Synopses & Reviews
Praise for The Strategic Treasurer
"The Strategic Treasurer will become a tattered book on many treasurers' bookshelves. This book examines the numerous duties of the strategic treasurer while integrating research and interviews into relevant, actionable, and repeatable advice. I most appreciated the road map laid out by Craig showing how to convert the decision-making and planning of a successful treasurer from 'intuition' to 'process.' This will be my development manual for my staff."
—Tim Hart, Treasurer, First National Bank of Nebraska
"Craig's book captures the essence of what it takes to be a strategic treasurer and valuable business partner. It is an extremely practical resource for anyone seeking to learn more about the strategic, technical, and operational aspects of leading a successful treasury organization."
—John Tus, VP and Treasurer, Honeywell International Inc. (winner of Alexander Hamilton Overall Excellence Award, 2007 and 2008)
"Craig Jeffery has been a valued adviser of mine for years. Over and over again, he has demonstrated his keen insight into the treasury profession and is a progressive spokesman for the modern corporate treasurer. His new book, The Strategic Treasurer, establishes him as one of a handful of thought leaders guiding the role of the treasurer into the future. No Treasurer faced with managing through the dynamic years ahead will want this book far from his or her fingertips."
—Richard Moss, SVP Finance and Treasurer, Hanesbrands Inc.
"Debunks the notion that the treasurer is a glorified bank teller! If you want to be an effective treasurer through any economic cycle, The Strategic Treasurer should be required reading because it addresses the critical issues head-on and provides perspectives, tools, and a mind-set for handling these issues strategically and practically."
—Joya C. De Foor, CTP, City Treasurer, City of Los Angeles
"As a practitioner, I appreciate the void Craig is filling with his book, The Strategic Treasurer. The dearth of material directly targeting those on the path to becoming treasurer is remarkable, particularly in these days and times. Craig translates his diverse accounting, banking, IT, and consulting experience into a useful reference for anyone 'on the path' or for those attempting to understand what treasuries should be trying to accomplish. He offers practical methods with immediate application."
—George Zinn, VP and Corporate Treasurer, Microsoft Corp.
"Every function of an organization starts and ends with cash, giving treasurers a great excuse to get involved in the business. In his book, Craig demonstrates how our active involvement can unlock even more shareholder value in our companies."
—Rebecca Flick, VP and Treasurer, The Home Depot Inc.
Like controllers did several years ago, the treasurer must now become an equal partner with senior management. By becoming a strategic treasurer, the treasurer can move from the "cash" manager to a true driver of corporate value. Strategic Treasury: Be the Strategic Treasurer Your Organization Needsprovides the guidance needed for treasurers to become a true partner within a corporation. It shows how to identify the goals, drivers, and intellectual life that must be present to be strategic, providing treasurers and CFOs with a clear understanding of what it means to be a strategic treasurer.
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.
Market turbulence has created both major risks and opportunities for treasurers in recent years, emphasizing their need to better manage liquidity risks and to maintain a much higher level of visibility in their organizations. At the same time, dramatic changes in treasury technology have disrupted the status quo and presented new opportunities and risks to treasurers. The need to perform all of these duties has to be met in Internet time—not financial reporting time.
Timely and authoritative, The Strategic Treasurer: A Partnership for Corporate Growth explores a clear understanding of what it means to be a strategic treasurer, clarifying how to identify the goals, means, and approach that must be present to be strategic.
Filled with examples contrasting proper and improper perspectives with real-world support for the theory, this book provides treasurers and CFOs with the guidance they need to become true partners within a corporation.
Author Craig Jeffery outlines the treasurer's areas of responsibility, including capital structure, cash management, stewardship of assets, foreign exchange management, interest rate risk management, corporate finance, and debt and investment management, with thorough discussion of:
- The key arguments for the value of the treasurer
Why the treasurer must act as a business partner
Guidance for the systematic management of bank and other key relationships
Why treasurers must act as the owner of corporate or entity cash
How accounting and treasury can live in harmony
The importance of having the treasurer oversee working capital for the organization
A framework for assessing the financial risks that organizations face
The variety of ways the treasurer and controller see things differently
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 plans, skills, and worth will be tested and proven. The Strategic Treasurer: A Partnership for Corporate Growth equips today's corporate treasurers to move from merely being the liquidity manager to becoming a driver of corporate value.
About the Author
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.
Table of Contents
CHAPTER 1 Building the Case for Being a Strategic Treasurer.
