| Email / Company | Value | NPS | Top challenge | Improve |
|---|---|---|---|---|
cblow@twilio.com Twilio |
7 | 8 | Intergrating AI capabilities into Treasury/Finance processes | — |
hamborgstephent@johndeere.com Johndeere |
9 | 9 | The ability to discern true risk with enough foresight to manage it. The current geopolitical and financial environment is "content rich" to such an extent that difficult to separate signal from noise. | I think the value per $ invested is high. 1:1 dialogue at my level is more likely to be productive/insight generating than more public forums. Those forums are better for keeping abreast at a high level. So, keep your $'s invested towards the highest value items (e.g. collaboration environments for various levels of an organization). |
patrick.hoey@wafd.com Wafd |
9 | 9 | Storytelling, how treasury decisions and strategy support overall business strategy. Success would be improved communication and materials packaging skills. | N/A |
john.tull@atlanticunionbank.com Atlanticunionbank |
8 | 9 | growing low cost deposits | — |
hdennen@levi.com Levi |
10 | 10 | NA | Continue sessions such as speed networking etc to meet more people. |
sarah.naim@grainger.com Grainger |
10 | 10 | How Grainger culture values cash. success looks like impacting the cash conversion cycle by 10-20 days. Blockers - urban legend that paying fast equals availability to product and that we have so much money there is no need to act. | Would love to have round table discussions quarterly related to Treasurer priorities. |
melanie.hood@cokeconsolidated.com Cokeconsolidated |
10 | 10 | Training relatively new team after retirements/moves of longstanding teammates. | More clarification on what is included in membership |
steven.d.abrahams@exxonmobil.com Exxonmobil |
9 | 10 | We are making significant changes across all aspects of Treasury including a major TMS/ERP project, outsourcing activities that we used to do in-house, and restructuring our teams/locations. | Benchmarking remains a relative weaker area - I recognize it's difficult, but the results tend to be too high level to get meaningful takeaways. |
michael.zuraw@onsemi.com Onsemi |
9 | 10 | lack of executive 'open-mindedness' | Creativity. Push the group with challenging questions. |
r.bernabei@teamsystem.com Teamsystem |
8 | 8 | data quality and integration | — |
dmcnamar@cadence.com Cadence |
9 | 9 | Implementing AI tools in audit process, success would be to automate SOX testing preparation, choosing the right tool. | Virtual sessions are difficult to attend, maybe alternating times each month. |
leland@stripe.com Stripe |
8 | 10 | N/A - pretty idiosyncratic | Facilitating follow-ups from project sessions |
heysse@meta.com Meta |
7 | 7 | — | — |
flavia.romero@flywire.com Flywire |
7 | 10 | Lack of accurate, reliable, consistent data to make better decisions to mitigate risk and drive economic value. | Virtual sessions |
adam.king@lamresearch.com Lamresearch |
8 | 10 | Using AI broadly across Treasury. Building redundancy & resiliency with our Treasury processes and systems. | Find ways to have cross-group interactions and discussions (i.e. maybe mix up Tech & Mega cap treasurers, or put tech manufacturing with industrial manufacturing or pharma manufacturing companies) every once in a while.... |
Fredrik.wikner@nokia.com Nokia |
7 | 9 | To operationalize AI to replace current ways of working. Blocker; being an early mover makes it less easy to benchmark. Success is to have the agents fully performing selected tasks with treasury experts overseeing and spending 100% time on the value add | Even more benchmarking across, and also lift true best practice |
jason.burton@pointclickcare.com Pointclickcare |
8 | 8 | Keeping talented team members engaged in an ever changing AI world of threats to their jobs. | More events - virtual or otherwise. |
alopchinsky@applebank.com Applebank |
6 | 7 | how to improve in an AI world | — |
ablackmur@atlassian.com Atlassian |
8 | 9 | Capital allocation and cash positioning | — |
mike.dambach@biogen.com Biogen |
8 | 8 | Succession | — |
sheila.a.quintus@medtronic.com Medtronic |
10 | 10 | Keeping my small team coordinated/connected....it shouldn't be so hard, but I feel like I am quarterbacking too much. Is it me, the structure, or the people...or the work/number of macro issues and intersections. | already doing it...adapting cadence, frequency, etc. of communications, meetings (virtual sessions). it can be overwhelming at times but i think this has improved and i am looking forward to new user experience on website, too. |
salwyn@netflix.com Netflix |
7 | 7 | no comment | In-person meetings tend to be at the same time each year and conflict with other internal events (annual directors+ meeting in the spring and Q3 close in the fall). It would be beneficial to stagger the dates a bit more. I also find in-person meetings to get repetitive in terms of all of the speed-dating, walk & talk and table break-out discussions making them less valuable of my time. |
myoung@zscaler.com Zscaler |
