San Francisco Professional Events List

Managing Rapid International Growth

Mar 01, 2017 - 09:00 AM - Mar 02, 04:30 PM
Intercontinental San Francisco
888, Howard St

San Francisco,
ZIP: 94103
Phone: 415-616-6500

Finance and treasury supporting change

Are you the treasurer of a high-growth company in the process of building out an international presence? Are you an established treasury looking to transform into a leaner, more efficient unit as you grow globally? Then you know the challenges: which treasury structures and technology do you select? How do you maintain central control without stifling business opportunities? How do you choose the right banks to partner with you for growth? If you have already commenced that journey, how do you keep up to date with the enormous number of changes in technology, structures, regulation and tax that complicate corporate structures in the future?

EuroFinance San Francisco 2017 is about building that best-practice treasury to support growth. Our mix of technical sessions with studies from your peers and colleagues will give you new ideas and actionable takeaways. If you need to scale your treasury up for global expansion, this event is tailored for you.


  • Cutting edge case studies that detail the pain points of international growth and how to overcome them
  • Lessons learned from some of the top names in international treasury: How to get it right from the start
  • The right mix of banks for an international footprint
  • The right treasury strategy for growth
  • Getting that elusive visibility of global cash
  • Technology to support global expansion – don’t make poor choices 
  • Overcoming the challenges of emerging markets


  • Approved for up to 11.2 FP&A recertification credits
    by the Association for Financial Professionals.

Whether you are a relatively new company whose main growth is internationally or you are an established treasury that wants to look for smarter, more efficient solutions to support growth, learn from seasoned treasurers and industry experts  that have solved the global challenges of operating in new markets.

  • Companies where business expansion is predominantly abroad/international
  • Young companies without legacy systems that want to develop treasury and finance services to partner their international expansion
  • Companies that may have a well-developed treasury but are looking for smarter, more efficient solutions to aid international growth
  • Anyone interested in solving specific problems encountered in international treasury or as companies move into new markets

    Delegate prices

    For all enquiries, please call +44 (0)20 7576 8555 or email [email protected].

    Members of the corporate treasury or finance functions in corporations

  • 2-day conference: US $2,075
  • Financial institutions/system suppliers/consultants/lawyers/accountants

  • 2-day conference: US $2,595
  • If paying by credit card, please register and pay via the website or return this form with your credit card details by fax to +44 (0)20 7576 8531. For all other enquiries call +44 (0)20 7576 8555 or email [email protected].

    Special discount 

    25% discount off the full registration fee for treasury association members. (Please note that this discount may not be used in conjunction with any other offer including the early registration discount.)


Wednesday 1 March 2017

Building an award-winning international treasury

Chaired by: Robert J. Novaria, EuroFinance Tutor & Partner, Treasury Alliance Group

HideMain Sessions



Opening address



Innovation is for everyone

Commentators say that open-innovation ecosystems are beating ‘containerized’ corporations. They say that the things corporations are built to do – marshalling scarce resources and capital, creating platforms able to take the long view – are no longer relevant. They pretty much say that unless you’re three ‘guys in a garage’, you can’t innovate. But are they right? It’s true that the size and complexity of large firms put up formidable barriers to change and reinvention, but there is no reason that good management cannot recognise and dismantle the barriers. And it’s also true that most companies regardless of size find it hard to sacrifice present revenues for future success. But accepting cannibalization is itself becoming more accepted. This company argues that there’s no reason big players can’t develop the next big thing.

Amish Parashar, Venture Partner & Director of Strategic Business Development, Yamaha Motor Ventures & Laboratory Silicon Valley, US



Spotify’s award-winning treasury

Treasury is a challenge for fast growth companies: can they afford the time it takes to build best-of-breed solutions? Can they afford sufficient staff to deploy those solutions? And if they are growing rapidly how can they ensure treasury keeps up and is scalable? Over the last two years, Spotify has more than doubled the number of its employees and turnover, and has expanded from fewer than 20 to 58 countries now. Its treasurer has developed the treasury from the ground up and in the process discovered the benefits of having no legacy systems, no technical debt and the ability to embrace FinTech. In addition, it has seen the issues faced by banks and other legacy providers and has developed innovative and agile ways to ensure that these do not become impediments to the company’s progress. To make all this happen, and in addition to manage investor relations, insurance, corporate finance and the management of the share register, is an achievement worthy of recognition. Spotify’s unique working practices and innovation-focused culture, as well as their collaboration with banks to identify and develop new and value-added products and services for their organisation, and how they embrace the value that FinTech has to offer is a unique story.

