Register by May 22nd and save
proudly presents $300 off the standard price!
CASH LIQUIDITY &
MANAGEMENT TM
July 28-29, 2009 • New York, NY SUMMIT
Reducing Global Liquidity Risk and Maximizing Cash Flow Potential
Through Strategic Financial & Operational Alignment
Learn these steps to recession-proof your This year’s distinguished
financial and operational strategy:
speaker faculty includes:
• Achieve global visibility of cash with improved forecasting models
• Streamline your financial capabilities by bridging cross-functional Unilever U.S.
communication gaps
Pfizer, Inc.
• Ensure creditworthiness and cement bank partnerships with a
business strategy all stakeholders will support Southern Company
• Unlock cash by conducting full-scale assessments of the physical
supply chain
General Electric
• Bolster your company’s long-term growth potential with sound Wyndham Worldwide
investment practices Corporation
Eastman Chemical Company
WHERE DO YOUR CURRENT CASH Harman International
FORECASTING CAPABILITIES RANK? Pernod Ricard USA
As an add-on to the event, take advantage of a webcast Easton-Bell Sports, Inc.
featuring information from a new Hackett report that can help
you and your organization improve cash position. Blyth, Inc.
Find out by signing up for a FREE pre-event Michael C. Fina
benchmarking webcast! See page 3 for details.
Zirh Holdings, LLC
AvMed Health Plans
Plus Earn CPE Credits! HealthSTAR
Communications Inc.
Cinedigm Digital Cinema
Corp.
Media Partner:
Ernst & Young
www.iqpc.com/us/CashManagement

THIS YEAR’S SENIOR AUDIENCE
WILL INCLUDE:
CASH LIQUIDITY & • CFOs
MANAGEMENT
• COOs
• Treasurers
• Controllers
SUMMIT TM •
•
VPs and Directors of Finance
VPs and Directors of Operations
• Assistant Treasurers
Dear Colleague, • Assistant Controllers
What’s changed in Cash and Liqu
idity Management? Though overseei SPONSORSHIP AND EXHIBITION
sheet has always been a top priority, ng the balance OPPORTUNITIES
today’s volatile financial market dem
have a firmer grasp over cash and ands that you Sponsorships and exhibits are excellent opportunities
risk moreso than ever before! Not for your company to showcase its products and
must also assume greater responsi only that, you
bilities and further engage yourself services to high-level, targeted decision-makers
discussions to ensure your operatio in cross-functional attending the Cash and Liquidity Management
ns continue and the company exits Summit. IQPC helps companies like yours achieve
Your ability to manage cash and liqui the downturn.
dity more efficiently, effectively and important sales, marketing and branding objectives
the key to your success. resourcefully is by setting aside a limited number of event
sponsorships and exhibit spaces – all of which are
custom-tailored to assist your organization in creating
Even as you hunker down to get a platform to maximize its exposure at the event.
your company to where it needs
makes it uncertain as to the best to be, the market
way to get there. What is clear is For more information on sponsoring or
know your global cash position to that you must exhibiting at this or upcoming events, please contact
make the key business decisions Mario Matulich at 1 (212) 885-2719 or
you out of the downturn. To achi necessary to guide
eve this, you will need to capture sponsorship@iqpc.com.
and transparency of financial proc full cash visibility
esses, align Treasury functions with
solidify bank relationships and ensu Operations,
re long-term growth with strategi With Special Thanks to the
a time when we are all being aske c investments. At
d to do more with less, this is no Treasury Management and
small task!