Volatility and Turbulence as Opportunity.
Resiliency, Diversification, and Due Diligence.
Being a Strategic Business Partner.
It Is Good to Be Needed.
Technology Has Improved.
CHAPTER 2 First Things for the New Treasurer.
Study the Business.
Socializing Your Assessment.
Put Your Team Together Like a Puzzle.
Creating and Socializing the Vision and Plan.
A Time for Action.
Ongoing Intellectual Curiosity.
CHAPTER 3 Being a Partner, Not a Vendor.
Avoiding Inevitable Pitfalls.
Keeping in Between the Two Lines.
Know What Is Important to the Organization and to Its Partners.
CHAPTER 4 Managing Relationships.
Scope of the Relationship Management Plan.
Key Components of a Relationship Management Plan.
Plan and Process for Accomplishing the Objectives.
Rationale for Formally Documenting Relationships.
Request for Proposal.
CHAPTER 5 Owning Cash and the Five Os of Treasury.
The Os of Treasury.
Centralized or Decentralized Treasury.
Protecting the Balance Sheet.
CHAPTER 6 Cash Boot Camp for Treasurers.
A Tale of Two Types of Cash.
Technology Enables Appropriate Cash Recording and Reporting.
CHAPTER 7 Owning Working Capital.
Two Definitions of Working Capital.
Two Different Measurements for Working Capital.
Working Capital Impact on Organizational Value.
Differences Between Liquidity and Historical Working Capital Measures.
Projecting Working Capital Usage and Variations.
Steps Needed to Optimize Working Capital.
CHAPTER 8 Differences Between a Process View and a Silo View.
The Process Perspective Is Vital.
Symptoms of a Silo View.
Fighting the Silo Mentality with the Process.
CHAPTER 9 Financial Risk Management, Part One: Considering Risk Through the Eye of the Beholder.
CHAPTER 10 Financial Risk Management, Part Two: Altering the Risk a Company Faces to Match the Risk It Desires.
Risk Management Choices.
Possible Reasons for Hedging.
Value in Risk Management.
Volatility and Impact.
What to Hedge?
Financial Risk Management Process.
When Do We Hedge?
No Cheers for Hedges; It’s the Objective That Matters.
CHAPTER 11 Losses and Fraud: What Can Keep Treasurers Awake at Night.
Situations of Loss.
CHAPTER 12 Communication: Mars and Venus: Minimizing Communication Conflict Between Treasurers and Controllers.
CHAPTER 13 Building and Developing the Treasury Team.
Putting the Puzzle Together.
Developing the Team.
CHAPTER 14 Understanding and Maximizing the Use of Treasury Technology Tools.
Technology Supports the Treasury Role, and Treasury Supports the Organization.
Treasury Technology Landscape.
Extension and Visibility Services.
Treasury Workstation and the Technology Landscape.
The Order of Activities.
Respecting Your Time: A Tale of Dashboards and Reports.
Other Treasury Systems.
Managing Financial Processes.
CHAPTER 15 Advice from Various Treasury Leaders.
Mindset and Perspectives of the Treasurer.
Developing Treasury Staff.
Vision, Strategy, and Execution.
CHAPTER 16 Volatility and Liquidity Management.
Protecting the King.
Financial Crisis of 2007+.
Financial Instrument Risk.
Foreign Exchange Rates.
Banks and Insurance Companies.
CHAPTER 17 Achieving Visibility to Your Liquidity: Visibility and Process-Automation Requirements for the Strategic Treasurer.
Achieving Visibility to Liquidity Requires Internal and External Data.
Prerequisites to Achieving Visibility.
Connecting Through Networks.
Assessing Threats and Impacts to the Organization’s Liquidity.
CHAPTER 18 Envisioning Treasury in the Future.
Treasury’s Role in the Corporation.
Stewardship: Technology Developments and Green Treasury.
Everything as a Service: Cloud Computing Comes to Treasury.
Visibility and Risk Management.
Relationship Power Shifts.
Liquidity and Balance Sheet Management.
Chairing the Working Capital Council and Advising Business Areas.
Cash, Checks, and Miscellaneous Projections.
Some Things Will Not Change.
CHAPTER 19 “Not-to-Do” List for the Treasurer.
Technology Decisions and Perspectives Don’ts.
Staffing, Resources, and Consultants.
Projects and Communication.
Decisions, Debates, and Assumptions.
The Crowd: Follow or Take the Road Less Traveled.