
Digital Transformation in Treasury
Our team provides useful information to industry practitioners, through various articles, studies and research.
The COVID-19 pandemic is forcing companies to explore how they can optimize their bank financing while managing the current uncertain environment.
Humanity is shaped by its crisis. So is trading, as old as humanity as well. In order to survive, trading will continuously have to adapt to demand and supply shocks, logistical challenges, increase in risk premia and last but not least liquidity available. In fact liquidity has always been and will continue to be the number one risk consideration for any trading company.
In the crisis, the credit rating agencies have not all reacted in the same way. An analysis of the three main rating agencies actions since the end of February, shows that Standard & Poor’s (S&P) has been much quicker than Moody’s and Fitch in revising down their views – REPORT
The merchant card industry is changing, so much so that even the word ‘merchant’ has become out-of-date. In recent years, the industry standard verbiage changed from merchant cards to payment cards to be all-inclusive of the complexities of the payment card world. Examples of payment cards can include traditional credit and debit cards, but also gift cards (closed loop), pre-paid cards (open loop), ghost, and virtual cards.
It may be the understatement of the year, but…things have changed. With the Federal Reserve slashing rates to near zero, our entire thought process around treasury has changed.
As the bank debt and bond markets are experiencing extreme volatility, Redbridge’s treasury and finance advisory team has listed six lessons learned from the 2008/2009 financial crisis to help finance departments in their primary mission: managing corporate liquidity.
With the fast-spreading threat of the coronavirus paralyzing the U.S. and global economy for months to come, the Federal Reserve made the drastic decision on March 15, 2020, to slash interest rates to zero.
Whether you are looking at a check image through an online banking portal, image file, DDA statement, or CD-ROM, there is a cost for each image, and the dollar amount may surprise you.
Verteego believes that cash flow forecasts should be rethought to improve how companies are managed and increase their profitability.
Redbridge invited three international treasury professionals based in the US, UK and France to share their views on successful cash flow forecasting. In this post, Ferdinand Jahnel, VP, Treasurer at Marsh & McLennan Companies, explains how artificial intelligence (AI) could improve the process of cash forecasting.
In November, SWIFT will release a new set of trade finance messages to facilitate paperless processing of international guarantees. The challenges for corporates lie in communicating with all their counterparties in a common language, increasing efficiency and, ultimately, having a consolidated view of their liabilities. In this interview, Malik Dahmoune, director of Finelia Trade Finance Software, explains the key points.
Effective March 20, 2020, the Same Day ACH (automated clearing house) per-transaction dollar limit will increase from $25,000 to $100,000.
There is still appetite for highly-rated corporates, but the size of financing must be consistent with a company’s business plan. Since last summer, credit committees have been becoming increasingly cautious and this trends looks set to continue, writes Muriel Nahmias.
Olivier Grandval, treasurer at Louis Dreyfus Company, discusses how SWIFT gpi simplifies the daily work of the treasury team of his group that trades in agricultural commodities. For him, improving the traceability of cross-border payments opens up new opportunities for bank relations and cash flow forecasts.