creation of opportunities and/or cost savings?

Risk Mitigation in Trade Finance can be the use of “confirmed” Letters of Credit, it means (if possible) that the bank of the exporter is taking over the (country/bank) risk of a foreign unknown bank. If the exporter can fulfill the conditions of the Letter of Credit his risk is his own bank. Creation of opportunities is my passion, drive and reason for being is this business for such a long time.

5. What has been your best experience in your Trade Finance career until today?

The change of UCP500 to UCP600 (Rules for Letters of Credit) was a big improvement for companies dealing with L/C’s. It is not that black and white anymore. My experience is how companies adapted to these new rules if you take them through these rules. People felt more confident in using these instruments and will be used for some time. Since UCP600 is already in force from 2007 it is expected that new rules are on their way. I hope my very best experience is yet to come when new rules will be launched. Trade has evolved and rules should adopt to that.

6. What has been your biggest challenge in Trade Finance?

My biggest challenge is every day being able to convince people to use these well established instruments.

7. What’s the most important lesson that you’ve learned as a Trade Finance expert?

To trust my instinct. Some deals are too good to be true or I just miss the logic of the transaction. My instinct has let me down only once in 46 years.

8. How have you seen the role of trade finance expert evolve over the years?

On the Sales side of the Trade Finance Expert I noticed corporates appreciate direct contact with an expert who has all the knowledge of Trade Finance from a sales perspective as well a from a operations perspective. You have become their trusted advisor in this field.

9. The coronavirus is undoubtedly an unprecedented crisis. In general, can you elaborate on the impact this virus has on Trade Finance from your perspective?

The use of Trade Finance instruments will be more important now that we are facing the Corona crisis, which will force exporters to look for other sometimes forgotten alternative solutions. High tech innovative solutions such as FinTech or Block Chain is still under construction and exporters do not have the time to investigate those solutions. They need to generate turnover and need quick available products such as Letters of Credit to support their business. I embrace those new techniques but that will not have my priority the coming period of uncertainty. People tend to say Letters of Credit are old fashioned, time consuming and too much risk. I disagree if you understand what is expected of you as exporter. If you know how to communicate with your buyer and your bank you will experience the comfort of those almost forgotten products. It is imperative that you understand and educate yourself in this field or hire experts to support you.

10. What developments do you expect in corporate trade finance in the near and further future?

It will depend on how the financial world will be able to join forces and create workable solutions. Not several small groups of banks developing their system so still fragmented but one solution workable for all parties involved in Trade Finance. If you look at the Bank Payment Obligation (BPO) it is the example how we missed the opportunity to develop one unique system. Corporates dealing with different banks and other counterparts needed several systems offered by different banks or other parties. If suppliers of the Fintech or Blockchain solutions are learning from the BPO adventure they now have the opportunity to change the world of Trade Finance significantly. Digitalisation of Trade Finance is the future whether that will be the near future or somewhere in the future is the challenge of all parties involved.

11. What is your best advice for businesses without a Trade Finance expert?

In my opinion you cannot rely on knowledge outside your company only. It will make you vulnerable. Outsourcing is not the magic word. Educate and train yourself and your staff so you understand the impact of your decisions and take responsibility.




Ger van Rosmalen

Trade Finance Specialist





Does your business need support in Trade Finance, Treasury or a Treasury QuickScan?

We have treasurers available, go to Rent a Treasurer for all information.

Alternative Risk Finance in a hardening insurance market

| 30-06-2020 | Mark Roelands | treasuryXL

Insurance premium rates are reported to increase on average with about 2% in Europe, confirming the overall market trend of a hardening insurance market. Some markets have, however, seen double-digit growth in premiums, like D&O and Motor Third Party Liability. Other markets witnessed important coverage elements actually being excluded from cover, making the premium comparison apples and pears. As Covid-19 is impacting claims experience across all lines as well as causing negative investment returns, the hardening insurance market trend is expected to continue and get worse in 2020. Premium increases are to be expected and retention levels are expected to be increased.

It is therefore critical to work with your insurance broker in time to understand and mitigate effects for the treasury and insurance function. What is the action plan when retentions are being driven upwards or when cover is disappearing? What alternatives are available next to traditional insurance? Will your organisation be forced to retain risk above the risk appetite or accept double digit premium increases?
Although retaining additional risk may not be the worst solution, as premium increases may not reflect the actual risk that is being transferred and there are awareness benefits to being exposed to risks, the possibility to transfer alternatively is very valuable in the current hardening market.

