← ALL SUCCESS STORIES
CASE 03GLOBAL ENERGY SERVICES & TRADINGGLOBAL PAYMENT HUB
A global treasury transformation, delivered through a single payment hub.
Fragmented banking connectivity, consolidated into one strategic platform — from procurement and Board approval through design, integration, testing and bank-by-bank go-lives, into sustainable business operations.
DELIVERED
ENGAGEMENT
Business Transformation Programme Leadership — Treasury Modernisation & Global Payments
PLATFORM
Global Payment Hub, integrated with Finance ERP & TMS
SCOPE
Treasury, finance, technology, banking partners, clearing houses and multiple vendors
OUR ROLE
Strategic Programme Director — selection through implementation and adoption
01 — CLIENT CHALLENGE
The organisation had a strategic vision: a centralised global treasury operating model to support future growth, strengthen cashflow management and improve controls and efficiency across its international businesses.
It recognised the need for a single Global Payment Hub — consolidating bank connectivity, standardising payment processing and providing a scalable platform for future treasury operations.
KT Transformation Advisory was engaged to provide strategic programme leadership from solution selection through implementation and business adoption.
A FRAGMENTED BANKING LANDSCAPE
— Multiple banking partners and payment channels— Different file formats, disconnected connectivity solutions— Unnecessary operational complexity and support effort— Limited visibility across global cash management
02 — PROGRAMME OBJECTIVES
i.
Select the right solution
The most appropriate Global Payment Hub, chosen through a robust procurement process.
ii.
Consolidate connectivity
Multiple global banking channels brought onto a single strategic platform.
iii.
Integrate the ecosystem
Seamless connections with the Finance ERP and Treasury Management System.
iv.
Standardise and strengthen
Standardised treasury and finance operations with improved resilience, governance and control.
v.
Deliver a sustainable operating model
Strong business adoption and long-term support capability — not just a go-live.
A significant business transformation — spanning treasury, finance, technology, banking partners, clearing houses and multiple external vendors.
03 — OUR APPROACH
1
Leading the Global Payment Hub procurement
With Group Treasury, Finance Operations and regional teams, we built a comprehensive view of business and technical requirements — then ran a structured RFP to identify the right strategic technology partner.
RFP DEVELOPMENT
— Comprehensive RFP documentation— Business and technical evaluation criteria— Inputs across Treasury, Finance and Technology
VENDOR MANAGEMENT
— Clarification questions through the response period— Communications with participating vendors— Consistency and fairness throughout
EVALUATION & SELECTION
— Assessment and scoring framework— Evaluation workshops and vendor demonstrations— Consolidated recommendation of the preferred vendor
2
Securing executive and Board approval
Working with executive sponsors, the programme outcomes and vendor recommendation were presented to senior leadership and the Board.
PROCUREMENT OUTCOMESCOMPARATIVE VENDOR ASSESSMENTBUSINESS BENEFITSDELIVERY APPROACHCOMMERCIALSPROGRAMME RISKS
Following Board approval, implementation planning commenced.
3
Mobilising a complex global transformation
A comprehensive mobilisation established the governance to let multiple workstreams progress simultaneously — with programme alignment and executive visibility intact. Dedicated working groups coordinated connectivity and onboarding for each banking partner and clearing house.
EXECUTIVE STEERING COMMITTEECORE PROGRAMME TEAMBANK-SPECIFIC WORKING GROUPSVENDOR DELIVERY TEAMINTEGRATION WORKSTREAMBUSINESS READINESS TEAM
4
Designing the target solution
Alongside advisory specialists and the implementation vendor, we led functional design for the future-state Payment Hub:
— Statement processing— Payment processing— Connectivity architecture— Payment approvals— Reporting— Operational workflows— Exception handling
5
Integration across the enterprise landscape
A parallel workstream delivered the full set of integrations with the Finance ERP and Treasury Management System — seamless financial data flows across the treasury ecosystem.
PAYMENTS OUTBOUND→ACKNOWLEDGEMENTS INBOUND→STATEMENTS INBOUND
6
Business readiness and user adoption
Technology implementation alone would not deliver success — significant emphasis went on preparing Treasury and Finance teams for the new operating model, so operational capability developed alongside technical delivery.
— Role-based training curricula— Vendor-led training coordination— Preparing business users for testing— Operational readiness support— Building user confidence— Knowledge transfer processes
7
Programme governance and delivery leadership
Strategic leadership across multiple internal teams, implementation partners and banking organisations — governance, vendor management, weekly operational reporting, Steering Committee leadership, risk management and executive decision support.
Programme planning stayed aligned with business capacity — keeping delivery milestones realistic and achievable.
8
Managing testing and business acceptance
A comprehensive User Acceptance Testing programme, delivered over three months with Treasury, Finance Operations and technology teams:
TEST STRATEGYSCENARIO DEFINITIONTEST CASE PREPARATIONUSER COORDINATIONDEFECT MANAGEMENTENHANCEMENT PRIORITISATIONREGRESSION & RETESTINGBUSINESS SIGN-OFF
Final approval was secured through the Technical Change Advisory Board before production deployment.
9
Delivering through incremental go-lives
Migrating multiple global banking relationships at once carries real operational risk — so deployment went bank by bank, counterparty by counterparty:
MANUAL STATEMENTS→INTEGRATED STATEMENTS→MANUAL PAYMENTS→INTEGRATED PAYMENTS
Each release fed lessons learned into the next — significantly reducing operational risk.
10
Establishing sustainable business operations
As implementation progressed, we worked with Treasury leadership and the Business Readiness team on the long-term operating model — a confident transition from project delivery into business as usual.
— BAU support model— Operational responsibilities— Support governance— Knowledge transfer— Vendor support arrangements— Service management processes
04 — OUR ROLE
Engaged as Strategic Programme Director — leading end-to-end delivery, and acting as the strategic link between executive sponsors, treasury leadership, finance teams, implementation partners, banking organisations and technology vendors.
— Programme strategy and mobilisation— Global Payment Hub procurement— Vendor selection and governance— Executive and Board engagement— Functional design leadership— Integration strategy— Cross-vendor management— Treasury and Finance stakeholder engagement— Business readiness and User Acceptance Testing— Go-live planning, operational transition and BAU support
05 — OUTCOMES
A modern, scalable global treasury platform — running as business as usual.
✓Preferred Global Payment Hub solution selected and implemented
✓Global bank connectivity consolidated onto a single strategic platform
✓Integrated payment and statement processing across ERP, TMS and the banking landscape
✓Strengthened governance, financial controls and operational resilience
✓Solution transitioned into a sustainable Business-as-Usual operating model
✓Implementation risk reduced through phased, bank-by-bank deployment
06 — BUSINESS IMPACT
Treasury transformation is not simply about new technology — it is about a resilient, scalable operating model with greater control, visibility and efficiency.
By combining strategic programme leadership with disciplined governance, structured vendor management and a strong focus on business readiness, the organisation successfully modernised its treasury capabilities.
The programme laid the foundation for future growth, standardisation and continuous improvement across the global payments and treasury function.