TMS Selection
Requirements written from your processes and requirements, not from a vendor's feature list, and a shortlist you can defend to the board. Including what is worth pushing on in the negotiation, from twenty years inside ION and FIS.
Treasury technology expertise, from the decision to the working system.
For treasury and finance teams selecting, implementing or recovering a treasury management system. We are independent of every vendor on the shortlist, which is the whole point.
Across the lifecycle
Most engagements start at one of these six points. Several start at the fourth.
TMS Implementation
Independent implementation expertise sitting between treasury, IT and the vendor, where the decisions actually get made.
Implementation Review
An honest read on a programme in flight: what is genuinely behind, what is recoverable, and what should change now.
Project Rescue
For implementations that have stalled, over-run or lost the confidence of the treasury team. Diagnosis before remedy.
Treasury system integration
ERP and TMS, market data, treasury accounting, and bank connectivity — SWIFT, SEPA, XML, DTAZV, EBICS, host-to-host, through a bureau or direct. The part that is always underestimated.
Treasury and hedge accounting
Optimisation
A system that went live but never delivered what was promised. Usually process and configuration rather than the system lacking the capability.
Cost of changing the decision
Cheaper to change
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Before selection
Accounting treatment. Source of record.
The best moment. Every decision here is still free.
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Contract
Scope becomes a written commitment.
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Design freeze
Connectivity. Definition of done.
The crossover, and the last moment a review changes the outcome.
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Build
Configuration follows the design, right or wrong.
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UAT
The first missed milestone usually lands here.
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Go-live
Cut-over and parallel run.
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First month-end
The cost of correction has already been incurred.
The most common moment we are actually called.
Cheaper to absorb
Or keep one of us on hand
Not every treasury team needs a systems lead on the payroll, and the decisions still have to be made well. Belinda works with a small number of clients on ongoing treasury systems advisory — reading what the vendor sends you, sitting in the meetings where the configuration gets decided, and saying what she thinks. How much time, and how you want it used, is agreed with you.
Where this meets AI and automation
- Treasury reporting automation
- Reconciliation and exception handling
- AI for cash forecasting
- Where not to use AI in treasury
Understanding one side is common. Understanding both is not.
Who does this work
Belinda Davis — Treasury Technology Consultant
Belinda has worked in corporate treasury since 1997 — running a back office at Pacific Dunlop, owning the enterprise TMS at TUI Travel, and implementing systems as a consultant at Integrity, Avantgard and FIS. Hedge accounting under IFRS and GAAP is her specialism, and she chaired ION’s internal hedge accounting group.
Simon Potter leads the integration, data and automation work where a treasury programme crosses into wider technology. Simon’s experience.
Related thinking
- Why TMS implementations fail, and what to do before they do
- Treasury, IT and the vendor each think someone else owns it
- Do we actually need a treasury management system?