Corporate treasurers set to enter ‘new era of influence’, EY says

The big four firm has uncovered a “new era of influence” for corporate treasurers as they become more relied on and trusted with finding avenues of growth.

The survey, which was drawn on for the EY 2025 DNA of the Treasurer report, found that 83 per cent of corporate treasurers were bracing for dramatic changes to roles by 2030 and 84 per cent of chief financial officers believed identifying opportunities to create value was essential to future treasurer roles.

The survey examined the view of more than 1,200 treasurers and senior finance leaders worldwide and found that most across the profession expected large-scale changes to their roles.

This change was mainly driven by their organisations' need to adapt and seize new growth opportunities in a rapidly evolving landscape.

From the 84 per cent of CFOs who believed the treasurer role was set to change, this was linked to the idea that the role would have much more emphasis on value creation and supporting business growth over the upcoming years, such as unlocking additional cash, providing strategic insights and developing finance talent.

Casey Kernan, EY Americas treasury leader of financial accounting advisory services, said treasurers had a crucial job that was set to increase across the globe.

“Treasurers increasingly have a mandate to manage risk, optimise liquidity and support strategic decision-making – a far broader remit than in the past,” he said.

“But many are still not fully empowered to deliver on their potential. Closing this gap means giving treasurers the tools to act not just as operators, but as strategic partners, equipped with the insights, technologies and visibility needed to drive long-term value.”

Despite the view that treasurers would increase the value they offer, the findings did show that 52 per cent of treasurers already saw themselves as value creators who had barriers in the way, such as managing relationships with banks and investors, operational responsibilities and a lack of time for building necessary skills.

Aside from challenges and potential barriers, treasurers had also been leading the way with technology, as 7 per cent were using AI in daily operations, the survey revealed.

Eighty-two per cent were also using data analytics and visualisation tools, 30 per cent said data and technology were the main tools they used to create value, and 25 per cent reported that it was a culture of innovation.

Francois Holzman, EY global treasury and commodities and finance specialism services leader, said the survey also recognised the need to build skills and grow talent.

This was because 57 per cent of treasurers said they were confident they had the skills to become a key player in value creation, and 26 per cent said that talent development was one of the main drivers of the value for the treasury function.

Holzman also noted that 28 per cent of CFOs believed treasurers needed more leadership skills, while only 18 per cent of treasurers saw this as a priority.

“With the right support, treasurers can be catalysts for change across the organisations in which they work.”

“CFOs have an important role to play here – treasury functions that have the backing and empowerment of the CFO will be the ones that make their mark as true innovators and drivers of strategic growth in an increasingly competitive landscape.”