Certified Treasury Professional and Industrial Engineer with eleven years managing liquidity, investments, working capital, payments, and treasury operations across global organizations. I take treasury from spreadsheets and institutional knowledge to a documented, governed, measurable function, then build the tools that keep it there.
Most finance organizations are running billion-dollar balance sheets on institutional knowledge, Excel, and hope. I fix that.
Eleven years across banking and corporate treasury, managing more than $100 million in liquidity, executing daily activity within a $500M+ portfolio, and keeping over 95% of available cash earning interest at negotiated rates. What distinguishes the work is the move from identifying a treasury problem to shipping a working solution.
You can't answer “how much cash do we have, where, in what currency” in under an hour. Daily positioning is a weekly scramble.
You don't know who has admin rights on your bank portals, who can wire money, or which former employees still have access.
Idle cash sitting in non-operating accounts. Bank fees nobody renegotiates. FX losses no one measures. Covenants no one tracks.
No written Investment Policy. No FX policy. No documented DoA. When auditors or a new sponsor show up, the answer is “we'll get back to you.”
The framework I build from. The scope changes with a company's size, complexity, and maturity; the pillars do not. Built from the ground up twice: at IPSY alongside my manager, where I owned most of the technology, and at Analytic Partners, where I lead the build end to end.
Daily global positioning, standardized forecasting, variance tracking, and a single source of truth across entities, banks, and currencies.
Global account inventory, global signatory management, access hygiene, standardized bank documentation, and centralized ownership of every banking relationship under Treasury.
Approval workflows, cash pooling, disbursement calendars, and fraud-prevention controls built into every payment rail.
Lender reporting calendars, covenant monitoring dashboards, hedging strategy reviews, and CFO-side support on refinancing and new facilities.
Investment guidelines, counterparty limits, concentration monitoring, and performance reporting against benchmark yields, all governed by policy.
Card program design, rebate optimization, automated reconciliation, and global usage policy with ERP-integrated reporting.
Future-state TMS design (Kyriba, GTreasury, Panax, Trovata), API connectivity, unified data model, and BI dashboards for every stakeholder. I have implemented other people's systems and architected my own.
Foreign exchange and interest rate risk policy, sanctions screening, FBAR compliance, audit-ready controls, fraud assessment, and treasury business continuity planning.
Formal touchpoints with FP&A, Tax, Payroll, and Accounting. Treasury at the table for M&A, entity structuring, and capital allocation.
A complete, board-approved policy library: Cash, Investment, Foreign Exchange, Interest Rate, Card, Intercompany, Counterparty, plus a Delegation of Authority, version control, and review cadence.
I start with the highest-risk work and end with a fully codified, audit-ready treasury function handed back to your internal team.
Systems implemented or operated daily, organizations served, and the institutions behind the credentials.
Six roles across banking, real estate, mobility, beauty commerce, and marketing analytics. Every one of them ended with a process running better than it started.
Every figure here comes from a specific role and a specific initiative, listed above.
When a treasury process is documented and measured, the next step is to build the tool that runs it. Not prototypes and not mockups: tools that run, that other people use, and that replace work someone used to do by hand.
A complete TMS I architected and built: cash position, transactions, forecasting, variance, liquidity and bank governance in one application. Multi-entity, multi-currency, bilingual, with role-based permissions and a full audit trail.
The forecasting core. A cash bridge that ties opening balance to closing, automated entries driven by transaction rules, scenario modeling, and variance analysis measured against actuals rather than against the last forecast.
Interactive dashboards, decision-support systems and workflow automations. It started with a self-taught library of 40+ Excel and VBA macros at Banco General, moved through Power Query, Power BI and Tableau, and now runs as an application I designed and AI coded. Same problem, better tools each time.
Three operational views: global liquidity and exposure, a 13-week forecast with variance against actuals, and debt with covenant monitoring. Drillable, tied to source systems, and sized for an executive review, a board pack, or a lender report.
| Category | Forecast | Actual | Variance $ | Variance % | Commentary |
|---|---|---|---|---|---|
| Opening Cash | $272.2M | $272.2M | — | — | Jan 1, 2026 opening balance |
| Operating Inflows — Customer Receipts | $185.2M | $187.4M | +$2.2M | +1.2% | Meridian Retail paid 8 days early; collections ahead across top 3 accounts |
| Operating Outflows | −$138.0M | −$139.6M | −$1.6M | −1.2% | T&E overrun partially offset by marketing deferral |
| Payroll & Benefits | −$68.0M | −$69.3M | −$1.3M | −1.9% | Q1 merit increases activated Feb 15 vs. Mar 1 plan |
| Facility & Office | −$9.2M | −$9.0M | +$0.2M | +2.2% | On plan |
| T&E | −$6.4M | −$8.2M | −$1.8M | −28.1% | Q1 sales kickoff overran travel budget; policy tightening in Q2 |
| Marketing | −$19.8M | −$18.4M | +$1.4M | +7.1% | Q1 campaign launch deferred to Q2 |
| Outside Services | −$14.6M | −$15.2M | −$0.6M | −4.1% | Audit fees trended above plan |
| Software & Data | −$20.0M | −$19.5M | +$0.5M | +2.5% | AWS reserved-instance renewal captured savings |
| Operating Cash Flow | $47.2M | $47.8M | +$0.6M | +1.3% | Receipt timing offset OpEx variance |
| CapEx | −$18.2M | −$18.4M | −$0.2M | −1.1% | Production equipment delivery accelerated 2 weeks |
| Debt Service | −$12.1M | −$12.1M | $0 | 0.0% | On plan · Senior + TLB interest |
| Other Financing | −$4.8M | −$4.9M | −$0.1M | −2.1% | Revolver interest · no new draws |
| Net Change in Cash | +$12.1M | +$12.4M | +$0.3M | +2.5% | Net cash flow landed $0.3M ahead of plan |
| Ending Cash | $284.3M | $284.6M | +$0.3M | +0.1% | QTD ending cash within 0.1% of forecast |
My strength is seeing the entire system: the financial objective, the operational workflow, the data underneath, and the technology required to connect them.
I am always open to a conversation with finance leaders, recruiters, and founders working on treasury, liquidity, and the systems underneath them. The fastest way to reach me is email.
hello@rubencedeno.com LinkedIn