The macrotrend in the corporate world right now is the drive for efficiency. Sure, companies have always aimed to improve efficiency, but in an economic environment where consumer spending is seemingly always on shaky ground and organic growth is hard to come by, it’s become a must.
Therefore it’s no surprise that automation, once considered a ‘nice-to-have’, has become an core component for operations. Companies investing heavily in automation and AI are not only gaining efficiencies but also unlocking growth opportunities that their competitors are struggling to match.
According to Bain & Company’s 2024 Automation Pathfinder Survey, companies classed as automation leaders achieved 22% in cost savings on average, compared to just 8% for those investing the least in IT. These early adopters are pulling ahead, using automation to reduce low-value tasks, speed up processes, and enhance decision-making across their organizations.
For CFOs and treasurers, the message is clear: failing to prioritize automation risks falling behind. In this article, we’ll explore how automation leaders are creating a gap, the risks of being at the back of the pack, and the actionable steps finance professionals can take to keep pace.
Automation Leaders Are Redefining Treasury Operations
It used to be that automation was just about saving a little money, speeding up processes and allowing teams to operate in a leaner way. Those things are all still true, but leading organizations are starting to realize the real strategic benefits that come with embracing modern treasury technology.
Beyond the basics
According to Deloitte’s Tech Trends 2025 report, companies embracing AI and automation are upgrading more than just their IT infrastructure, but redesigning workflows to be more intelligent, efficient, and predictive.
“The growth of AI presented leaders at the company with an opportunity to not only upgrade its tech stack, but also to think about how to reshape processes to drive new efficiencies and revenue growth.”
These organizations are redefining treasury operations by embedding advanced technologies into their processes, creating opportunities for enhanced decision-making and strategic agility.
For treasury teams, automation offers a chance to transition from reactive to proactive operations. Leaders are leveraging automation to streamline repetitive tasks, such as bank reconciliations and cash forecasting, freeing up time for higher-value activities like scenario planning and risk assessment.
The Deloitte report also highlights that integrating AI into core enterprise systems like ERPs allows treasurers to gain predictive insights. For example, AI-driven cash flow analysis can identify patterns in liquidity trends, helping treasurers optimize working capital and anticipate funding needs with greater accuracy. These are benefits that go far beyond saving time on data entry.
Enhancing outcomes across departments
Automation leaders also benefit from enhanced collaboration across departments. By integrating treasury data with systems like ERP platforms and financial planning tools, these companies create a single source of truth for cash and liquidity.
It means better alignment between treasury, accounting, and FP&A teams, improving overall financial decision-making and reducing silos that often slow down critical processes.
Finally, automation isn’t just about tools; it’s about outcomes. Organizations leading in this space have realized substantial gains, such as significant cost reductions and improved service quality.
The Risks of Falling Behind
So, it’s clear that there are some significant advantages on offer for organizations who take automation and technology seriously. But not only are there benefits to a proactive approach, but the cost of inaction is rising too. Companies that fail to adopt automation face significant risks, including:
Higher operational costs
The most simple downside of sticking to traditional methods is higher ongoing costs. Manual processes take more time and are prone to errors, leading to higher labour costs, greater levels of shrinkage and less efficient capital allocation. Without automation, companies miss out on the efficiency gains that reduce overhead.
Reduced agility
Reliance on manual processes also makes a business slower to react to market conditions. Data takes longer to be consolidated, organized and assessed, and the decisions that are made off the back of it are likely to be less well informed if detailed data collecting practices aren’t integrated across the company.
In short, it takes longer to identify a problem, longer to find a solution, and longer to implement it.
Weaker financial performance
All things being equal, cost savings lead to improved financial results. According to Bain, automation leaders are now investing over three times more in generative AI than laggards, widening the gap in financial performance and innovation.
The longer a company waits, the harder it becomes to close this gap. Early movers are already refining their strategies, making it more challenging for others to catch up.
Practical Steps for Integrating Modern Tech and Automation
The theory is simple, invest more into technology and automation and see improvement in efficiency and strategic capabilities. But treasurers and CFOs don’t operate in a world of theory, they’re tasked with navigating a real company through real problems. With that in mind, here are some practical ways you can begin to move your organization towards becoming a leader in technology and automation:
Invest strategically in technology
Success in automation doesn’t require adopting every tool available. Indeed, it can be a recipe for confusion, frustration and a total lack of ROI. Instead, CFOs and treasurers should focus on scalable solutions that address immediate needs. Prioritize tools that deliver measurable ROI, such as platforms for cash visibility or forecasting.
Generative AI is one area gaining increased focus, and there are a wide range of practical applications for it in treasury and finance. Leaders are using it for tasks like scenario planning, data analysis, and financial reporting, reducing manual workloads and improving accuracy.
Take a modular approach
Rather than overhauling your entire treasury operation at once, adopt a step-by-step strategy. Start with one area, such as payments or cash management, and expand functionality over time. This approach lowers upfront costs and allows for faster ROI, as each new module builds on the previous one.
For example, focus on automating reconciliation first. Once that process is efficient and reliable, move on to forecasting or liquidity management. This modular approach reduces risk while enabling steady progress. It’s a major contrast to the traditional ERP implementation process, which can be incredibly expensive, take many years to complete and even longer to see a positive ROI.
Go deep with a proven concept
A strategic, modular approach doesn’t mean digital transformation goals should be small. Automation pilots are useful for proof of concept, but the real value comes from scaling these initiatives across the organization.
This is about going deep with each new technology. Once the proof is concept is there, leaders should look for as many ways as possible to integrate the solution across the business.
Building cross-departmental buy-in
Automation isn’t just a finance initiative — it benefits the entire organization. By improving cash visibility and data accuracy, treasury teams can support better decision-making across departments.
For example, technology can be used to generate detailed analytics reports on sales trends, providing valuable insights to the sales department on where to allocate their resources. Or the use of sophisticated cash forecasting tools can help identify timescales for future investments, providing concrete timelines for individual departmental requests. This can address objections from other senior leaders who may view automation as a cost center rather than a strategic investment.
Treasurers should frame automation as a company-wide value driver. Highlighting its potential to enhance collaboration, reduce risks, and boost profitability can help secure buy-in from key stakeholders.
2025 is the time to act
Automation isn’t just a tool for improving efficiency — it’s a strategic lever that companies can’t afford to ignore. Organizations that move early on automation are creating a widening gap over those that hesitate, achieving cost savings, operational agility, and innovation at scale.
For CFOs and treasurers, investing in automation is no longer optional, but it doesn’t have to be daunting. By adopting a modular approach, gaining cross-departmental buy-in, and focusing on enterprise-wide rollouts, you smooth the process and drive fast ROI.
Trovata offers everything that modern treasury and finance needs to stay ahead of the competition. From automated, API-first cash positioning capabilities, to sophisticated forecasting and scenario planning, integrated AI and detailed reporting and analytics tools, Trovata turns treasury and finance into true strategic partners to the wider business.
“Trovata is like having my very own employee. It handles the heavy lifting by automating data aggregation, categorization, and reporting. Trovata’s real-time capabilities means it’s constantly working for me even when I’m not on the platform. Instead of spending hours on manual processes, I can now make quick adjustments and ensure everything is accurate, which makes my workflow much more efficient.”
Robert DiTondo Senior Treasury Manager, Lemonade
To see how Trovata could bring your treasury function into the automation age, book a demo today.
