Finance leaders today are playing on a global field where speed, accuracy, and agility determine who wins. Treasury and Finance teams are facing expanding responsibilities – driving value, managing risk, improving working capital, supporting growth, enabling sustainability, and providing deeper insights to the C-suite. But disconnected systems, siloed workflows, and manual processes make it difficult for finance teams to operate as a cohesive unit. This session brings together the perspective of a financial institution, a technology innovator, and a corporate practioner to deliver a practical discussion on how organizations are transforming their financial operations with AI-driven automation and connected workflows. Rather than focusing on tools, we focus on why modern finance teams must rethink their operating model and how to take the first steps. Attendees will learn how to evaluate their current state, identify cross-functional bottlenecks, and build alignment across teams. We will explore how organizations are using automation to reduce manual work, improve cashflow and working capital, mitigate fraud, strengthen relationships with customers and suppliers, and retain talent.
Session Outcomes
By the end of this session, attendees will understand how the evolving/expanding role of Treasury and Finance teams opens new opportunities for strategic collaboration. We will discuss practical framework for assessing current processes, identifying high-impact automation opportunities, and sequencing initiatives into a clear, prioritized roadmap. Attendees will see how cross-functional alignment and connected workflows help finance teams operate as a unified “team,” improving agility and resilience in uncertain environments. Real case studies will showcase how organizations eliminated manual bottlenecks, improved visibility and forecasting, and built a stronger foundation for long-term financial health.
Learning Objectives
1. Identify the biggest “defenders” blocking treasury and finance gooooals—manual workflows, disconnected systems, and siloed teams. 2. Develop a game plan for winning with AI, automation, and connected processes across AR, AP, FP&A, and treasury. 3. Apply lessons from case studies to build a prioritized plan of attack for 2026 and beyond.