Representative treasury and banking engagements

Situation

A mid-market private equity firm acquired a multi-entity company with fragmented banking relationships and no defined treasury structure. FX costs were high, and visibility over consolidated liquidity was limited. The investment thesis depended on financial discipline being introduced quickly.

Problem

Cash positioning was opaque at the group level. FX spreads were significantly above market. Banking pricing reflected legacy conditions. Reporting required manual reconciliation across entities. Capital allocation decisions were made without consolidated visibility.

Our approach

In an engagement like this, a financial diagnostic would establish the baseline across entities. The treasury structure would then be redesigned around the group's operating model.

A multi-bank strategy would be defined, with FX pricing, fees and credit terms renegotiated. Internal teams would receive implementation support through the transition.

Situation

A multinational expanding into a new region needed a banking, FX, treasury, and payment structure. It had to work across jurisdictions while staying coordinated with headquarters.

Problem

Banking was being set up locally without group coordination. FX exposure was building in places no one was monitoring. Headquarters lacked real-time visibility over local liquidity, and local teams operated without alignment to group treasury policy.

Our approach

In an engagement like this, the cross-border banking and treasury architecture would be designed end to end. An FX framework would set pricing, execution and exposure management.

Payment flows and intercompany funding would be structured. A reporting model would connect local entities to group treasury.

Situation

A mid-sized company with long-standing banking relationships had limited internal capacity to assess pricing, FX execution, or credit terms relative to market. Banking conditions had not been actively reviewed in several years.

Problem

FX spreads were materially above market. Fee structures were opaque. Credit terms reflected the conditions of an earlier phase of the business. The company lacked benchmarks against which to negotiate.

Our approach

In an engagement like this, pricing would be analyzed across FX, fees, payments and credit, then benchmarked. A negotiation strategy would follow.

FIRMA Advisory would support the client directly through renegotiation with existing banks and selected new counterparts.

Situation

A European SME worked with several large international banks but lacked the internal treasury capacity to manage these relationships actively. The company was treated as a lower-priority client by its banks, with limited transparency and a weak negotiating position.

Problem

Pricing on FX, payments, and credit was set without effective challenge. The company had no independent benchmark, no consolidated view of cost across services, and no structured engagement model with its banking counterparts.

Our approach

In an engagement like this, FIRMA Advisory would act as an external senior treasury and banking advisor. Pricing analysis, benchmarks and a banking strategy would be developed.

Renegotiation would be supported directly. An ongoing review cadence would keep the company's position strong over time.

Situation

A fast-growing company had built revenue, headcount, and international footprint faster than its financial infrastructure. Treasury existed in name only. Cash forecasting, reporting, and process governance were ad hoc.

Problem

No real-time visibility over liquidity. Manual processes carrying operational risk. Limited coordination across finance and operations. A financial function unable to scale at the rate the business required.

Our approach

In an engagement like this, a treasury framework would be designed from first principles around the business. Cash forecasting and reporting would be standardized.

Bank connectivity and key system integrations would be scoped and implemented. Process governance would be introduced across finance and operations.

Situation

A consulting firm was leading the post-merger integration of two mid-sized companies. Its team covered finance integration broadly but had no specialist for banks, cash and treasury.

Problem

The combined group would start with two sets of banks, mandates and cash structures. Change of control terms, KYC timelines and bank consolidation needed a specialist plan inside the firm's integration methodology.

Our approach

In an engagement like this, FIRMA Advisory would join the consulting firm's team under its brand and methodology. The workstream would cover day one mandates, KYC, change of control terms and the target bank panel.

Deliverables would follow the firm's templates and quality reviews. The consulting firm would keep the client relationship throughout.

Situation

A BPO provider ran payments and reconciliation for many clients across several countries. Its banking had grown client by client, with separate accounts and local banks in each market.

Problem

Reconciliation by client was manual and slow. Cross-border payouts travelled through costly routes, and FX on client flows was converted at rates nobody had negotiated.

Our approach

In an engagement like this, current banks, flows, payout costs and FX would be mapped market by market. A multi-client account structure with virtual accounts would be designed, with payment routing for each corridor.

Legal and compliance advisers would confirm the rules on client funds before go-live.