Examples of our Work

The central treasury had implemented a TMS without financial instrument modules in production. They required component forecasts from trading platforms, outside portfolio managers, a legacy financial instruments database, manually updated reports, and an enterprise ERP. None of the data was standardized.

Cost considerations prohibited development of a full consolidation hub application. GTP collaborated with the client's main and subsidiary IT departments to devise a compliant solution using a combination of internally approved technologies: SQL Server, Excel, VBA, SFTP, Active Directory, command utilities and bulk uploaders.

GTP combined the many components into an accessible, standardized solution and trained treasury staff to use it. IT easily adopted support because GTP used approved technologies and followed enterprise standards and policies when working with the client's staff.

For users, GTP designed an architecture for one-touch operation. After growing user eperience, two workstreams evolved into zero-touch imports into the TMS. This emerged from GTP's approach of encouraging participation and early engagement by both IT and treasury staff throughout build, deployment, testing, and cutover.

Upon client approval, GTP coded, configured, and worked with client DBAs and network engineers to deploy file transformers for every forecast source under a uniform, compliant architecture. Comprehensive testing was executed in collaboration with cash forecasters, traders, and interdpertmental staff. Users were trained in one-touch operations and exception tracing.

The result was a low-cost but effective enterprise forecast consolidation process that transformed a multiplicy of different forecast sources from disparate locations into importable files for the central treasury's TMS. This resulted in a disciplined, cohesively categorized emterprise cash foreast in their selected TMS.

As project advisors, GTP identified and interviewed stakeholders from payment operations and related technical departments. GTP charted all transaction reporting and payment files, connections, and bank services consumed across the enterprise.

These were traced to their original business purposes and documented on a living architectural map. This enabled clear analysis against the current and future need for the subscribed services. While unearthing rationalization opportunities, this also logged critical dependencies not to be broken by change.

Gap analysis against future state, leading practices and implementation planning led to a confident transformation plan and accurate work breakdown structures for project planning and budgeting. This plan was later used to audit and identify deficiencies in the acceptance phase of the project.

Redundancies, service consolidation opportunities, and required additional services were identified and drafted into a future state. This unearthed required payment stream changes, opportunities for improvement and operational considerations. In particular, enterprise payments were separated into direct treasury and bulk AP electronic streams.

The client was able to plan for common payment integration and transmission points for cost efficiency while applying differentiated security methods to each stream to comply with separate privacy, encryption and timing requirements.

Importantly, when comparing deliverables to to the architectural map, the client could distinguish progress in business capabilities versus technical iterations.

GTP additionally authored and tracked comprehensive test plans which detected major lurking defects to be escalated and remediated by the client's systems integrator. These would not have been identified without the detailed level of assessment enabled by GTP's plan.

The client's debt portfolio consisted of several hundred long-term and short-term issues with complex interest terms and corresponding swaps. Intercompany lending programs raised complexity. They wanted to ensure the encumbent vendor could cover substaintially all cases and structures of debt.

GTP gathered an inventory of electronic and paper source documents, including terms sheets, market curves from trade systems and spreadsheets from subsidiaries. Each debt and derivative type was modeled in Excel, using ad hoc code in some cases, to analyze TMS coverage. Exceptions were noted for drilldown and resolution. TMS Upload feasibility was also examined, to quicken implemenation.

The client rightly concluded they required an advanced back office system to handle complex derivatives, debt buybacks, collateral management, foreign issuances and associated swap relationships. Given the client's intention to operate as a net debtor in the foreseeable future, we collaborated with a 3rd party specialist to asess comprehensive requirements against market system capabilities.

In the interim, the client opted to import financial instrument cash flows into the TMS from legacy systems to complete enterprise cash forecasts. GTP created business processes and attended to the change management with treasury staff to ready the data in legacy systems. Ultimately, the client asked GTP to build interfaces to convert and import multiple data sources into the production TMS, daily.

GTP responded with common, IT-approved technologies. We collaborated with treasury staff, database administrators and network engineers to roll out import interfaces with features such as unique file identities for daily overwright of aged transactions. This logic was built to run automatically in the interface. Users received a low-touch conversion process with an opportunity to review derived cash flows (such as implied intercompany funding) before importing into the TMS.

GTP established integration between a TMS and the client's accounting system to create monthly amortization, fee and accrual entries from financial instruments and cash accounting entries for clearing processes. While our technical knowledge played a prominent role, our experience balancing competing organizational preferences proved key to client success.

New business processes, evolving operations and rapid growth meant new accounting challenges required a thorough understanding of both the TMS and the process choices made in the original implementation.

GTP first developed an overall strategy by convening requirements and restrictions from treasury, accounting, operating departments and IT. Next, we worked with key technical resources, accessing their specializations to create accounting rules in technical formats for integration.

The sheer volume of transaction types to cover was addressed with work breakdown structures familiar to GTP. Execution went from confusion and competition between departments to collaboration around a structured process with a clear path success.

The added challenge of a workforce adapting to COVID-19 required special approaches. GTP orchestrated project planning and resource marshaling with remote work methods we have practiced since before work-from-home became common.

The result was a tightly integrated TMS accounting module that met all requirements for stakeholders at an outstanding, sustainable level of quality.

Our client exhibited attributes of a financial intermediary. A large number of entities transacted pass-through and urgently funded payments. This meant cash positioning required constant updating, with immediate drilldown and pivoting capabilities. A special case of two-day current positioning was required. This made variance calculations especially challenging.

GTP strategized with the cient to develop a solution using Enhanced Activity Views in Reval. These provided the entity aggregation, pivoting and drilldowns by payment type. In addition to providing the solution architecture, GTP configured the screens in Reval and authored validation and test procedures for the client.

The success of the first phase encouraged adding unutilized credit facility balances to the same views. Additional entities were invited, resulting in added groupings and filters for the screens.

When the client realized heightened analytical potential from this solution, they hired a dedicated analyst for GTP to train, to continue their functional expansion after we completed the engagement.