Executive Roundtable

Home , Fifth Third Bank

29-30 June 2011 Hotel Intercontinental Chicago Chicago, Illinois

Table of Contents

Agenda...... 2

Participant List...... 3

Presentations...... 9

Discussion Leaders...... 53

LinkedIn Groups...... 61

About Treasury Strategies...... 67

1 Agenda

8:30am Registration & Breakfast

8:45am Welcome & Introductions

9:15am Industry Overview

9:30am “Delivering the Customer Experience”

10:45am Break

11:15am “Differentiation Through Sales and Relationship Management

12:15pm Lunch

1:15pm “Finding Growth in a Crowded Market”

2:15pm Break

2:45pm “Optimizing Profit and Value in the New Regulatory Environment”

3:45pm Wrap Up

4:00pm Adjourn

2 Participant List

3 Greg Kavanaugh Bank of America SVP - Senior Product Management Executive [email protected] (312) 904-8123

Joseph Watkins BB&T Senior Vice President [email protected] (704) 954-1920

Bob Reitz BBVA/Compass EVP & Managing Director [email protected] (205) 297-4041

Tony Brady BNY Mellon Managing Director, Treasury Services Delivery [email protected] (412) 234-8886

Dave Cruikshank BNY Mellon Executive Vice President [email protected] (212) 635-8274

Martin Grayson BNY Mellon Managing Director, Strategic Development [email protected] (412) 234-6259

4 Colleen Taylor Capital One Executive Vice President [email protected] (212) 834-1462

Bridgit Chayt Comerica Bank Executive Vice President [email protected] (734) 632-4982

Art Brieske Deutsche Director, Head of Global Payments Strategy [email protected] (212) 250-1132

Jeff Ficke Fifth Third Bank SVP, Director of Treasury Management [email protected] (513) 534-1845

Vanja St. Clair Fifth Third Bank Senior Vice President [email protected] (312) 704-4056

Steve Rogers Harris Bank Managing Director [email protected] (312) 461-2242

5 Doug Hartsema Huntington National Bank Director, Treasury Management [email protected] (614) 480-3235

Jay Pitroff Huntington National Bank Treasury Management Commercial Card Program Director [email protected] (614) 480-5468

Pat Thelen J.P. Morgan Chase Managing Director [email protected] (913) 219-7485

Pam Carson KeyBank Group Executive, EVP [email protected] (216) 689-3723

Don Berk Northern Trust Senior Vice President [email protected] (312) 444-2440

Bob Edwards PNC Executive Vice President [email protected] (412) 762-2858

6 Jim Graham PNC EVP, Head of Treasury Management [email protected] (412) 762-4847

Marie Lynne Desrochers RBC Head Business Accounts & Global Transaction Solutions [email protected] (416) 955-2397

Michael Bellardine RBS SVP, Global Product Head [email protected] (312) 906-5566

Matthew Richardson RBS Head of Product Solutions [email protected] (617) 725-5646

Patricia Tripar RBS Global Head Commercial Services & Emerging Channels [email protected] (312) 906-5572

James Hicks Regions Executive Vice President, Treasury Management [email protected] (205) 264-5538

7 Alice Eastman Scotiabank Senior Vice President [email protected] (416) 866-5672

Nick Alex SunTrust Bank SVP, Director Product Management and Development [email protected] (404) 813-8142

Don Gilmore Union Bank SVP, Director of Product Management [email protected] (213) 236-6803

Audrey Gopez Union Bank Senior Vice President [email protected] (213) 236-4031

Jacob Heugly Zions Bancorporation SVP, Manager Corporate Services [email protected] (801) 809-0346

Sam Olson Zions Bancorporation Director of Sales, Tresury Management [email protected] (801) 844-8225

