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Treasury’s Pivot Toward the Strategic

Much has been written about the evolution of the corporate treasurer from number cruncher to partner in strategic decision-making. A recent survey helps quantify the shift.

By Treasury & Risk Staff | Updated on January 27, 2015
In 2014, Deloitte surveyed treasury professionals in more than 100 of the world’s top companies about their responsibilities and the role of the treasury function within their broader organization. Respondents hailed from around the world; 47 percent came from the United States, 45 percent from Europe, the Middle East, or Africa (EMEA), 4 percent from Latin America, and 4 percent from the Asia-Pacific (APAC) region. Forty-five percent work in companies with more than $10 billion in annual revenue and 55 percent in companies with less than $10 billion in revenue.

A bird’s-eye view of this subset of the treasury profession reveals that corporate treasurers are playing the roles of strategic adviser to the business and partner to the corporate CFO. Executives in respondents’ companies are much less concerned about reducing treasury’s costs than about ensuring that the treasury team is providing adequate support, or even leadership, to initiatives in areas like governance and controls, operational risk management, and working capital. Treasury & Risk sat down with Deloitte principal Melissa Cameron to explore the survey results and discuss what they look like on the ground.

 

T&R:  What were your key takeaways from the survey?

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