The Treasury Compass: Cashflow & Clarity

Will a Stablecoin Program Improve Cash Flow Visability?

Mon, 02 Feb 2026 19:36:53 GMT

Is It Too Early to Adopt a Stablecoin Strategy?

Large US multi-national corporations are increasingly exploring stablecoin programs. The primary drivers of implementing such a program are increased efficiency gains in cross-border transactions and overall treasury management.

The most common approach for US multi-nationals is one of cautious exploration, often leveraging existing, well-regulated stablecoins (like USDC, which is largely preferred due to its auditability and reserve structure) or developing proprietary solutions (like JPM Coin) within a permissioned environment.

Many large corporations are running pilot programs to test the technology's viability and compliance with existing regulations. They are often partnering with blockchain infrastructure providers and stablecoin issuers, especially those in finance, tech, and payments (e.g., JPMorgan with JPM Coin for wholesale payments, Visa exploring USDC integration).

The approach to stablecoin varies significantly outside the US. In Europe there is a strong focus on comprehensive regulatory frameworks. The EU's Markets in Crypto-Assets (MiCA) regulation, provides a clear legal framework for stablecoins (referred to as Asset-Referenced Tokens and E-money Tokens). This clarity is encouraging European banks and financial institutions to more actively explore tokenized deposits and MiCA-compliant stablecoins. The European Central Bank is also actively researching a Digital Euro CBDC, which could eventually provide a stable digital payment rail.

In Asia, places like Singapore, Hong Kong and Japan are often at the forefront of digital asset innovation with progressive regulatory sandboxes and specific projects. Singapore's Project Guardian, for instance, explores stablecoin solutions involving major financial institutions. Hong Kong is researching a retail e-HKD and has a regulatory framework for stablecoins. Japan has also passed legislation recognizing stablecoins and requiring them to be fully backed by fiat currency.

The most common stablecoin use cases for US corporations include:

Cross-Border Payments and Remittances: This is a major area of interest. Stablecoins like USDC offer the promise of faster, cheaper, and 24/7 settlement compared to traditional SWIFT-based systems, which can involve multiple intermediaries, high fees, and lengthy settlement times. Companies are looking to streamline payments to suppliers, partners, and even employees across different jurisdictions.
Treasury Management and Liquidity: The ability to move funds instantaneously and potentially earn yield on stablecoin holdings (though this comes with its own risks) can improve capital efficiency. Companies are exploring tokenized deposits or enterprise-specific stablecoins for internal settlement.
Supply Chain Finance: Stablecoins can enable automated, real-time payments upon the fulfillment of contract terms (e.g., delivery of goods), improving trust and reducing friction in complex supply chains. Programmable stablecoins via smart contracts can automate escrow services or conditional payments.

It is generally recommended that corporate treasury organizations adopt a "crawl, walk, run" approach to stablecoin. Start with education and small-scale pilots, move to more significant operational integration as regulatory clarity emerges and technology matures, and then consider widespread adoption. Ignoring stablecoins entirely would be a mistake, as they represent a significant potential shift in financial infrastructure, but prudence is recommended.

Is This What AI Efficiency Looks Like?

Fri, 30 Jan 2026 17:05:42 GMT

Are We Trading One Problem for Another?

Have we traded one problem for another? The initial appeal of using AI was to eliminate menial tasks previously done by humans. The "promise" was organizations would save costs and improve efficiencies. But, maybe it's not quite that smooth and easy.

According to a report recently released from Workday and highlighted on the website CFO.com, inconsistent outputs from large language models are introducing hours of additional work for employees as they sift through data produced by these new AI tools. According to the report, nearly 40% of the time employees have saved using AI tools was lost to "rework", which the companies defined as "correcting, clarifying or rewriting low-quality AI-generated content."

"Instead of reallocating time toward judgment, creativity and decision-making, employees spend it correcting low-quality output. At scale, the pattern compounds, translating into millions of lost hours each year in large organizations", says Workday.

So what to do? The report suggests leaders update job descriptions to "clarify where AI is expected to assist, where human judgment is essential and how success is measured." By partnering with these new tools, instead of expecting them to completely replace a human, organizations are likely to scale efficiencies faster and more successfully.

Master Your Future Using The Proactive Approach to Career Success

Thu, 29 Jan 2026 17:26:14 GMT

Transform Your Ambition into Reality

"At a recent LeanUp treasury community meeting, the host member was helping me set up the room for the following morning. I was expressing my gratitude to her for hosting the event and we began speaking about the value of her membership. Her insight was eye-opening for me. She said LeanUp meetings are “like a health check ”. Rather than waiting until a health crisis to see a medical professional, you get periodic checkups to stay in front of any potential problems lurking within. Although I had never thought of our communities that way, I concluded she was right", said Founding Partner, Bryan Richardson.

She went on to say that LeanUp membership and meetings are like the second quadrant in Stephen Covey’s Four Quadrants of Time Management. Treasury leaders are consumed by the two “Urgent” quadrants and most people struggle to some degree with quadrant 4 (Waste). But it’s quadrant 2 (Effectiveness) that is the most important. It is difficult to focus on because it gets crowded out by the other three. Success in quadrant 2 requires intentionality, thoughtfulness, and planning. It’s where you invest your time to invest in yourself, your network, and your personal and professional growth. It’s where you learn, think, and create.

She was absolutely right. By engaging in treasury networking, professionals are proactively investing time in activities that build their capabilities, expand their knowledge, and create a strong foundation for future success, rather than merely reacting to immediate demands. This deliberate, long-term focus is the hallmark of Quadrant II activities.

Here are three examples of how today's young treasury professionals should use networking seriously to proactively manage their career success:

Cultivating Mentorship and Skill Development. Actively seek out and connect with senior treasury professionals and engage in meaningful conversations about your career path, challenges, and insights into specialized treasury functions (e.g., foreign exchange risk, debt management, capital markets). This allows you to gain invaluable knowledge and wisdom that isn't typically taught in day-to-day job duties.
Staying Ahead of Industry Trends and Technological Shifts. Participate in industry conferences, webinars, and online forums. Connect with professionals who are early adopters of new technologies (e.g., AI in treasury, blockchain for payments, advanced analytics) or are leading discussions on emerging regulatory changes. Engage in discussions about how these developments will impact the treasury function. By proactively understanding evolving trends and technological innovations, you can ensure your skillset remains relevant and in-demand. You can identify opportunities to lead new initiatives within your organization, suggest process improvements, or specialize in areas that will become crucial in the future. This foresight prevents you from becoming obsolete and positions you as a forward-thinker.
Identifying Future Career Opportunities and Internal Mobility. Bey ond external connections, network actively within your own organization across different departments and with professionals in other companies you admire. This includes informational interviews, participating in cross-functional projects, and maintaining a well-curated professional online presence. Building relationships across departments can reveal internal growth opportunities (e.g., a move from corporate treasury to a business unit finance role) that might not be formally advertised. Externally, a strong network can lead to referrals for desired positions, insights into company cultures, and understanding of market demand for specific treasury skills, well before you are actively job-seeking. This proactive "soft interviewing" through relationships significantly increases your chances of landing desired roles compared to merely applying cold to job postings.