8 Presentations

9 – 30, 2011 – 30, 2011

Welcome

11 Dave Robertson Dave Robertson Discussion Leader: Discussion Leader: © 2011 Treasury Strategies, Inc. All rights reserved. All rights reserved. Strategies, Inc. Treasury © 2011 Industry Overview Industry Overview

12 4 2010* 2.00% 2009 0.00% 2008 4.00% *Estimated *Estimated 2007 5.50% 2006 6.00%

2005 3.00% 2004 0.50% 2003 -0.50% w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . 2002 1.50% Fee-equivalent Cash Management Growth 2001 6.50% 2000 6.00% 8.0% 7.0% 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% -1.0% Source: Ernst & Young 2010 Annual Cash Management Services Survey 2010 Young Source: Ernst & Only Moderate CM Revenue Growth

13 5 10%-15% 5%-10% Estimated Growth in Revenues w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . 0-5% 0% 70% 60% 50% 40% 30% 20% 10%

Expectations Among Banks For Growth In TM Revenues in 2011 Among Banks For Growth In TM Revenues in 2011 Expectations Percent of Respondents Respondents of Percent Source: Treasury Strategies 2011 Growth Study of 11 Top 50 Banks Top Growth Study of 11 Strategies 2011 Treasury Source: Modest Expectations for Revenue Growth Will Some Achieve 5 - 15 %?

14 6 Top 5 Top Providers Next 15 Providers All Other Providers

63.5% (2009) 12.5% 24%

Bank Provider Share of Fee-equivalent Revenue Source: Ernst & Young 2010 Annual Cash Management Services Survey 2010 Young Source: Ernst & Other Spend Bank Fee Revenue w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . 90% 10% Corporate spend on working capital and liquidity BTMU, BBVA, BNP Paribas, Santander, BMO Paribas, Santander, BNP Foreign entrants into market: BTMU, BBVA, Union, McKesson, PayPal Amex, Western FIS, Non-bank competitors: Fiserv, = = Concentrated Revenues: New Entrants

15 7 Q4-10 Capital Efficient Efficient Global Trade Global Trade Q3-10 Q2-10 Q1-10 Global Mkt. Cap Q4-09 Q3-09 Stable Stable Q2-09 Q1-09 Global GDP (Current Prices) Global GDP Q4-08 w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . Treasury Strategies' Transaction Banking Index Strategies' Transaction Treasury Q3-08 Q2-08 Q1-08 Transaction Banking Index Transaction 90 80 70 60 50 110 110 120 100 Profitable Profitable So What’s the Attraction to CM?

17 2 Evolution Evolution

Channels Multi-dimensional and integrated Any interaction with customer Proactive, not just reactive Automation of low value-added Activities across customer activities, channels and elements activities D D D D

w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . Branch Branch Historical Historical Web Banking Banking Web Customer Service Customer Service via people and the look/feel of branches (physical, manual) Channel siloes Primary focus on responsive service Customer Experience? D D

18 3 . Oh and they had some really good drinks! . Oh and they had some really good drinks! seriously so good

w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . She was very nice and made some great recommendations . awesome as well the firecracker roll!. I loved rock shrimp and am not even a Customer Experience. The food was really good, but the attitude Overall, I just don't think that would go back to a place li ke this. The chairs and tables were uncomfortable, the hostesses snotty place was just not needed. was super loud. Good food, lousy customer service ! I arrived 25 minutes late, so the very snotty RESTAURANT] TRENDY So, I really wanted to like [A hostesses gave away our table. about the absolute worst Talk Then we have to sit at the "communal table.” Has anyone sat this table? They were stools in the entire world. I seriously wonder if anyone actual ly sat on them before picking them. about 8 inches wide with no foot rest area. once our server came she redeemed this review by adding 2 stars , I probably would have Anyway, given zero if it was possible. The ox tail with crispy rice was shrimp lover. The duck salad was