Captive insurance

A captive is an in-house insurer, enabling efficient and centralized risk pooling while providing cover to operating companies and thereby bridging the gap between corporate and local risk appetite. Key arguments for establishing a captive are to smooth the impact of hardening insurance markets as well as provide additional flexibility in cover. The current market environment is therefore a textbook example for establishing an insurance entity. However, a captive is a licensed insurance company that comes with added costs and a compliance burden. This is especially true since Solvency II became active in 2016. As a general rule of thumb a minimum threshold of captive premium of EUR 2Mio would be required for a Dutch based captive, allowing for claims expenses (70-80% claims ratio), operating costs as well as building some reserves. Establishing a captive in other jurisdictions can make sense, as the route to licensing might still be feasible in 2020 (for the Netherlands at least 6 months are to be expected) as well as the opportunity of some more light-weight operational structures.

An interesting alternative to the fully owned, traditional captive is a Cell Company; either an Incorporated Cell Company (ICC) or Protected Cell Company (PCC). These alternatives provide the benefit of a shared structure (including initial capitalisation) and enable a ring-fenced environment for your organisation. In order to arrange that ring-fencing, specific legislation is required, which is found in Malta in the EU. Guernsey (leaving tax considerations aside) might be very interesting as well. Ireland and Luxemburg did give some hints for establishing cell company legislation but after Brexit this was delayed indefinitely. A Cell Company can provide the same functionality as a fully owned captive, but treasury and insurance will have to work with legal and tax to get a solid business case in place in order to address questions proactively.
Both Aon-Willis and Marsh have Cell Companies and would be able to assist, but insurers can also facilitate this (which has a lock-in effect) while there are also more independent providers like Artex, SRS (completing the top 5 of largest captive managers 2020) and firms like Atlas or Robus which can potentially be of added value as well.

Parametric Insurance

Next to captive insurance, parametric insurance is a promising route to follow.
Parametric insurance has historically been connected to weather insurance (e.g. rainfall exceeding a threshold leading to a pay-out) as well as longevity cover for pension funds (in the form of Insurance Linked Securities, Longevity Swaps). Parametric products enable a highly transparent and quick risk transfer and enable the route to other markets than the insurance market. A parametric product can be structured in an insurance structure but in a derivative structure as well. Conceptually an insurance-linked derivative will not be different than the plain vanilla currency instruments that are traded.

Covid is also attracting significant attention for parametric cover, as lockdown measures can be clear-cut triggers for parametric cover. Most importantly, for parametric cover clear risk information and data analysis is required and both are increasingly available. Increasingly better data and analysis techniques enable to minimise basis risk i.e. the risk in which an incident occurs but the derivative trigger is not being met. For instance site-specific weather stations are set up to ensure rainfall or water level at your organisations’ sites are being monitored. Increasingly, non-weather risks are being covered, for instance Ryskex GmbH and Axis Capital have worked together to develop  parametric cyber-insurance cover.

Where traditional insurance has deductibles and exclusions, parametric risk transfer has basis risk which needs to be managed. Next to that other operational processes may be impacted, claims management for instance and therefore it is recommended to make a well founded and analysed decision.


Starting financing risks in a different manner is not a decision to be made in isolation and to be done quickly. It is a structural decision requiring a structured approach. In our practice, we use our Risk Finance Framework which is composed of (1) Foundation, the objectives to be met (2) People & Organisation, matching the organisation, policies and people involved (3) Processes, adaptive, effective and efficient (4) Data and Technology, the business case based on solid risk information.

In our view, this provides a very practical and structured approach allowing stakeholders like tax and legal to be involved throughout the process. Back planning from a January renewal date, it is critical that conversations with your broker and insurers are taking place in order to ensure no last-minute surprises are presented as a treasury or Insurance professional. In parallel, the (internal) business case can be analysed in order to make a decision.

Therefore, it is recommended to start preparations early, or actually on an asap basis.
Alternative Risk Financing can be highly interesting, but it is not an instant go-to solution and requires some preparations.



Mark Roelands

Risk and Compliance Specialist



Crisis – What next? Immediate Measures in Cash and Liquidity Management

| 29-06-2020 | TIS |

Thursday, July 9, 2020 11:00 AM – 12:00 PM CEST

Looking at the past four months the words “Corona” and “COVID-19” surely already have become the words no.1 in 2020. Has this current status which disabled a lot of businesses and business transactions led many companies into difficult situations and troubling times?

This pandemic surely is a stress test for finance and treasury departments which have to be on top of all issues and challenges to be able to have high cash visibility and reliable liquidity forecasts. How can you fight the struggles of economic uncertainty and stay on track?

