{"product_id":"the-strategic-treasurer-isbn-9780470407776","title":"The Strategic Treasurer","description":"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, \u003ci\u003eThe Strategic Treasurer: A Partnership for Corporate Growth\u003c\/i\u003e 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. \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eAcknowledgments xix\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 Building the Case for Being a Strategic Treasurer 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eVolatility and Turbulence as Opportunity 2\u003c\/p\u003e \u003cp\u003eResiliency, Diversification, and Due Diligence 3\u003c\/p\u003e \u003cp\u003eBeing a Strategic Business Partner 4\u003c\/p\u003e \u003cp\u003eIt Is Good to Be Needed 4\u003c\/p\u003e \u003cp\u003eTechnology Has Improved 5\u003c\/p\u003e \u003cp\u003eSummary 5\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 First Things for the New Treasurer 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStudy the Business 8\u003c\/p\u003e \u003cp\u003eAssess Treasury 10\u003c\/p\u003e \u003cp\u003eIdentify Risks 13\u003c\/p\u003e \u003cp\u003eSocializing Your Assessment 14\u003c\/p\u003e \u003cp\u003ePut Your Team Together Like a Puzzle 15\u003c\/p\u003e \u003cp\u003eCreating and Socializing the Vision and Plan 17\u003c\/p\u003e \u003cp\u003eA Time for Action 18\u003c\/p\u003e \u003cp\u003eOngoing Intellectual Curiosity 19\u003c\/p\u003e \u003cp\u003eSummary 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Being a Partner, Not a Vendor 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAvoiding Inevitable Pitfalls 22\u003c\/p\u003e \u003cp\u003eKeeping in Between the Two Lines 23\u003c\/p\u003e \u003cp\u003eKnow What Is Important to the Organization and to\u003c\/p\u003e \u003cp\u003eIts Partners 27\u003c\/p\u003e \u003cp\u003eSummary 29\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 Managing Relationships 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eScope of the Relationship Management Plan 32\u003c\/p\u003e \u003cp\u003eKey Components of a Relationship Management Plan 33\u003c\/p\u003e \u003cp\u003ePlan and Process for Accomplishing the Objectives 34\u003c\/p\u003e \u003cp\u003eRationale for Formally Documenting Relationships 41\u003c\/p\u003e \u003cp\u003eRequest for Proposal 44\u003c\/p\u003e \u003cp\u003eSummary 45\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Owning Cash and the Five Os of Treasury 47\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Os of Treasury 48\u003c\/p\u003e \u003cp\u003eCentralized or Decentralized Treasury 48\u003c\/p\u003e \u003cp\u003eTaking Ownership 52\u003c\/p\u003e \u003cp\u003eProtecting the Balance Sheet 56\u003c\/p\u003e \u003cp\u003eSummary 59\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Cash Boot Camp for Treasurers 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCash 61\u003c\/p\u003e \u003cp\u003eA Tale of Two Types of Cash 62\u003c\/p\u003e \u003cp\u003eDisbursement Example 64\u003c\/p\u003e \u003cp\u003eCollection\/Receivable Example 66\u003c\/p\u003e \u003cp\u003eDiscussion 71\u003c\/p\u003e \u003cp\u003eTechnology Enables Appropriate Cash Recording and Reporting 71\u003c\/p\u003e \u003cp\u003eCash Implications 74\u003c\/p\u003e \u003cp\u003eSummary 75\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Owning Working Capital 77\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTwo Definitions of Working Capital 78\u003c\/p\u003e \u003cp\u003eTwo Different Measurements for Working Capital 79\u003c\/p\u003e \u003cp\u003eWorking Capital Impact on Organizational Value 84\u003c\/p\u003e \u003cp\u003eDifferences Between Liquidity and Historical Working Capital Measures 87\u003c\/p\u003e \u003cp\u003eProjecting Working Capital Usage and Variations 89\u003c\/p\u003e \u003cp\u003eSteps Needed to Optimize Working Capital 90\u003c\/p\u003e \u003cp\u003eSummary 92\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Differences Between a Process View and a Silo View 93\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Process Perspective Is Vital 93\u003c\/p\u003e \u003cp\u003eSymptoms of a Silo View 97\u003c\/p\u003e \u003cp\u003eFighting the Silo Mentality with the Process 99\u003c\/p\u003e \u003cp\u003eSummary 100\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Financial Risk Management, Part One: Considering Risk Through the Eye of the Beholder 101\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRisk 102\u003c\/p\u003e \u003cp\u003eSummary 109\u003c\/p\u003e \u003cp\u003eNotes 109\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Financial Risk Management, Part Two: Altering the Risk a Company Faces to Match the Risk It Desires 111\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRisk Management Choices 112\u003c\/p\u003e \u003cp\u003ePossible Reasons for Hedging 114\u003c\/p\u003e \u003cp\u003eValue in Risk Management 116\u003c\/p\u003e \u003cp\u003eVolatility and Impact 117\u003c\/p\u003e \u003cp\u003eWhat to Hedge? 119\u003c\/p\u003e \u003cp\u003eFinancial Risk Management Process 120\u003c\/p\u003e \u003cp\u003eTreasurer’s Role 124\u003c\/p\u003e \u003cp\u003eBlack Swans 126\u003c\/p\u003e \u003cp\u003eWhen Do We Hedge? 126\u003c\/p\u003e \u003cp\u003eNo Cheers for Hedges; It’s the Objective That Matters 127\u003c\/p\u003e \u003cp\u003eSummary 127\u003c\/p\u003e \u003cp\u003eNotes 129\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Losses and Fraud: What Can Keep Treasurers Awake at Night 131\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSituations of Loss 133\u003c\/p\u003e \u003cp\u003eFraud 138\u003c\/p\u003e \u003cp\u003eSummary 143\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 Communication: Mars and Venus: Minimizing Communication Conflict Between Treasurers and Controllers 145\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCash 147\u003c\/p\u003e \u003cp\u003eForecasting 149\u003c\/p\u003e \u003cp\u003eWorking Capital 152\u003c\/p\u003e \u003cp\u003eControls 154\u003c\/p\u003e \u003cp\u003eSummary 155\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 Building and Developing the Treasury Team 157\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePutting the Puzzle Together 158\u003c\/p\u003e \u003cp\u003eDeveloping the Team 160\u003c\/p\u003e \u003cp\u003eSummary 163\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 Understanding and Maximizing the Use of Treasury Technology Tools 165\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTechnology Supports the Treasury Role, and Treasury Supports the Organization 166\u003c\/p\u003e \u003cp\u003eTreasury Technology Landscape 167\u003c\/p\u003e \u003cp\u003eExtension and Visibility Services 168\u003c\/p\u003e \u003cp\u003eTreasury Workstation and the Technology Landscape 170\u003c\/p\u003e \u003cp\u003eThe Order of Activities 175\u003c\/p\u003e \u003cp\u003eRespecting Your Time: A Tale of Dashboards and Reports 175\u003c\/p\u003e \u003cp\u003eOther Treasury Systems 177\u003c\/p\u003e \u003cp\u003eManaging Financial Processes 184\u003c\/p\u003e \u003cp\u003eSummary 187\u003c\/p\u003e \u003cp\u003eNotes 187\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15 Advice from Various Treasury Leaders 189\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChange Management 189\u003c\/p\u003e \u003cp\u003eRisk Management 192\u003c\/p\u003e \u003cp\u003eRelationship Management 194\u003c\/p\u003e \u003cp\u003eMindset and Perspectives of the Treasurer 197\u003c\/p\u003e \u003cp\u003eDeveloping Treasury Staff 200\u003c\/p\u003e \u003cp\u003eVision, Strategy, and Execution 201\u003c\/p\u003e \u003cp\u003eReading List 202\u003c\/p\u003e \u003cp\u003eSummary 202\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16 Volatility and Liquidity Management 205\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProtecting the King 205\u003c\/p\u003e \u003cp\u003eVolatile Times 206\u003c\/p\u003e \u003cp\u003eFinancial Crisis of 2007+ 206\u003c\/p\u003e \u003cp\u003eFinancial Instrument Risk 207\u003c\/p\u003e \u003cp\u003eCounterparties 211\u003c\/p\u003e \u003cp\u003eForeign Exchange Rates 212\u003c\/p\u003e \u003cp\u003eCommodities 213\u003c\/p\u003e \u003cp\u003eRating Agencies 217\u003c\/p\u003e \u003cp\u003eBanks and Insurance Companies 217\u003c\/p\u003e \u003cp\u003eGovernments 221\u003c\/p\u003e \u003cp\u003eSummary 222\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17 Achieving Visibility to Your Liquidity: Visibility and Process-Automation