19 4 Activities Activities Daily business Customer service call/ problem Sale (new) Sale (existing) Relationship call Implementation (new) Implementation (existing) Billing/payment Advice D D D D D D D D D Timeliness Timeliness Ease/ Convenience Price D D D Elements Elements w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . People Process Look/Feel Expertise D D D D Channels Channels Customer Experience! Branch Web Mobile Device (person) Telephone In-person Meeting D D D D D

20 5 prospect ? w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . How do we migrate from a vague "we differentiate on service" to clearly differentiated experience? Do we have to choose one area – channel, activities, elements where excel? If so, how do we decide? In what ways can we differentiate the customer experience outsi de of “customer service”? – e.g., implementation, daily business/transactions, etc. How do we migrate away from a heavy reliance on individual empl oyees to deliver an exceptional customer experience? Should we? How can we demonstrate a differentiated experience to What role do and should traditional customer service groups pla y? How should we be measuring differentiated service? Is there ro om for new types of metrics (e.g., moving away from just client satisfaction score s)? So Many Questions D D D D D D D

21 Dave Wexler Dave Wexler Discussion Leader: Discussion Leader: © 2011 Treasury Strategies, Inc. All rights reserved. All rights reserved. Strategies, Inc. Treasury © 2011 Management Differentiation through Sales and Relationship

22 2 4. 4. Internal Partners?? Partners?? Alignment Alignment 3. 3. Force Force Sales Charm vs. them both? them both? The Ideal capability? Can one have 2. 2. Models Models w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . Sales & Support 1. 1. Client Client Agenda Experience Experience

23 3 Negative Negative What new sales person is going to call on me next? How can I buy from someone who isn’t listening to my needs? I wish had one direct contact to speak to at the bank! Why haven’t you called me in over 6 months? ? ? ? ? w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . What Makes the client experience? What Makes the client experience? Positive Positive My bank is a catalyst for change across My bank is a catalyst for change across the enterprise. I want my bank to be a thought-leader. Talking to my Bankers - even when things are running smoothly - makes it feel more like a partnership. ? ? ? Client View

24 4

Focus Focus Product grow up? grow up? the TM bank? TM bank? the to be when you Are the goals of Who do you want Sales aligned with Industry Segment w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . Geography Geography model? model? Market Segment Segment What variable creating a sales matters the most in matters the most in Optimizing the Client Experience

25 5 w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . Where does technical sales belong? Global? Where does your bench strength come from? Sales Support – Delighting the Client Sales Support

26 6 High Achiever High

Perfection Market Wise w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . Passionate The Face of Sales

27 7 RM, TM and Client plan together RM, Sales process agreed/followed Enhanced client experience Deeper relationship for Bank ? ? ? ? Partnership

w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . RM disengaged Lack of client focus Opportunistic vs. Strategic Roles unclear ? ? ? ? Alignment/Engagement with RMs Product Utility

28 8 w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . How best to blend data mining, strategy and people? What is the appropriate amount/ratio of time that should be spe nt in front of clients? On administration? If Product consultants sell complex solutions, why not replace the core sales team with them? How best to coordinate various sales resources with clients? Are there more qualitative/subjective metrics that can be used to measure performance than new business closed? What is the right balance of Comp vs. Recognition? Other Thoughts... ? ? ? ? ? ?

29 Greg Cicero Greg Cicero Discussion Leader: Discussion Leader: © 2011 Treasury Strategies, Inc. All rights reserved. All rights reserved. Strategies, Inc. Treasury © 2011 Finding Growth in a Crowded Market

30 2 w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . Growth for Walkers/Joggers Growth for Runners Growth for Sprinters H H H Discussion Framework

31 Growth for Walkers/Joggers Growth for Walkers/Joggers

32 4 w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . SB/MM/LC New verticals New geography New distribution channels Accept (and mitigate) higher-risk profile clients Fraud Regulatory challenges Paper to electronic Revenue management Outsource as needed Search for ways to expand your client base New product (traditional line) Bring everything to the Web Attack common industry issues What Are The Basics That All Banks Should Be Doing? H H H H H H