Finance IQ Advisory Board
Treasury Management & Finance IQ’s
Cash and Liquidity Management Sum
designed to make the most of your mit is Jacquelynne Kidd, International Treasury, The
time out of the office. Attend this Goodyear Tire & Rubber Co.
how your financial and operational event and hear
peers are addressing the current chal Navneet Govil, Controller, Sun Microsystems
investing in an unpredictable econ lenges on
omy, coping with counterparty risk Robert Yenko, Assistant Treasurer and Director,
liquidity. From beginning to end, each and unlocking Asia Treasury, Intel Corporation
and every session promises to prov
the key takeaways, tools and tech ide you with Willem van Alphen, Executive Director, Head of
niques that will be most impactful
on your business. Treasury & Investment Management Europe &
Middle East, RBS, Netherlands
I look forward to meeting you in New
York City! Lisa Rossi, Managing Director and Global Head of
Liquidity Management and Investments for Global
Transaction Banking – Cash Management,
your learning
Deutsche Bank
P . Maximize gning up for
.S Eliot Scherman, Professor of Finance,
si
experience by arking
Northeastern University
Christopher Boucher the Ha ck ett Benchm and Jon Ryley, Global Director, Enterprise Cash
page 3 Management, De La Rue CPS
Program Director W ebcast! Se e
! Karen Y. Greene, Vice President, Financial
Treasury Management & Finance
IQ register today Services, AmerisourceBergen Corporation
Christof Nelischer, Treasury Integration Manager
at TUI Travel plc
Robert K. Chan, CTP, Sara Lee Corporation
Registration Information Please note that multiple discounts cannot be Payment Policy: Payment is due in full at the
combined. time of registration and includes lunches,
refreshment and detailed conference materials.
End User Pricing A $99 processing charge will be assessed to all Your registration will not be confirmed until
registrations not accompanied by credit card payment payment is received and may be subject to
Register by Register by Register After Standard at the time of registration. cancellation.
May 15, 2009 May 29, 2009 June 26, 2009 Price MAKE CHECKS PAYABLE IN U.S. DOLLARS TO: IQPC * Venue:
CT residents or people employed in the state of CT
Conference (save $300) (save $200) (save $100) must add 6% sales tax. Please visit the website for venue information at
Only $1,299 $1,399 $1,499 $1,599 www.iqpc.com/us/CashManagement
Team Discounts: For information on team discounts,
Webcast FREE! please contact IQPC Customer Service at 1-800-882- For IQPC’s Cancellation, Postponement and
8684. Only one discount may be applied per registrant. Substitution Policy, please visit
www.iqpc.com/cancellation
Special Discounts Available: A limited number of
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Vendor Pricing government organizations and academia. For more restriction, please contact Customer Service at
information, please contact customer service at 1-800- 1-800-882-8684 to discuss your specific needs.
Register by Register After Standard 882-8684.
May 29, 2009 June 26, 2009 Price ©2009 IQPC. All Rights Reserved. The format,
Details for making payment via EFT or wire design, content and arrangement of this
Conference Only (save $600) (save $300) transfer: JPMorgan Chase brochure constitute a trademark of IQPC.
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Reference: Please include the name of the attendee(s) principles.
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2 1-800-882-8684 www.iqpc.com/us/CashManagement

Access to the Webcast will be available
PRE-CONFERENCE ONLINE WORKSHOP for viewing on July 13th and will last
approximately 45 minutes.
Eliminating the Uncertainty and Volatility in Forecasting Cash Flow
Today, organizations are struggling to effectively balance a short-term survival strategy with long-term growth opportunities because they do not have a firm
grasp on their global cash position. Without a predictive barometer in place, executives lack the capacity to make well-informed business decisions necessary
to overcome this universal obstacle, and as a result, steer their company out of the current recession. Participate in this pre-conference webcast workshop to
learn the results of a recent study conducted by REL/The Hackett Group, and gain a deeper understanding and clarity around those mission critical tools your
peers are using to counteract current economic pressures. As part of this webcast, you will answer the following questions:
•
What are the key drivers of cash flow uncertainty and volatility today?
•
What are the current best practices that support cash forecasting accuracy and effectiveness?
•
Where are companies likely to invest and seek cash forecasting improvements in the current market?
•
What metrics should be used to measure forecasting effectiveness?