This webinar shows you which immediate measures have to be taken to stay ahead of the game. TIS and BearingPoint present a best-of-breed combination of their solutions.

Register today!




How to develop the ultimate Cash Flow Forecast

| 29-06-2020 | Cashforce

Cash flow forecasting has been called many things in literature. Ranging from the cornerstone of a finance & treasury department to the lifeblood of any organization; it’s fair to say cash forecasting is vital to get an accurate prediction of an organization’s health. Cash forecasting, at its core, is simply identifying all the various in & outflows over a given period in order to analyze and compare those estimations with your actuals. However, in reality, it’s not that simple and a lot of challenges arise in getting an acceptable end result, especially when complexity increases i.e. multiple systems, entities, currencies, etc. Additionally, it doesn’t stop at regularly getting the right information in a timely and efficient matter. Setting sensible assumptions and providing contingencies that offer flexibility in case of unexpected events are a few quintessential things to consider. Improving your forecasting results is more than relying on hard data, but bears fruit in the synergy of art and science. Don’t know where to start, or how to fill in the blanks on further optimizing your current process? Then follow this checklist.

1. Set your goals & requirements – getting to the why – decide:
  • Why are you creating a cash forecast?
  • Do you want to perform an indirect or a direct cash forecast e.g. focus on short term (direct) or longer-term (indirect), or a combination of both
  • What does successful (output look like? (formats, visuals…)
  • If you would like to combine both, choose how the reconciliation would work?
  • What level of granularity do you need?
  • What KPI’s will you be measuring?
  • Who will be the main users of the reports and analyses? (operational vs strategic or both)
  • Who will be contributing to generate the forecast?
  • How will the different contributors and users consume the outputs?
  • What other stakeholders will use the forecast? (e.g. shareholders)
  • Will you recognize forecasting performance? (e.g. remuneration)
  • What are your main cash flow drivers? (how do you define your business model?)
  • What will be the main process-steps?
  • To what extent your staff will be involved in the process? (vs. technology doing the work)
  • In case of exceptions, can the process be sidestepped? If so, what happens then?
  • What controls will be put in place?
  • Who will be in charge of setting up the process? (internal/external)
  • Who will be the main owner of the process?
  • How often does the data need to be updated?
  • How will data quality be ensured for new inputs?
  • What process will be put in place to clean the current data?
  • How will you flag and treat mis-allocated cash flows?
  • What will you use as a reporting currency?
  • How do you treat currency differences?
  • What data sources are most relevant for the forecast and what data you want to take into account:
    • Systems holding your (actual & future) payables and receivables?
    • What formats are your bank statements in? (MT940, BAI, EBICS, CODA…)?
    • Financial planning data. e.g. FP&A / budget / planning tools?
    • Do you have any Treasury & financing data, e.g. interest & FX payments on ongoing deals, residing in, e.g. a Treasury Management System or spreadsheets?
    • Do you need to take any other data into account, e.g. in data warehouses, other specialized systems for leasing, salaries, projects, etc.?
    • What manual input do you require? To what level?
  • How will you get the above data into the forecast? Is it possible to automate these processes?
  • How many forecast horizons do you want to define?
  • What cutoffs would you put in place to split the horizons?

How would you divide the short-mid- & long-term components of the forecast, see (e.g. different per data source below:)

An example of Cash forecasting horizons & their sources

  • What cash flow categories do you want to use?
  • Is there a template you can use as a basis of cash allocation categories, e.g. your current ERP, etc.?
  • How will you treat the unallocated transactions/cash flows?
  • Setting up accuracy feedback loops, e.g. regularly comparing actuals vs forecast & reviewing for improvement
  • Choosing which algorithms / logic – based on business drivers – can be integrated into your model to improve the forecast
  • Decide which contingencies to build in, e.g. revenue/cost/currency/… assumptions

Evaluate how you will you compare with and integrate industry best practices, e.g. staying up to date with the latest technology/peers/…

While creating an accurate cash forecast is not rocket science, getting an effective reporting process in place certainly requires a well thought out and reproduceable plan. Defining the who, the what, the when and the how is both a quantitative and qualitative exercise in building out a forecast. This checklist shows you how to combine the art and science of cash flow forecasting to get it done.

Looking for an Interim Banking & Corporate Treasury Specialist (Part-Time)

26-06-2020 | Treasurer Search | treasuryXL

Our Partner Treasurer Search is looking for an Interim Banking & Corporate Treasury Specialist (Part-time). The specialist will work as the junior in a four person corporate treasury team and will start with an operational focus on assisting newly established international entities setting up banking relations. Tasks will evolve around documentation, signatures and KYC. Other tasks will be in support tasks in cash management and treasury operations. The role might evolve into a permanent and/or full-time role.