33 5 w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . realistic ? different markets Where is the greatest opportunity for growth? Is 10–15 % growth H H

Doing more of what you are doing Doing it better Doing it in Discussion Topics – Walkers/Joggers

34 Growth for Runners Growth for Runners

35 7 50 +43% 35 DPO Leaders

29 Median 30 -33% 45 DSO Laggards Source: APQC, A.T. Kearney; Fortune Global 500 A.T. APQC, Source: 55 Working capital opportunity – Fortune 500 Working w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . Supply chain risk systems Managing IT Pension obligations Protection of intellectual property Balance sheet weakness Cost of health care Attracting and retaining qualified Ability to forecast results capital management Working Maintaining morale/productivity employees during economic downturn “Runners” Understand What Customers Want Top concerns of CFOs in 2010 Top Source: The Hackett Group Source:

36 8 or easier or easier make operational business business Bank solutions that activities faster, cheaper activities faster, improve or automate key corporate decisions/activities corporate decisions/activities Bank solutions that accelerate, that help corporations grow their Value-added solutions and insight Value-added w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . Strategy Strategy Analysis Analysis Advice & Business Accessibility & Efficiency Accessibility & Efficiency “Runners” Deliberately Select Their Target Customer Solution Framework

37 9 Local Local Global Global Regional Regional High High Touch Touch w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . Services Services Automated Automated Product Product Industry Industry Segment Segment “Runners” Carefully Decide How They Will Differentiate

38 10 w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . Offering new product line/business Offering Delivering full service global capabilities decisioning tools Offering Insourcing labor-intensive corporate processes (payables, recei vables) Segmenting/Customizing/Differentiating Eliminating all paper processing H H H H H H Breakout Opportunities What are more sophisticated banks doing?

11 w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . brand and value proposition ? What risks do they present? What role do they play? Does your full organization deliver on those promises? How important is the customer in your strategic product/business Do customers know your development process?

H H Discussion Topics - Runners

40 Growth for Sprinters Growth for Sprinters

41 13 Scope Harvest Financial Settlements Value Liquidity Drivers Business Customer Life Cycle w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . Scale Reinvest Payments Commercial Strategic Decisions in a Treasury 3.0 World

42 14 Commodity/Slow/One-Trick vs Innovative/Agile/Comprehensive Commodity/Slow/One-Trick Unsure of value proposition Aggressive ROC/IRR hurdles: payback timeframe Where is scale manifesting? Is scale an obstacle? w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . "Payments only" strategy Poor marketplace perception Infrastructure, Plant) investment (FTE, S/W, Insufficient Balance sheet constraints Lack of scale and efficiency Fear of outsourcing/too much is outsourced "Customization is too expensive” Unable to differentiate Inability to execute expertise/training Insufficient Expense and risk H H H H H H H H H H H What’s Inhibiting Your Growth? Strategic Financial Infrastructure Differentiation Resources Regulation

43 15 alignment with your business model? w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . manage significant change and execute with Is your operating model in Can your organization excellence? H

Discussion Topics - Sprinters H

44 16 unleash your growth ? The Sacramento Bee © w w w . T r e a s u r y S t r a t e g i e s . c o m r e a s u y S t g i . c o m T w . Approve new/lighter “track shoes” Lower the “hurdles” Allow more “stretching”

What three things can senior management do to Dispense more Ibuprofen ?? How to Win the Race H

45 Dale Sorenson Discussion Leader: © 2011 Treasury Strategies, Inc. All rights reserved. Strategies, Inc. Treasury © 2011 Environment in the New Regulatory Optimizing Profit and Value Optimizing Profit and Value

46 2 w w w . T r e a s u y S t g I . c o m T w . Regulations May Push Revenues Down an Historic Slide

47 3 Covers all aspects of financial markets Alters the flow of capital and economics of financial markets Detailed and prescriptive Heavy on compliance, reporting and prescriptive risk mitigation Most countries developing their own schemes International bodies weighing in Like an arms race : : : : : : : Massive Intrusive Global w w w . T r e a s u y S t g I . c o m T w . Overview: Regulatory Impact

48 4 w w w . T r e a s u y S t g I . c o m T w . Regulatory Outlook are entering the rule-writing phase, and extra-jurisdictional issues We emerging.

