THE STRATEGIC TREASURER: A Partnership for Corporate Growth; Contents; Preface; Acknowledgments; Chapter 1: Building the Case for Being a Strategic Treasurer; Chapter 2: First Things for the New Treasurer; Chapter 3: Being a Partner, Not a Vendor; Chapter 4: Managing Relationships; Chapter 5: Owning Cash and the Five Os of Treasury; Chapter 6: Cash Boot Camp for Treasurers; Chapter 7: Owning Working Capital; Chapter 8: Differences Between a Process View and a Silo View; Chapter 9: Financial Risk Management: Part One; Chapter 10: Financial Risk Management: Part Two
Chapter 11: Losses and Fraud: What Can Keep Treasurers Awake at NightChapter 12: Communication: Mars and Venus; Chapter 13: Building and Developing the Treasury Team; Chapter 14: Understanding and Maximizing the Use of Treasury Technology Tools; Chapter 15: Advice from Various Treasury Leaders; Chapter 16: Volatility and Liquidity Management; Chapter 17: Achieving Visibility to Your Liquidity; Chapter 18: Envisioning Treasury in the Future; Chapter 19: "Not-to-Do" List for the Treasurer; Appendix: Resource Information; Index
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The current period of market and governmental turbulence is the most challenging-yet rewarding-time to be a treasurer. Now, as perhaps never before, the treasurer's visions, skills, and worth will be tested and proven. A useful reference, The Strategic Treasurer: A Partnership for Corporate Growth systematically equips today's corporate treasurers to move from merely being the liquidity manager to becoming a strategic driver and steward of corporate value as well as an equal partner with senior management.