Johan Bergqvist, Head of Corporate Development & Treasury, Spotify, Sweden



Refreshment break



Building a 'smart' treasury: value creation from the start

No fast-growth firm should be debating treasury centralization: the two key questions today are, one, how do you build a treasury that is automated, connected to all the key areas of the business, collects as much data as possible in real time and has an analytics and reporting interface that delivers usable tactical and strategic insights to the business and improved experiences for customers? And two, how do you persuade the board to pay for it? In this three-firm panel, learn how standardization in treasury and finance can offer a number of not-so-obvious benefits; how to move from batch to continuous workflow and remote management and control; how digital solutions and open architectures can solve critical treasury bottlenecks; and how a finance or treasury centre of excellence institutionalizes reusable knowledge, disciplines and best practices. What is your strategy for global expansion? What should you focus on first: banks? Sales structures on the ground? Treasury structures first?

David Nelson, VP, Investor Relations & Treasurer, Cognizant Technology Solutions, US
Matt Monaco, VP of Payment Solutions, FIS Global, US
Jeffrey Horowitz, Managing Director, BNY Mellon, US



Going global – easy to say, becoming easier to do

In the past, international expansion could wreak treasury chaos. Local banking, risk management, payments and receivables generated data silos, process disconnects and visibility problems. Today’s growth companies, with the appropriate planning and execution, have access to cloud services that can mitigate these issues. Global data visibility, global payments, accurate global cash forecasting and global risk management are all now accessible via the newest breed of hosted and ASP treasury systems, and within the budget of most companies. But this means that treasurers must understand the technologies and solutions available. In addition, the old questions around establishing a global banking network, the creation of regional treasury centers and SSCs and structuring tax-efficient but reputation preserving financial structures remain.

Denise Aptekar, Sr Director, Global Payments, Upwork, US
Albert Hwu, VP, Senior International Treasury Consultant, Wells Fargo, US
Jayant Sood, Senior Director, Upwork, US






Optimizing treasury center locations

One of the problems of successful international growth is the fragmentation of key processes across geographies. Most corporates respond by establishing regional treasury centers at least to centralize low volume, high value treasury activities. Some go further, acting as a bank towards subsidiaries with respect to treasury transactions such as loans, deposits and FX. Additionally, as companies grow, they may also centralize high-volume commercial flows, like accounts receivable and payable, in shared service centers and establish payment factories and other structures. As well as having to decide which processes and flows to centralize using what structures, companies must also decide where to locate these various entities. In this panel, three companies that have established RTCs/SSCs in Asia, Latin America and Europe walk you through their evaluation process. What were their priorities – staff costs, tax, local market infrastructure? What are the key differences between the most common choices? Did they find new options competitive – Thailand or Colombia for example? And how does BREXIT affect European treasury center operations?

Bruce Edlund, Director of Treasury, Citrix, US
Christian Bauwens, Senior Vice President & Treasurer, Flex
Erik Smolders, VP Treasurer, Ingram Micro, US
Amy Goldstein, Director, International Cash Management , BNP Paribas



The HP treasury story

HP’s split into two new independent and publicly-traded companies was undertaken to optimize financial growth opportunities, and to enhance capital allocation and future cash flows. Zac Nesper, VP & assistant treasurer, HP will detail the journey, looking at work streams such as banking, technology and systems, capital markets, FX risk management and others. This session will provide valuable lessons learned that are applicable equally to those setting up treasury as to those doing spin-offs. What were the insurmountable obstacles? What were the lessons learned? How would they do things differently if they were to do the process again? What were the accomplishments of which treasury was most proud?