After you benchmark against the study, you can drive immediate improvements in your business, and take with you to the conference key challenges and
questions to pose to an authority on the report and your peers!
REL & The Hackett Group
MAIN CONFERENCE DAY ONE Tuesday, July 28, 2009
7:30 Registration & Coffee 10:00 Morning Networking Break
8:15 Chairperson’s Welcome and Opening Remarks 10:30 Accelerating Cash and Working Capital Adjustments by
Aligning Financial and Operational Metrics and KPIs
8:30 Opening Keynote: New Dynamics of Financial As you know, operating cash flows are a primary source of corporate
Forecasting in a Crisis Economy: Upscaling liquidity and managing working capital is a critical, yet elusive
Operations by Reengineering Conventional Models element in that equation. Providing key decision makers with the
Gone are the days of using prior year data or stretch goals to arrive ability to measure and monitor the results of their actions on
at a financial plan to lead the business. The hard realities of the working capital components and cash flows across the global
recession have created a new dynamic in how you arrive at a sales enterprise and at the business unit level is essential to driving the
budget, how often you need to reevaluate your assumptions and most productive deployment of cash. Establishing a common metric
how deep you need to dive into the detail to make sure you are not that is deployed in a standardized system with impeccable integrity
wrong. In this session, you will learn how to: enables all levels of management to align with the corporate goals
•
Sustain operations by communicating a strategy that addresses the and objectives for cash flow. In this session, you will learn how to:
paradigm shift from long-term planning to short-term survival AND •
Develop a greater understanding of and enable more effective
long-term planning deployment of cash by breaking your working capital down into
•
Enhance the transparency of financial standing, goals and internal individual business units
measures by creating new levels of cross-functional partnership •
Improve performance-tracking by developing common global
•
Drive excellence in assessing your cash position with more frequent financial metrics
internal due diligence practices •
Enhance enterprise-wide functionality and transparency by
Mark Ellis, CFO, Michael C. Fina integrating all data into a single working platform
Victor Allen, Former VP & Treasurer, Eastman Chemical Company
9:15 Silo Breaker Session: Improving Your Financial
Strategy by Bridging the Communications Gap 11:15 Achieving Improved Liquidity Management with
Between Treasury and Operations Customizable Investment Policies and Cash Flow
As heightened pressures prompt companies to manage their Forecasts
Operations more closely, the CFO and COO must insinuate One of the biggest issues facing corporate treasury departments is the
themselves into cross-functional discussions on a more frequent basis ability to maintain an adequate level of liquidity while avoiding the
in order to optimize cash and liquidity. Aside from the obvious opportunity cost that will invariably come from the accumulation of
challenges associated with bandwidth, this crucial alignment excess funds in low-yielding accounts. One of the biggest challenges
between Finance and Operations is fraught with the possibility of comes from the implementation of an effective working capital
misaligned metrics and competing priorities. Although no one can management strategy when many financial activities are outside of the
accurately predict when the economy will turn around, the best- Treasurer’s direct control. In this session, you will learn how to:
positioned companies will be those who recognize the need to break •
Design an investment policy and increase investment yield with a
down silos with a keen focus on enterprise planning and supply strategic synthesis of company environment, alternative allocation
chain risk management. In this session, you will learn how to: scenarios and simulated future expected returns
•
Synchronize disparate objectives by creating a flexible, yet •
Achieve an accurate cash flow forecast that meets funding
sustainable governance model acceptable to all stakeholders requirements and stays within the boundaries of the investment
•
Develop a more comprehensive financial plan and cash flow policy by leveraging treasury workstations
projection with a full-scale assessment of the physical supply chain •
Ensure enterprise-wide support of new financial initiatives by
•
Accelerate cash management capabilities by deriving appropriate building an effective business case that the company’s stakeholders
KPIs and operational metrics will buy into
Tony Donofrio, COO, Easton-Bell Sports, Inc. Gene Ballesteros, Director, Treasury Services, AvMed Health
3 1-800-882-8684 www.iqpc.com/us/CashManagement

Day One Continued
12:00 Networking Luncheon 3:30 Solidifying Key Funding Partnerships with a
Business Strategy Designed to Overcome