49 5 w w w . T r e a s u y S t g I . c o m T w . Adapting to New Corporate Attitudes Adapting to New Corporate Banks Toward

50 6 Downside w w w . T r e a s u y S t g I . c o m T w . Upside Regulatory Consequences for the TM Regulatory Consequences for the Business of Large Banks

51 7 Market Laggard ? Strategic Position w w w . T r e a s u y S t g I . c o m T w . Market Leader How Will You Respond? You How Will

52 Discussion Leaders

53 Anthony J. Carfang Partner and Director (312) 443-0840 [email protected]

As a Partner and Director of Treasury Strategies, Inc., Tony sets the strategic direction of the firm and works with our consulting practice areas to help our clients achieve their business objectives.

Tony has helped guide many of the world’s largest banks and securities firms to position their services effectively in the marketplace, and has worked with corporations to optimize their treasury management strategies. He is a vocal advocate of clients’ interests surrounding regulatory issues and liquidity management. He has appeared on several shows including MSNBC’s Kudlow Report and Bloomberg News to debate proposed money market fund regulations and valuation of auction-rate securities.

Tony received his MBA from Northwestern University and BS from Duquesne University. He founded the Alpha Phi Delta Foundation, which oversees a scholarship fund and other philanthropic activities, and is a member of the board at Duquesne University. He’s also a specialist in Italian genealogy and an avid chess player and coach.

54 Greg Cicero Principal (412) 999-4549 [email protected]

Greg Cicero is a Principal at Treasury Strategies, Inc. in the Financial Services Consulting Practice. Greg brings to the Treasury Strategies team more than 30 years of project management, banking operations, consulting and leadership experience. As a previous treasury management business owner, his strengths are in understanding a broad functional view of the TM business, crafting solutions that encompass the entire customer experience, and developing strategies to improve profitability.

Greg’s work with both bank and non-bank financial institutions assists them to develop effective business strategies, establish successful product positioning, streamline operations, and improve client management. The results of his efforts help clients achieve their market and revenue goals.

Before joining Treasury Strategies, Greg spent more than 25 years with Mellon Bank and BNY Mellon. Most recently, Greg was Department Head for BNY Mellon’s Working Capital Solutions (TM) business, one of the world’s leading cash management organizations. He held several leadership roles prior to that in product management and operations. Greg started his career at Andersen Consulting, providing design and installation expertise on large manufacturing systems engagements.

Greg holds BS degrees in both Economics and Psychology and an MBA in Finance from the University of Pittsburgh and is a Certified Cash Manager.

55 Cathryn R. Gregg, CCM Partner and Director (312) 443-0840 [email protected]

Cathy Gregg is a Partner and Director of Treasury Strategies, Inc. In addition to setting the firm’s strategy and direction, she works with our consulting practice areas to maintain relationships and achieve our clients’ business objectives.

Cathy has led the firm’s advances in several areas including the not-for- profit sector as well as services for treasury technology and sales process improvement. She has a deep-seated enthusiasm for payment systems and banking industry evolution, which has led to her pioneering approaches for payments business advancement in both the corporate treasury and banking sectors, as well as authoring a chapter in the book “Surfing Payments Channels.”

Cathy received her MBA from the University of Chicago following a BA in Economics and Psychology from Kenyon College, where she has served on the Board of Trustees. She currently teaches women’s studies at Orchard Church, and is an avid gardener and cook.