Zac Nesper, VP & Assistant Treasurer, HP, US



Refreshment break



Welcome to the ROBO-treasury

The centralization, standardization and automation of core treasury processes is an ongoing programme for even the largest and best-resourced corporates. So what if you could eliminate banks from processes in which they previously acted as middle-men? With virtual bank accounts and IBANs and one or more payment factories operating “pay on-behalf-of” (POBO) and “receipts on-behalf-of” (ROBO), local operating units can be made completely bank free. This is one company that has moved furthest along this path. Using a combination of in-house banking functionality and AP/AR processing, underpinned by a solid technical platform of SAP, Swift and multi-bank dealing portals, they have been an early adopter of POBO/ROBO and run more than 30 business units without their own external bank account. This is how they did it.

Stefan Windisch, Cash Manager European Region, F. Hoffmann-La Roche, Switzerland



Getting involved in growth

The current economic climate has given new impetus to the concept of strategic treasury. Volatility, political tensions, the challenges of digitalization and an unprecedented interest rate environment put a premium on risk management, cash flow enhancement and funding security. At the same time, treasurers’ increased access to real-time data and analytics, and their growing status as a center of IT excellence, makes them increasingly important in decisions concerning both organic expansion and M&A. So how does treasury get to be part of the big ticket issues? How do they build relationships with business and the board and demonstrate strategic value? What practical, proactive steps can treasurers take to help drive the business forward and show positive P&L impact? Hear how treasury’s input grew from there to include the key tax, legal and market drivers used to select new areas in which to expand.

Ivan Troufanov, VP & Treasurer, Medidata, US
Jori McCuskey, Capital Markets Director, Symantec, US
Jacob Wallin, Vice President, Treasurer, Fitbit, US



Networking and cocktail reception


Thursday 2 March 2017

The robust and scalable treasury

How to use technology to drive international growth: the key to unlocking all your treasury and finance solutions for fast growth in international markets plus managing the risks.

Chaired by: Robert J. Novaria, EuroFinance Tutor & Partner, Treasury Alliance Group

HideMain Sessions



Chairman’s introduction to day two



Cutting through the hype on FinTech

Non-bank, technology-driven service layers doesn’t sound as hot as ‘FinTech’, but that’s what most of these new firms are. Sitting on top of the fundamental financial infrastructure these companies build modern, one-stop or one-off solutions that can connect current data structures, analytics and processing to legacy systems. While traditional bank providers struggle to alter the underlying hardware and software, nimbler FinTech providers can create specialized interfaces and functionality to match today’s needs. But does this mean anything for corporate treasurers right now? If developments in trade finance, payments and the supply chain essentially just overlays on the existing system, are they really improvements or just additional layers of fees? And can FinTech really replace the regulated, trusted mechanisms of the traditional banking industry? Here leading FinTechs give their thoughts on what is happening that is relevant for treasury.

Jonathan Lear, Global Head of Corporate Development & Strategic Partnerships, Earthport, US
Lamar Wilson, Co-Founder & CEO, Hijro, US
Adam Ludwin, Co-founder and chief executive officer, Chain, US
Aarti Rao, Managing Director, LiquidX



Unleashing value from the payments ecosystem: challenges and realities

This session will open with an expert speaker who will describe the factors driving change in the payments ecosystem such as blockchain technology and FinTech innovation as well as infrastructure developments like faster payments and regulation enabling new players. Why should this concern treasurers? Because banks are integrating disparate systems; partnering with FinTech companies and the choice of payment providers is widening. This means treasurers will find more efficient means and save substantial costs in the near future. More importantly, the way that data will be gathered and analysed means that companies will be able to unlock tremendous value that has not been possible before. How will this play out in the next five to ten years? This context setting will be followed by a panel and interactive discussion with the audience. What should treasurers be doing now? What are the key trends they must pay attention to? Which companies are ahead of the curve and using payments as a competitive advantage for their growth?

Adam Ludwin, Co-founder and chief executive officer, Chain, US
Emma Loftus, Managing Director, Head of Global Payments, FX & Channels, J.P. Morgan Treasury Services, US
Tim Smallow, Director, Treasury, PayPal



Refreshment break



Using tech to transform treasury

So what does plugging into the FinTech revolution actually look like? Do you need to cancel existing banking arrangements? Is implementation easy and cost-effective? And in which areas does it make most sense? So far, it is in payments that FinTech has had the most impact and where the most established new platforms operate. This company decided to move onto a new, global payments platform. Here the treasurer explains how the new solution was integrated into existing treasury processes and what, with hindsight, are the pros and cons. As well as analyzing the effect on core treasury metrics, they look at the potential benefits for the wider business.