Requirements for the Strategic Treasurer 223\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAchieving Visibility to Liquidity Requires Internal and External Data 225\u003c\/p\u003e \u003cp\u003ePrerequisites to Achieving Visibility 230\u003c\/p\u003e \u003cp\u003eConnecting Through Networks 231\u003c\/p\u003e \u003cp\u003eAssessing Threats and Impacts to the Organization’s Liquidity 237\u003c\/p\u003e \u003cp\u003eSummary 241\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18 Envisioning Treasury in the Future 243\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTreasury’s Role in the Corporation 244\u003c\/p\u003e \u003cp\u003eStewardship: Technology Developments and Green Treasury 244\u003c\/p\u003e \u003cp\u003eEverything as a Service: Cloud Computing Comes to Treasury 245\u003c\/p\u003e \u003cp\u003eVisibility and Risk Management 248\u003c\/p\u003e \u003cp\u003eRelationship Power Shifts 251\u003c\/p\u003e \u003cp\u003eLiquidity and Balance Sheet Management 252\u003c\/p\u003e \u003cp\u003eChairing the Working Capital Council and Advising Business Areas 253\u003c\/p\u003e \u003cp\u003eCash, Checks, and Miscellaneous Projections 253\u003c\/p\u003e \u003cp\u003eSome Things Will Not Change 254\u003c\/p\u003e \u003cp\u003eSummary 254\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19 “Not-to-Do” List for the Treasurer 257\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRelationship Management 258\u003c\/p\u003e \u003cp\u003eTechnology Decisions and Perspectives Don’ts 260\u003c\/p\u003e \u003cp\u003eStaffing, Resources, and Consultants 261\u003c\/p\u003e \u003cp\u003eProjects and Communication 261\u003c\/p\u003e \u003cp\u003eDecisions, Debates, and Assumptions 262\u003c\/p\u003e \u003cp\u003eThe Crowd: Follow or Take the Road Less Traveled 263\u003c\/p\u003e \u003cp\u003eSome Basics 264\u003c\/p\u003e \u003cp\u003eSummary 265\u003c\/p\u003e \u003cp\u003eAppendix 267\u003c\/p\u003e \u003cp\u003eIndex 275\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eCRAIG A. JEFFERY,\u003c\/b\u003e 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 \u0026amp; 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.   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eTHE STRATEGIC TREASURER\u003cbr\u003e A PARTNERSHIP FOR CORPORATE GROWTH\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eMarket 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. \u003c\/p\u003e\u003cp\u003eTimely and authoritative, \u003ci\u003eThe Strategic Treasurer: A Partnership for Corporate Growth\u003c\/i\u003e 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 \u003ci\u003ebe\u003c\/i\u003e strategic. \u003c\/p\u003e\u003cp\u003eFilled 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. \u003c\/p\u003e\u003cp\u003eAuthor 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: \u003c\/p\u003e\u003cul\u003e \u003cli\u003eThe key arguments for the value of the treasurer\u003c\/li\u003e \u003cli\u003eWhy the treasurer must act as a business partner\u003c\/li\u003e \u003cli\u003eGuidance for the systematic management of bank and other key relationships\u003c\/li\u003e \u003cli\u003eWhy treasurers must act as the owner of corporate or entity cash\u003c\/li\u003e \u003cli\u003eHow accounting and treasury can live in harmony\u003c\/li\u003e \u003cli\u003eThe importance of having the treasurer oversee working capital for the organization\u003c\/li\u003e \u003cli\u003eA framework for assessing the financial risks that organizations face\u003c\/li\u003e \u003cli\u003eThe variety of ways the treasurer and controller see things differently\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThe 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. \u003ci\u003eThe Strategic Treasurer: A Partnership for Corporate Growth\u003c\/i\u003e equips today's corporate treasurers to move from merely being the liquidity manager to becoming a driver of corporate value.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990347890917,"sku":"NP9780470407776","price":94.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470407776.jpg?v=1761787457","url":"https:\/\/k12savings.com\/products\/the-strategic-treasurer-isbn-9780470407776","provider":"K12savings","version":"1.0","type":"link"}