As the role of a group treasurer continues to develop, far from being a purely operational group, treasurers have a critical role to play in all areas of company success. Successful delivery of the core treasury role can ensure dynamic risk management, provide fiscal stability for the organization and provide the right environment for corporate growth and expansion. However, whilst the role of a treasury group is undoubtedly vital to continued organizational success, the ability to demonstrate this value and exert a degree of influence on strategic decisions is often a challenge for those in this role.

In this case study presentation, Michael Ben Moshe of Teva Pharmaceuticals will give an insight into how his team have used a laser-sharp focus on cashflow and liquidity management to influence company direction. Far from being an operational delivery unity, the treasury team at Teva are central to many of the strategic direction of the company, and this session will focus on the journey taken and challenges overcome, to reach a point of being a trusted partner by the business 

Treasury groups have a critical role in ensuring the successful delivery of many of the significant decisions taken by a business. Whether going through an IPO, purchasing a new company or going through a merger, or looking at ongoing business needs such as expansion or growth plans, the treasury team have to manage many of the processes inherent in ensuring the activity is successfully undertaken.

Bringing the treasury team into the decision-making process at an early stage is critical; indeed, activities such as purchases and mergers can potentially stall due to treasury integration challenges alone. As such, this panel discussion will aim to focus on the following:

• How can treasury teams ensure their voice – and therefore needs – are heard BEFORE a fundamental business decision is taken?
• What should the role of treasury be when advising on fundamental business change? Where should the influence extend to, and what is “out of scope”? How can this differ from company to company?
• War stories and best practice – what practical advice can be given to help with ongoing change?