56 David C. Robertson Partner and Director (312) 628-6950 [email protected]

As a Partner and Director of Treasury Strategies, Inc., Dave Robertson leads the Financial Services Practice Area working with global and regional banks, payment and liquidity providers, regulators and associations.

His work enables clients to refine their solution offerings, position their capabilities and price to optimize value. Dave also developed the firm’s proprietary methodologies in deposit engineering, pricing strategies and new product development.

He is the co-author of “Treasury 3.0” and “The Street View,” two white papers on the direction of the treasury services industry and the value of the payments business, respectively.

Dave holds an MA in English Literature from Northwestern University, and a BS in Finance from Indiana University. He also serves as Editor for the Journal of Corporate Treasury Management, a peer-reviewed journal advancing the Treasury industry knowledgebase, and is Vice President of the Board for the Carole Robertson Center for Learning. His interests include education, literary theory, and music.

57 Chrystal Pozin, CTP Principal (312) 628-6964 [email protected]

As a Principal at Treasury Strategies, Inc., Chrystal Pozin is a member of the Financial Services Practice. Her work helps clients maximize the value of their Treasury Management organizations.

Chrystal works with clients to minimize revenue leakage and support the full scope of new product development, including market research, product design, positioning, pricing and marketing. She also works with clients to develop competitive web solutions including online cash positioning tools, core electronic banking/information reporting platforms, and liquidity management portals.

Chrystal has written articles that have appeared in Worth magazine, Treasury Management International and gtnews.com. She also co-authored the chapter on sweep accounts in Pratt’s Corporate Treasury Management Manual.

She holds a BA in International Relations from Emory University and is a Certified Treasury Professional.

58 Dale R. Sorenson Principal (312) 628-6908 [email protected]

As a Principal in the Financial Services practice of Treasury Strategies, Inc., Dale Sorenson works with clients to develop and position products, optimize process and improve organizational design.

Dale works with both global and regional commercial banks as well as non-bank providers. Clients benefit from his guidance through maximized revenues and improved competitive positioning.

He holds a PhD in History and an MBA in Finance from Indiana University and a BA from Cornell College. He is frequently published in industry periodicals including the AFP Exchange, Journal of Payments Strategies and Systems, and International Treasurer.

59 David Wexler Principal (646) 998-9504 [email protected]

Mr. Wexler is a Principal at Treasury Strategies, Inc. in the Financial Services consulting practice. He has an extensive background spanning nearly 20 years in back office operations, including deep expertise in payments and foreign exchange.

He works with clients to develop their global pricing and product strategies as well as operational frameworks for delivering payments, FX, and liquidity management solutions. Dave’s clients also benefit from his strong sales experience, which enables him to deliver thoughtful and actionable solutions that help maximize profits and meet client needs.

Prior to joining Treasury Strategies, Dave held several senior sales roles and was Head of Payments and Cash Management at HSBC Bank USA. He also held senior roles with ABN AMRO where he ran FX/MM payment operations in both the US and Europe and later became Head of Sales for Western Europe.

Dave earned his BS degree in Accounting from Trenton State College. He is a frequent presenter at industry conferences, and previously held NASD Series 3, Series 7, and Series 27 certifications.

60 Join Us On Linkedin

61 Join Us On Linkedin

Treasury Strategies has created several LinkedIn networking communities in order to facilitate communication and innovation within the treasury and finance industry. Listed below are descriptions for all our groups. To join a group, visit www.TreasuryStrategies.com.

Bank Treasury and Financial Risk Management This network brings together professionals involved in the oversight and management of the bank’s treasury, ALM and financial risk management in order to discuss risk issues including interest rate risk, portfolio risk and commodity price risk, among others.

Banking Careers Career networking for commercial and investment bankers, financial officers, treasurers, cash and investment managers to share job opportunities and career advancement ideas.

Card Services This network brings together individuals who are responsible for managing and improving the processes, services and/or tools associated with card payments and/or collection processes within their organization.