Ideal Interim Banking & Corporate Treasury Specialist

The ideal candidate for this position has a relevant business degree and experience in corporate treasury or with a bank. When with a bank, experience is operational and in transaction services. When in corporate treasury, experience is in treasury accounting or junior cash management. The ideal candidate likes freedom & responsibility, is eager to learn and is flexible in order to cope with the quickly changing environment.

Our Client

Our client is a globally operating informations company that is currently in a transition. The Amsterdam team is a mix of young specialists and seasoned management, all knowledgeable, enthusiastic and positive.

Remuneration and Process

Together with our client we are preparing for the moment that we can expect the Corona crisis being under control. The role will be a part-time temporary one, most likely for 3 days a week. Depending on the developments within our client and the match between the candidate & the position, the role might evolve in a permanent one. Both a contractor (ZZP-er) as well as a payrolled employee (detachering) can fill in the position. The Treasurer Test might be part of the recruitment process.

Contact person

Pieter de Kiewit

Pieter de Kiewit
T: (0850) 866 798
M: (06) 1111 9783
E: pdk@treasurersearch.com



How Can Your Business Address FX Risk?

25-06-2020 | treasuryXL | XE |

Last week, we encouraged businesses like yours to look beyond currency exchange rates when developing your foreign exchange risk management procedures. This week, we want to take that discussion a little further: what else is out there for businesses looking to improve their FX risk management? One common misconception is assuming that FX risk management is more narrow than it is. That is to say, many businesses might think that any FX strategy beyond purchasing the required currencies at the current spot rates would be currency market speculation. The truth is, there is a wide range of foreign exchange tools for businesses to reduce their risk exposures and improve their operations.

What about hedging?

Of all of the FX strategies and tools, hedging may be the most widely misunderstood. It’s a common misconception that currency hedging serves to second-guess how foreign exchange markets could potentially move in the coming days and weeks, but that’s not its. In FX risk management, hedging is a valuable tool to help insure the business against possible unfavorable movements caused by market volatility. It’s one aspect of a comprehensive FX risk management plan, not the entire strategy.

Like any other strategy, the importance of hedging for your business depends on your business and its exposures. Depending on your FX risk exposures, your organization may not need to make hedging a central part of its risk management plans. Your FX risk management strategies shouldn’t be based on a generalized idea of currency risk; they need to fit your organization’s unique risk profile.

What other products are available?

In short, this will depend on the FX provider. When researching FX providers, don’t just ask them about the rates they offer or what kind of advice they can provide on hedging strategies. Take some time to read up on the full suite of products and services they offer, and consider whether they would be valuable for your business both in the day-to-day and in the long-term.

At Xe, a number of products and services are offered to businesses to aid in their international payments as well as their FX risk, available as a standalone or API. Some of our products include:

Don’t go too far—in the coming weeks, we’ll be taking a closer look at our business offerings and the benefits they could bring to your operation.



Get in touch with XE.com

About XE.com

XE can help safeguard your profit margins and improve cashflow through quantifying the FX risk you face and implementing unique strategies to mitigate it. XE Business Solutions provides a comprehensive range of currency services and products to help businesses access competitive rates with greater control.

Deciding when to make an international payment and at what rate can be critical. XE Business Solutions work with businesses to protect bottom-line from exchange rate fluctuations, while the currency experts and risk management specialists act as eyes and ears in the market to protect your profits from the world’s volatile currency markets.

Your company money is safe with XE, their NASDAQ listed parent company, Euronet Worldwide Inc., has a multibillion-dollar market capitalization, and an investment grade credit rating. With offices in the UK, Canada, Europe, APAC and North America they have a truly global coverage.

Are you curious to know more about XE?
Maurits Houthoff, senior business development manager at XE.com, is always in for a cup of coffee, mail or call to provide you detailed information.



Visit XE.com

Visit XE partner page




Trade Finance and ICC Incoterms

| 24-06-2020 | Ger van Rosmalen | treasuryXL

Still up to date every day: “yes do not worry sir, the container will arrive within a few weeks, i hope, it is now the rain season and roads are like rivers”. Many logistics managers are not waiting for these kinds of messages and the irritation grows when they wonders what ***** of Sales has had in mind to deliver this customer on a DAP basis.

This blog is in Dutch language.

De frustratie van iedere logistieke of customer service medewerker is als Sales iets verkoopt zonder zich echt bewust te zijn van de gevolgen en implicaties van die afgesloten deal.

