EuroFinance

At EuroFinance's 30th annual International Treasury & Cash Management Summit in Miami, the treasury roundtables were a hit among attendees—chatham house rules applied but EuroFinance asked treasurers to summarise their conversations, with a wide range of topics covering supply chain finance, LATAM markets,AI transformation and more

Treasurers talk about AI-driven forecasting, but the groundwork required before AI can become genuinely useful should not be forgotten.

Supply chain finance is often treated as a single idea. In practice, it can mean very different things depending on the business. For some companies, it is a working-capital tool, used to release cash and stretch payables without resorting to conventional debt.

Treasury teams around the world are navigating an era of unprecedented change. From shifting markets and tighter liquidity to evolving regulations and the growing demand for strategic insight, the landscape is more complex than ever.

Corporate treasury often rewards complex methods. Phong Vu, treasurer at Broward Health, a public health care system in the United States, takes a different view. According to Vu, the discipline is less about sophistication than about sequence: first secure cash, then make it more efficient.

Does the passage of the GENIUS Act in the United States represent a break from monetary tradition—or a subtle reshuffling of it? EuroFinance sat down with Sangita Gazi to explore how stablecoins fit into the evolving hierarchy of money, and why the change may be less radical than it first appears.

Artificial intelligence has quickly become a priority for treasury teams. Budgets are being allocated, use cases identified and pilots launched. Yet, despite the momentum, many organisations remain stuck in experimentation, unable to translate early promise into scalable outcomes.

In several economies where access to hard currency is constrained, money does not move as freely as trade demands. Companies can sell into large consumer markets, but getting paid—and moving that cash across borders—remains full of restrictions, volatility, and policy uncertainty.

At a time when artificial intelligence is reshaping corporate functions, treasury teams face a familiar question in an unfamiliar context: what skills will matter most? For Pedro Carvalho, treasury and corporate finance director at GOL Linhas Aéreas, a Brazilian airline based in Rio de Janeiro, the answer is less radical than many might expect.