Global Financial Markets This network brings together treasurers, CFOs, bankers, brokers, traders, asset managers and other professionals interested in the financial markets. The focus of discussion is on global money markets, capital markets and investments.

Financial Risk Management This network brings together professionals involved in the oversight and management of their company’s financial risks and exposures as well as solution vendors, in order to discuss risk issues including interest rate risk, foreign exchange risk and commodity price risk, among others.

62 Financial Services Regulation This network is for financial professionals interested in staying up to date on financial services regulation. CFOs, bankers, fund managers, treasurers welcome.

FX Risk Management This network brings together those who are involved in FX risk management activities from either a corporate or bank perspective to share ideas for both strategic and tactical success.

Global Trade This network brings together professionals involved in the management or financing of their company’s global trading as well as executives of financial institutions that provide trade services.

Health Care Treasury This network brings together professionals involved in the management of treasury and finance within health care organizations as well as executives of financial institutions that provide treasury services.

Higher Education Treasury and Finance This network brings together higher education finance and treasury professionals.

Liquidity Management This network brings together professionals involved in the management of their company’s liquidity as well as executives of financial institutions that provide liquidity management services.

Operational Risk Management Network This network brings together those managing operational risk for financial institutions, hedge funds, securities dealers, insurance companies and other transaction-intensive firms.

63 Payment Factories This network brings together those involved in financial management, treasury, shared service centers and payment factories.

Payment Systems This network brings together professionals involved in both global and regional payment systems. These systems involve both the electronic- and paper-based movement of funds as well as card based and mobile transactions.

Public Sector Treasury and Finance This network brings together professionals involved in the management of treasury and finance within the government, municipal and public sectors.

SWIFT Connectivity This network brings together professionals involved in the funds transfer activities of their organizations, particularly those who move funds over SWIFT’s global network. Members include executives from corporations, banks and software companies.

Treasury Accounting This network brings together professionals involved in both global and regional treasury-related accounting issues. These issues include FAS 133, IAS 39 and others.

Treasury Careers This group is for career networking in the treasury and finance profession. CFOs, Treasurers, and financial officers discuss and share jobs opportunities.

64 Treasury Management This network brings together treasury and financial professionals who manage treasury functions. Members share a common interest in treasury, cash management, banking, risk management and investments.

Treasury Services This network brings together professionals involved in providing treasury, payment and liquidity management services to corporations worldwide. Members are executives from banks, securities dealers, mutual fund companies, insurance companies and technology firms.

Treasury Technology This network brings together treasury and financial professionals, along with technology executives, who share a common interest in the technology that supports the corporate treasury function.

Trust & Custody This network brings together professionals involved in the management of the trustee and custodial services used by their organization as well as executives of financial institutions that provide those services.

Working Capital Management This network brings together professionals involved in the management or financing of their company’s supply chain as well as executives of financial institutions that provide working capital management services.

65 66 About Your Host

67 About Treasury Strategies, Inc.

Treasury Strategies is the leading treasury consulting firm working with corporations and financial services providers. Our experience and thought leadership in treasury management, working capital management, liquidity and payments, combined with our comprehensive view of the market, rewards you with a unique perspective, unparalleled insights and actionable solutions.

Corporations We help corporations maximize worldwide treasury performance and navigate regulatory and payment system changes through a focus on best practices, technology, liquidity and controls.

Treasury Technology We provide guidance through every step of the technology process. Our approach will uncover opportunities to optimize your treasury through fully integrated technology solutions. We are a certified SWIFTReady Consultant.

Financial Services We offer guidance to financial services providers to help shape strategy and implement solutions that position them to maximize profits, increase revenue, reduce risk and drive out costs.

Treasury Strategies maintains offices in Chicago, London& New York. Visit www.TreasuryStrategies.com for more information.

68 69 www.TreasuryStrategies.com