8 | 9 | Up-leveling our Treasury function to meet the needs of a $5 billion+ revenue company. The team is mostly fairly junior, so skill development is needed. We also lack adequate technology and tools more broadly in Finance to help improve Treasury processes (e.g. ERP, HRIS, expense management). | I'm pretty much only using Neugroup for the in-person summits-- I'm not taking advantage enough of other resources, which is primarily an issue of awareness. Better information/communication on what other resources are available would be helpful. In terms of the summits, they're great, but we tend to see the same sponsors over and over again, and often they're not sponsors that we work with, so the value we get out is somewhat limited. I understand that is exactly what the sponsors are looking for, to expand to new relationships, but from my perspective, it would be better to discuss issues with a bank that I would actually use to solve the issue. |
slandsberg@royaltypharma.com Royaltypharma |
8 | 8 | Key challenges continue to be on hiring and making sure we are utilizing and pushing on AI. | — |
chad.wheeler@northwest.com Northwest |
10 | 10 | AI. It seems to have significantly ramped up usages in the last few months. | I think branching out from some of the key sponsors (MS and Stifel). I think by keeping just these two the idea generation is limited and a lot is recycled material. |
pd@danfoss.com Danfoss |
8 | 8 | System evaluation & migration: - SAP-IHC to SAP-IHB - TMS evaluation | Not sure! |
randy.ou@alibaba-inc.com Alibaba-inc |
7 | 7 | The increasing speed of changes in AI technology, causing the uncertainty in the future organization, processes, and job. | Virtual sessions timing are difficult for those members based in the Asia time zone to attend. |
arossi@anthropic.com Anthropic |
9 | 10 | the pace of change of my company specifically and the industry broadly | maybe it is available on the website, but a repository of past sessions / materials that is searchable so that if I have a question, I can easily reference past discussions and find out who might be best to reach out to. This would be very valuable across all groups, not just my specific peer group. And to make it accessible via a chat bot would be great. So I could prompt it like "have any other high-growth tech companies had issues with xx and how did they resolve"? |
christian.bauwens@flex.com Flex |
8 | 9 | AI optimal implementation. talent acquisition Systems enhancement/IT resources availability | Probably more for me to find the time to use all the resources made available by Neugroup. I am definitively behind |
john.love@cordis.com Cordis |
8 | 8 | AI implementation (getting team buy in) and automation | Continue to drive introductions / connections between members of the gropu |
mferreira@rhythmtx.com Rhythmtx |
9 | 8 | I am initiating a TMS implementation project, and the primary challenge is balancing the implementation effort with ongoing daily operations and other projects currently underway across the organization. | This may already be available and I may not be aware of it, but having access to guides as a research resource would be valuable. |
flavio.costa2@kcc.com Kcc |
8 | 8 | Two restructuring transactions going on simultaneously: divestiture of a business segment into a JV and a large acquisition. Success would be the delivery of a fit-for-purpose Treasury organization that is cost efficient. Main blocker is resource constraint, primarily IT resources. | — |
chad.diacont@paramount.com Paramount |
6 | 7 | Resource constraints and demanding M&A situation | The member experience is good. I feel like I have not fully taken advantage of it, with constraints of work situation, full return to office, and home life not allowing much bandwidth currently. |
jmacholan@wintrust.com Wintrust |
9 | 10 | — | — |
brian.j.kowles@accenture.com Accenture |
10 | 9 | working on adjustments to company capital structure | nothing else comes to mind |
jani.relander@ch.abb.com Ch |
8 | 9 | AI and Treasury processes / technology implications is probably the most difficult to undertand as very dynamic and as best practices not established | how to ensure more of my team benefit from Neugroup peer group and resources |
taylorc@qualcomm.com Qualcomm |
10 | 10 | - AI innovations and applications in treasury - Optimizing working cap - | — |
mshapiro@apple.com Apple |
8 | 8 | Expanding use of AI throughout Treasury. Success is everyone on the team finding at least 1 application they can apply to improve their role and everyone developing some proficiency with AI tools. Biggest blockers are education and keeping up with the pace of change in AI. | I appreciate the challenge of finding topics that are relevant to everyone in the room but at times I find some of the meeting topics less relevant for our situation. However, I still find value in those meetings with the networking and connecting outside of the topic. |
sandra.ramos-alves@bms.com Bms |
10 | 10 | implementing a successful working capital program cross-functionally and getting buy-in and accountability | — |
elizabeth.kwong@autodesk.com Autodesk |
10 | 10 | deeper integration of AI to workflows while evolving governance and control framework to mitigate risks | continue bringing more fresh, relevant, emerging topics to Tech Treasurers meetings (stable coin was a great one) |