Sales wil geen risico nemen als het op betalen aankomt en heeft van de koper in de binnenlanden van een Afrikaans land wel een Letter of Credit (L/C) als zekerheid gevraagd. De koper wilde die zekerheid wel geven maar dan moesten de goederen wel op DAP basis afgeleverd worden. “Geen punt” volgens Sales.

DAP wil zeggen “Delivered at Place” dus de verkoper moet alle kosten en risico’s voor zijn rekening nemen voor aflevering van de goederen op die overeengekomen plaats ergens in de binnenlanden van dat Afrikaanse land! Sales gaat er maar vanuit dat Logistiek het wel regelt maar weet niet wat voor onmogelijke uitdaging dit is als je je realiseert dat in Afrika sommige geasfalteerde wegen zomaar 5 km buiten de stad overgaan in onverharde moeilijk begaanbare wegen! Zo ook in deze casus, de dure machine moet eerst nog afgeleverd worden in de binnenlanden van dat Afrikaanse land want daar vindt het overdrachtsmoment plaats, aflevering van de machine door afgifte van een “Goods receipt” dat later onder het L/C aangeboden moet worden om betaling te verkrijgen onder het L/C!

Het was toch echt slimmer geweest om de machine af te leveren op basis van een andere  Incoterm, liever geen E- of F-term, maar bij voorkeur een Incoterm uit de C-Groep, maar welke? Het is belangrijk dat iedereen binnen het bedrijf, Sales, Finance en Logistiek de impact begrijpen van iedere afgesproken Incoterm.

Het bepalen van Incoterms strategie bij inkoop en verkoop is maatwerk; praat er over met een specialist!




Ger van Rosmalen

Trade Finance Specialist



Meet our Experts – Interview Olivier Werlingshoff

23-06-2020 | Olivier Werlingshoff | treasuryXL

Our Expert Olivier Werlingshoff specializes in the following fields:

His focus is to help the business improve their working capital and cash management processes to release trapped cash, to reduce costs and to be “in control”. Get to know him better:

We asked him 9 questions, let’s go!

1. How did your Treasury journey start?

After working at banks as cash management consultant for several years I was asked to set up a treasury department at a corporate.  The company was a combination of retail, real estate and development and active in the whole of Europe. Besides the set up of a new department they also wanted to optimize different working capital processes and increase the cash awareness. Coming from banks this was a total different environment. Instead of telling companies how to optimize their working capital, I had to do it myself together with different departments. My sales experience helped me to increase the internal cash awareness and to promote optimization of working capital processes.

2. What do you like about working in Treasury?

Treasury is the oil in organizations where all cash related departments comes together. By optimizing those processes you can get a grip on your cash, decrease risks and release trapped cash.

3. What is your Treasury Expertise?

Operational cash management, liquidity forecast (direct- indirect), risk management, (international) bank account structure,  cash pooling, working capital optimization.

4. Do you have examples of risk mitigation, creation of opportunities and/or cost savings?

Yes, a lot of cost savings examples and also release of trapped cash. Decrease bank transfer pricing, introduction of new payment methods to increase the turnover, implementation of cash pools and optimize working capital processes to release trapped cash to mention a few.

5. What has been your best experience in your treasury career until today?

By showing the benefits of treasury to colleagues by increasing the cash awareness. By doing so, new ideas comes out of the organizations itself and are more easy to implement.

6. What has been your biggest challenge in treasury?

The implementation of a new payment system in a complex organization. You have to focus on stakeholder management and get the operational department behind you with support of the board members.

7. What’s the most important lesson that you’ve learned as a treasurer?

Treasury is a supporting function. You have to help other departments and the CFO to achieve their targets.

8. The coronavirus is undoubtedly an unprecedented crisis. In general, can you elaborate on the impact this virus has on treasury from your perspective?

In a lot of sectors the sales dropped due to the Corona lock-down. Companies need to have a clear view on their cash and be able to pay their invoices on time. Forecasting is more than ever very important and key to be able to forecast funding needs on time.

9. What is your best advice for businesses without a Treasurer?

Not all companies need a dedicated treasurer. Controllers need to have more focus on cash related items and risks (liquidity, FX, Interest and audit). Furthermore it will be good for controllers to focus more on forecasts instead of the reporting of past activities.



Olivier Werlingshoff

Owner at WERFIAD | Working Capital | Cash Management |





Does your business need support in Treasury or a Treasury QuickScan?

We have treasurers available, go to Rent a Treasurer for all information.