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Time To Fatten Up

To get strategic, treasurers are going to have to take on so many new responsibilities they no longer look like treasurers

By Russ Banham | Updated on October 01, 2005

Robert Warren is the treasurer and then some at Diebold Inc. In addition to his customary duties, Warren has responsibility for enterprise risk management; the order-to-cash function; consumer financing; captive leasing; corporate taxes; real estate; environmental programs; the shared service center for contract administration; data management; and credit and collections. He expects to head up the company’s global shared service center when that project begins next year. And on the side, he is in charge of Diebold’s used equipment sales.

The sheer breadth of Warren’s responsibilities begs the obvious question: Is he really still a treasurer or something much more? “I struggle with my title,” says Warren, vice president and treasurer at the Canton, Ohio-based manufacturer of ATMs and security machines, with $2.5 billion in 2004 revenues. “I’ve argued to the outside HR consultant that does our annual compensation survey that I can’t be compared to a traditional treasurer. Last year, he finally agreed that what I do is apples and oranges compared to his market analysis of other treasurers, and concluded that I was somewhere in between a treasurer and a CFO.”

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