A company undergoing international expansion and preparing for its initial public offering (IPO) launched a strategic project to overhaul its global cash management model. The aim of the project was to modernize and secure cash management processes, while optimizing banking costs, by selecting a single bank via an international invitation to tender. A specialist consultancy provided its expertise to steer this transformation, designing a target operating model (TOM) and overseeing the integration of the necessary financial tools, while ensuring the synchronization of teams and banks. The project enabled the company to secure its liquidity, improve its financial results and rationalize its banking costs, while meeting the specific needs of a fast-growing, multicultural environment.
Expertise in international cash management and liquidity management in a growing environment.
Managing complex tenders for bank selection, optimizing financial costs.
Design and implementation of the Target Operating Model (TOM), ensuring a smooth and efficient banking organization.
Coordinating multicultural and geographically dispersed teams to meet tight deadlines.
Ability to quickly adjust actions based on feedback from internal teams and banking partners.
Strategic transformation of cash management: modernization of cash management processes to secure liquidity and optimize banking costs.
Design of an effective TOM: development of a multi-objective Target Operating Model (TOM), improving financial results and cash management.
Conducting the international banking tender: selecting a single bank after a structured and rigorous RFP process, enabling banking services to be aligned with the company’s needs.
Managing international complexity: efficient coordination of teams and banks worldwide, taking into account the specific requirements of each currency and country.
Meeting deadlines and managing resources: rigorous planning and resource management to ensure project success in a dynamic environment.
TOM mapping and design: identification of pain points in the current system and design of a target operating model (TOM) adapted to the needs of the company’s international growth.
Conducting the international banking tender: drafting a clear and structured RFP, with qualitative and quantitative questionnaires to evaluate the candidate banks. Selection of a short-list and coordination of exchanges with the banks.
TOM rollout: implementation of the new banking organization, with precise management of bank account openings and their integration into Kyriba, the cash management system.
Operational guidance: ongoing operational support for the execution of actions linked to the configuration of tools and the monitoring of banking contracts, guaranteeing smooth implementation.
Rapid growth and ongoing reorganization: the need to transform a fast-growing environment while managing the ongoing reorganization of banking processes.
Managing multicultural teams: coordinating human resources and partners in several regions with different expectations and practices.
Tight deadlines: managing the project within a tight schedule, with high standards of quality and rigor, required agile and responsive project management.
Complexity of the bank tender: conducting a complex process to select the appropriate bank, taking into account the company’s specific needs in each country.
Management of specific currency and country requirements: adapting processes to meet the tax and banking requirements of each market.
Improved liquidity management: implementation of a more secure and efficient cash management model, enabling the company to better control its financial flows on a global scale.
Reduced banking costs: selection of a single bank with adapted services, reducing banking costs while guaranteeing international coverage.
Optimization of banking processes: harmonization of banking practices across all regions, ensuring better coordination and fluidity of financial operations.
Improved financial results: thanks to modernized processes and optimized cash management, financial results improved, contributing to the successful preparation of the IPO.
Stakeholder satisfaction: thanks to transparent communication and effective coordination, the project met the expectations of both internal teams and banking partners.
