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Banking / Treasury

Global Bank Treasury Team

Mid-sized treasury operations across multiple time zones and business units streamlined decision-making and eliminated redundant oversight, reducing coordination overhead by 82%.

82%
Reduction
$413K
Annual Savings
8 weeks
Implementation

Organization Profile

A mid-sized global bank with treasury operations spanning three continents and five business units. The treasury team (45 professionals) managed liquidity, funding, hedging, and counterparty risk across multiple entities and regulatory frameworks.

Despite being well-staffed and technically sophisticated, the organization was struggling with decision velocity. What should have been simple approval processes took weeks, and senior leadership was spending 40%+ of their time in coordination meetings rather than strategic work.

The Hidden Coordination Tax

Where Coordination Overhead Was Hidden

  • Approval Chains: A funding decision required sign-offs from 7 different people across 4 departments. Each step took 2-3 days.
  • Daily Coordination Meetings: 4-5 meetings per day just to sync on status. Attendees often prepared the same information for multiple meetings.
  • Redundant Reviews: Risk, Compliance, and Finance each independently reviewed the same transactions, creating bottlenecks.
  • Documentation for Alignment: Emails, meeting notes, and shared documents were duplicated because teams didn't trust they had the latest information.
  • Escalation Overhead: Decisions that should have been delegated were escalated due to unclear authority boundaries.
  • Cross-timezone Delays: Decision-making was synchronized to headquarters time, forcing teams in other regions to wait.

The Real Cost

At an average loaded cost of $180K per treasury professional, 82% coordination overhead meant each person was spending approximately $147K of their annual value per year on coordination activities rather than value-generating treasury work.

With 45 treasury professionals, that's $6.6M annually spent on coordination. The organization calculated that 35% of this overhead could be eliminated through better organizational design—yielding $413K in annual recoverable time that could be reinvested in revenue-generating activities.

Engagement Phases

Key Outcomes

Quantifiable Results

Business Outcomes

Business Outcomes (continued)

Client Perspective

"Before, we thought we were well-organized because we had processes for everything. What we discovered was that our processes created as much overhead as they solved. We were so busy coordinating that we couldn't actually do treasury work. What Luigi helped us see is that the best organization isn't the one with the most processes—it's the one that trusts people to make decisions within clear boundaries. That trust completely changed how we operate."

— Treasury Director, Global Bank

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