The Strategic Treasurer A Partnership for

The current period of market and governmental turbulence is the most challenging-yet rewarding-time to be a treasurer. Now, as perhaps never before, the treasurer's visions, skills, and worth will be tested and proven. A useful reference, The Strategic Treasurer: A Partnership for Corporate Growth systematically equips today's corporate treasurers to move from merely being the liquidity manager to becoming a strategic driver and steward of corporate value as well as an equal partner with senior management.

Craig A. Jeffery, Managing Partner and founder of Strategic Treasurer LLC, has more than two decades of financial and treasury experience as a practitioner and consultant. Previously, he was Senior Vice President and Practice Leader for Wachovia Treasury & Financial Consulting. Jeffery, regularly quoted in treasury and finance magazines, is a permanent Certified Cash Manager (CCM), an Accredited ACH Professional (AAP), a Fellow of the Life Management Institute with distinction (FLMI), and a graduate of the University of Connecticut with a BS in accounting.

Preface	p. xiii
Acknowledgments	p. xix
Building the Case for Being a Strategic Treasurer	p. 1
Volatility and Turbulence as Opportunity	p. 2
Resiliency, Diversification, and Due Diligence	p. 3
Being a Strategic Business Partner	p. 4
It Is Good to Be Needed	p. 4
Technology Has Improved	p. 5
Summary	p. 5
First Things for the New Treasurer	p. 7
Study the Business	p. 8
Assess Treasury	p. 10
Identify Risks	p. 13
Socializing Your Assessment	p. 14
Put Your Team Together Like a Puzzle	p. 15
Creating and Socializing the Vision and Plan	p. 17
A Time for Action	p. 18
Ongoing Intellectual Curiosity	p. 19
Summary	p. 19
Being a Partner, Not a Vendor	p. 21
Avoiding Inevitable Pitfalls	p. 22
Keeping in Between the Two Lines	p. 23
Know What Is Important to the Organization and to Its Partners	p. 27
Summary	p. 29
Managing Relationships	p. 31
Scope of the Relationship Management Plan	p. 32
Key Components of a Relationship Management Plan	p. 33
Plan and Process for Accomplishing the Objectives	p. 34
Rationale for Formally Documenting Relationships	p. 41
Request for Proposal	p. 44
Summary	p. 45
Owning Cash and the Five Os of Treasury	p. 47
The Os of Treasury	p. 48
Centralized or Decentralized Treasury	p. 48
Taking Ownership	p. 52
Protecting the Balance Sheet	p. 56
Summary	p. 59
Cash Boot Camp for Treasurers	p. 61
Cash	p. 61
A Tale of Two Types of Cash	p. 62
Disbursement Example	p. 64
Collection/Receivable Example	p. 66
Discussion	p. 71
Technology Enables Appropriate Cash Recording and Reporting	p. 71
Cash Implications	p. 74
Summary	p. 75
Owning Working Capital	p. 77
Two Definitions of Working Capital	p. 78
Two Different Measurements for Working Capital	p. 79
Working Capital Impact on Organizational Value	p. 84
Differences Between Liquidity and Historical Working Capital Measures	p. 87
Projecting Working Capital Usage and Variations	p. 89
Steps Needed to Optimize Working Capital	p. 90
Summary	p. 92
Differences Between a Process View and a Silo View	p. 93
The Process Perspective Is Vital	p. 93
Symptoms of a Silo View	p. 97
Fighting the Silo Mentality with the Process	p. 99
Summary	p. 100
Financial Risk Management, Part One: Considering Risk Through the Eye of the Beholder	p. 101
Risk	p. 102
Summary	p. 109
Notes	p. 109
Financial Risk Management, Part Two: Altering the Risk a Company Faces to Match the Risk It Desires	p. 111
Risk Management Choices	p. 112
Possible Reasons for Hedging	p. 114
Value in Risk Management	p. 116
Volatility and Impact	p. 117
What to Hedge?	p. 119
Financial Risk Management Process	p. 120
Treasurer's Role	p. 124
Black Swans	p. 126
When Do We Hedge?	p. 126
No Cheers for Hedges; It's the Objective That Matters	p. 127
Summary	p. 127
Notes	p. 129
Losses and Fraud: What Can Keep Treasurers Awake at Night	p. 131
Situations of Loss	p. 133
Fraud	p. 138
Summary	p. 143
Communication: Mars and Venus: Minimizing Communication Conflict Between Treasurers and Controllers	p. 145
Cash	p. 147
Forecasting	p. 149
Working Capital	p. 152
Controls	p. 154
Summary	p. 155
Building and Developing the Treasury Team	p. 157
Putting the Puzzle Together	p. 158
Developing the Team	p. 160
Summary	p. 163
Understanding and Maximizing the Use of Treasury Technology Tools	p. 165
Technology Supports the Treasury Role, and Treasury Supports the Organization	p. 166
Treasury Technology Landscape	p. 167
Extension and Visibility Services	p. 168
Treasury Workstation and the Technology Landscape	p. 170
The Order of Activities	p. 175
Respecting Your Time: A Tale of Dashboards and Reports	p. 175
Other Treasury Systems	p. 177
Managing Financial Processes	p. 184
Summary	p. 187
Notes	p. 187
Advice from Various Treasury Leaders	p. 189
Change Management	p. 189
Risk Management	p. 192
Relationship Management	p. 194
Mindset and Perspectives of the Treasurer	p. 197
Developing Treasury Staff	p. 200
Vision, Strategy, and Execution	p. 201
Reading List	p. 202
Summary	p. 202
Volatility and Liquidity Management	p. 205
Protecting the King	p. 205
Volatile Times	p. 206
Financial Crisis of 2007+	p. 206
Financial Instrument Risk	p. 207
Counterparties	p. 211
Foreign Exchange Rates	p. 212
Commodities	p. 213
Rating Agencies	p. 217
Banks and Insurance Companies	p. 217
Governments	p. 221
Summary	p. 222
Achieving Visibility to Your Liquidity: Visibility and Process-Automation Requirements for the Strategic Treasurer	p. 223
Achieving Visibility to Liquidity Requires Internal and External Data	p. 225
Prerequisites to Achieving Visibility	p. 230
Connecting Through Networks	p. 231
Assessing Threats and Impacts to the Organization's Liquidity	p. 237
Summary	p. 241
Envisioning Treasury in the Future	p. 243
Treasury's Role in the Corporation	p. 244
Stewardship: Technology Developments and Green Treasury	p. 244
Everything as a Service: Cloud Computing Comes to Treasury	p. 245
Visibility and Risk Management	p. 248
Relationship Power Shifts	p. 251
Liquidity and Balance Sheet Management	p. 252
Chairing the Working Capital Council and Advising Business Areas	p. 253
Cash, Checks, and Miscellaneous Projections	p. 253
Some Things Will Not Change	p. 254
Summary	p. 254
"Not-to-Do" List for the Treasurer	p. 257
Relationship Management	p. 258
Technology Decisions and Perspectives Don'ts	p. 260
Staffing, Resources, and Consultants	p. 261
Projects and Communication	p. 261
Decisions, Debates, and Assumptions	p. 262
The Crowd: Follow or Take the Road Less Traveled	p. 263
Some Basics	p. 264
Summary	p. 265
Appendix	p. 267
Index	p. 275
Table of Contents provided by Ingram. All Rights Reserved.

What is included with this book?

The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.

The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.

FREE SHIPPING

Amazon no longer offers textbook rentals. We do!

The Strategic Treasurer A Partnership for Corporate Growth

Summary

Author Biography

Table of Contents

Supplemental Materials