1:00 Working Discussion Group: Eliminating the Recessionary Obstacles
Uncertainty and Volatility in Cash Flow Forecasting As we all know, asset quality problems and losses have resulted in a
Don’t miss this opportunity to follow-up from the webcast to ask the retraction of debt financing, making bank credit more difficult and
REL/TheHackett Group any questions you may have, address your expensive to maintain let alone obtain de novo. That said, business
biggest concerns, receive personalized advice and look to drive a continues and you need to sustain operations through this economic
lively discussion with your peers! You will walk away with impactful storm by developing a detailed understanding on the part of your
ideas that you can implement tomorrow! business partners (banks, rating agencies and investors) of your
REL/The Hackett Group business strategy, operating plan, performance against the plan in
previous years and execution strategy for achieving the plan for the
1:30 Leveraging Business Intelligence Technology for coming year. Proactive communication with your business partners on
Enhanced Financial Decision-Making a more intimate and frequent basis is essential, especially if self-
With ever-increasing financial transaction speed and complexity, the funding is not a realistic option. In this session, you will learn how to:
typical spreadsheet has ceased to be the most transparent, reliable •
Secure lending agreements by building a robust business case for
financial decision support resource. Moreover, expanding regulation your rating agency and bank partners, demonstrating the durability
and corporate policies have even rendered their use a fundamental risk. of your company’s business strategy through the recession
By using existing Treasury tools, critical financial data can be extracted •
Strengthen rating agency and bank relationships by increasing the
and presented from legacy enterprise transactional systems in quality of the communication levels, reconfirming agreements and
meaningful and consistent ways. In this session, you will learn how to: complying with covenants
•
Contain the complexity of massive financial systems by •
Build credibility with investors by focusing communications on
deconstructing traditional data collection and creating simple crisp, differentiated messages
business semantic layers Elizabeth Cohen, Former SVP & Treasurer, Wyndham
•
Improve management faculties by utilizing BI technology to Worldwide Corporation
enhance your ability to access data
•
Achieve full-scale transparency by replacing manual processes with 4:15 Peer-to-Peer Interactive Roundtable: Uncovering the
systemic, consistent executive dashboards Potential for Bottom-line Improvements and
Danny Siegel, Director of Global Data Management, Pfizer, Inc. Creating Competitive Advantage by Streamlining
and Optimizing Your Financial Supply Chain
2:15 Releasing Idle Cash from Internal Sources by According to Killen Associates, “a typical billion-dollar company spends
Reexamining the Physical Supply Chain approximately $27 million annually for unnecessary working capital and
Expanded geographical pipelines, longer order-to-payment cycles, inefficient processing functions because they lack visibility into the
growing financial risks and new levels of market volatility have made Financial Supply Chain and receivables.” During this interactive
extracting cash tied up in inventory and throughout the rest of the roundtable discussion you will have a chance to discuss the following:
Supply Chain a challenge of monumental proportions. In this case •
How to best optimize accounts receivables and accounts payables
study and interactive working scenario exercise, you will learn how to: as a critical component of your working capital, cash and liquidity
•
Generate more cash by aligning corporate goals for value creation strategies
and risk management with Supply Chain management •
How to best improve financial planning by understanding the true
•
Produce permanent cost improvements by identifying process impact of transaction costs
inefficiencies such as making modifications to freight policy, 3PL •
How to more effectively void risk with mission-critical
governance and safety stock levels improvements to the administration of your analyses and
•
Improve the accuracy of operational budgets and ensure your interdepartmental and cross-functional controls
capital works harder for the business by increasing the overall Genevieve Leveille, Director, Operations Services, General
visibility of inventory Electric
Lalit Panda, SVP Supply Chain and Information Services,
Harman International 5:30 Close of Conference Day One
3:00 Afternoon Networking Break
ABOUT THE ORGANIZER:
Treasury Management & Finance IQ, a division of IQPC, is dedicated to providing practical,
detailed information through conferences, training courses and webinars. By providing
accurate, objective and up-to-date developments and trends in various industries, Treasury
Management & Finance IQ enables organizations to remain competitive and profitable.
