Adam Glasser discusses how AI is reshaping corporate treasury work, from automation risks to the need for critical thinking. He argues that treasury teams must adapt their skills and collaborate differently as technology changes what the job demands.
Foreign. I think the biggest challenge is how AI is going to play into corporate organizations, including treasury functions. And so there's a lot of assistance. It's really cool, it's really unknown. And so that is a big unknown. So, you know, we. The reason I think about that first is you have cyber insurance. Well, you have a lot of. You have AI that's being brought in. Well, what else is going to be automated? And with AI, I think the balance is you get a lot of upside, benefit from understanding what's going on, but you don't get not critical thinking. There are a lot of things in treasury that I find you intuit because you have experience and you look at all these numbers and, and you say something is wrong here. I'm not sure, but something's wrong. And you start digging and you find out the anomaly because you're looking at this and you're thinking through things and you're thinking of your past experience. And so I think that just the way this is coming is it's getting pushed out much faster than it's understood how this is actually going to impact it. So I think that's the biggest thing. Is it coming into our treasury organization yet? No, but it's coming into our IT organization. So it's just a matter of time. The company measures itself on very traditional metrics. Not. I mean, we have a great ESG component, although that's not necessarily treasury focused. Outside of all of our banks wanting to know everything we're doing because they have reporting requirements, which means we have reporting requirements, but we're focused very much on working capital and managing working capital like a lot of companies. And then what I'm trying to embed is the risk adjusted analysis. So that's tough because it's not the normal perspective here. So different metrics around how much risk, how much variability that we're willing to live with in order to achieve these goals. A lot of the metrics aren't that new and the conversation is really, again, it's not basic, it's just trying to hammer home here are all the different things, the surprises that we don't want to have happen. Knowing that you don't know things is just fine and asking for help is, is fine. So having people there, usually people are more than happy to talk about things they know about. So I'm not bashful. I still say that today when I get on the phone with banks that there's things that are complicated. I've done this in business school or I've done it just walk me through it again and refresh my memory, and then things come back. So I think that being able to ask for help, at least at a high level, has worked for me, hasn't hurt me, and it's helped me learn more and then perform better. Help the companies I work for.
