The cash management trend of pooling and centralizing excess cash has been a focus area for most treasury departments over the past decade. The are many benefits to this approach, including gaining a centralized visibility of cash, an improved utilization of funds and the optimization of bank account structures. With this centralization, the aim is to ensure the best utilization of the organization’s cash, typically either paying off credit lines or by making short- or medium-term investments at better rates.
Increase in corporate carve outs and spin offs. From a treasury perspective, the essence of a carve-out project is that the business that is being carved out needs a fully functional and standalone treasury operation upon ‘go-live’. This typically means setting up a dedicated team, processes, systems, cash and liquidity (banking) structure and standalone financing arrangements. But how do you implement a completely new treasury operation under tight timelines that sometimes can be less than 12 months?