James Esposito, VP of Treasury, Payments & Risk Operations, Etsy, US



Rethinking treasury technology for growth and scalability

Is it better to do nothing, and rely on spreadsheets for now, or invest in treasury technology only to find it has all changed in a few years? The pace of technological change is frightening. Companies are more and more ripping out their current systems and moving to cloud-based, cheaper, more efficient systems where capabilities aren’t wasted and the systems can grow at the same pace as companies do. If you have existing technology at what point does it make sense to start again? This session on fixing pain points in technology and reviewing best of breed solutions will cover cloud-based system, ERP and TMS developments. It will look at how you can get better data and analytics as well as how you can connect up subsidiaries globally to achieve visibility for cash forecasting, payments integration and intercompany flows. It will also look at the migration process for existing users and the choice analysis for new users.

John Boudreau, Treasurer, NCR Corporation, US
Bill Dakin, Vice President and Treasurer, Arrow Electronics, US
Deepa Palamuttam, Director, Treasury Operations & Controls, Intel Corporation, US






Setting up treasury from scratch

Saumya Mohan is a treasury director at SolarCity, the clean energy group owned by Tesla. She has been responsible for setting up international treasury operations at Veritas after the spin-off from Symantec. In this session she will talk about lessons learned, processes and decision-making. What do companies need to think about when building up treasury? How strategic can treasury be to the organisation’s business value?

Saumya Mohan, Treasury Director, SolarCity, US



Focus on FX: the problem of politics

Just as commodity price risk has become a proxy for various types of sovereign risk, so some of the most important moves in the foreign exchange markets have more to do with the state than interest rate differentials or trade flows. The UK, Russia, Brazil, South Africa, Mexico, Argentina, Turkey – the list of countries where politics has been the key driver of FX rates is a long one. But regardless of the cause, FX volatility has nearly doubled since the U.S. Federal Reserve concluded the last round of asset purchases under QE3 in 2014, as measured by the JPMorgan Global FX Volatility Index. So should treasurers continue with their standard forward-based programmes? Or should fast-growth firms pushing into multiple regions look at more exotic products, like basket options – saving money on volatility but at the expense of correlation exposure? Can a combination of technology and processes give you a holistic view? Our panel of treasurers has looked at the nature of today’s FX risks and the strategies on offer and these are their conclusions.

Anne Friberg, CTP, Senior Director, Peer Knowledge Exchange, The NeuGroup & Senior Contributor, iTreasurer
Helen Kane, President, Hedge Trackers LLC
Wolfgang Koester, CEO, FiREapps
Priti Kartik, Global Treasurer, Logitech, US



Refreshment break



Here there be monsters: identifying the real risks for treasurers

What do the professionals who have to value global risks think are the most significant? More importantly, what is getting riskier and what can we worry about a little less? The big global insurers use crowdsourcing, conventional research and actuarial science to analyze risk and their latest findings reveal new anxieties and threats. The bizarre macro-economic environment we face, with negative rates, austerity and confusion about inflation/deflation is newly highlighted as a significant business risk, along with a possible loss of confidence in the monetary system. The disrupted business environment of volatility, digital disruption and the apparent stagnation of established companies is also newly highlighted. Cyber-security risk, data breaches and the threat of DDoS attacks, along with other IT failures is an increasing concern. And the risk of an emerging markets crisis 2.0 (6.0?) seems to be rising. In this session our experts look at the global risk landscape and interpret it for treasury. Treasury talks about their role. How can treasury translate those big-picture operational risks into manageable variables? Is that even treasurers’ job? After all, even if we could hedge out all business risk of this kind, wouldn’t that simply remove the possibility of returns?

Larry Somma, Vice President & Treasurer, LyondellBasell Industries NV
Guillermo Gualino, VP & Treasurer, Agilent Technologies, US
Robert W. Spence, Treasury Operations Director, NBCUniversal, US
Mike Hartnett, Director, Global Risk Consulting, Economics & Country Risk, IHS, US



Conference ends

Speaker Details

If you would like to be part of the 2016 speaker line-up and are a corporate treasurer, then we would like to hear from you. Please contact Luke Stallard on [email protected] to join our elite speaker line-up and raise your profile within the treasury industry.

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