EARN CPE CREDITS:
Penton Learning Systems d.b.a International Quality and Productivity Center is registered with the National Association of State Boards of
Accountancy (NASBA), as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of
accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be
addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue North, Suite 700, Nashville, TN 37219-2417. Website:
www.nasba.org
This program stands as BASIC as there are no prerequisites or advanced preparation requirements to attend our conferences. “Group Live” delivery method.
4 1-800-882-8684 www.iqpc.com/us/CashManagement

MAIN CONFERENCE DAY TWO Wednesday, July 29, 2009
7:45 Registration & Coffee 12:00 Networking Luncheon
8:15 Chairperson’s Recap of Conference Day One 1:00 Sustaining Operations Through a Global Recession
by Reengineering Current Cash Flow Forecasting
8:30 Keynote: Maintaining Banking Relationships in Tight Models
Credit Markets: Beyond Blocking and Tackling In this current economic environment, Treasury is dealing with two
The result in both markets was a renewed focus on relationship major challenges: predicting sales as an indicator of organizational
lending as banks strive to preserve their capital for their most-valued growth and creating new cash forecasting models that best reflect
clients. This session will provide both perspective on the current state current market conditions. Without an accurate barometer in
of the marketplace and suggestions for remaining in front of the key place, executives lack the capability of making the key business
issues and overcoming new obstacles you may not have faced decisions necessary to measure and communicate your company’s
before, including, but not limited to the following: financial health to stakeholders and ultimately, survive the
•
What banks would you turn to if your current banks couldn’t serve recession. In this session, you will learn how to:
your needs? •
Build a reliable yardstick for sales and revenue by increasing
•
What markets would you turn to if your normal markets shut communications with the CFO and heads of various business
down on you? units
•
How do you conduct a comprehensive inventory of ancillary •
Improve transparency levels by understanding the proper inputs
services (e.g., pension plans, credit card processing) and validate that reflect current needs
your allocation process? •
Ensure accuracy of models by tracking performance
Jane Casey, VP & Treasurer, Blyth, Inc. Ken Dutcher, EVP & CFO, HealthSTAR Communications, Inc.
9:15 Balancing Customer-Supplier Cash Flow by 1:45 Peer-to-Peer Interactive Roundtable: Improving
Establishing Clear Vendor Terms Around Days Global Cash Visibility with Transparent Financial
Payable Outstanding Reporting Mechanisms
In this new culture of “money hoarding”, corporate executives are The unprecedented speed of the downturn has made achieving
challenged by the need to strategically hold onto cash for as long as full cash flow visibility a major challenge as many executives get
possible, on the one hand, and the need to push timely customer bogged down in the complexity of a global structure. How do you
payments on the other, all without compromising your relationships first make your processes more transparent and then, design a
or business. In this session, you will learn how to: total global approach to cash optimization to help you release
•
Avoid exposure to unhealthy levels of risk by understanding the cash when you need it? In this session, you will learn how to:
strength and stability of key suppliers’ financials •
Maximize clarity by leveraging technology, including automated
•
Leverage advantaged payment terms by evaluating your suppliers’ tools and treasury dashboards
demand positions •
Diversify risk in a multi-banking environment
•
Strengthen your overall financial posture by restructuring your •
Support a centralized treasury by streamlining core AP processes
communications protocol with customers as well as suppliers Christine Lemay, VP Finance and Administration, Pernod Ricard
Mukesh Saxena, CFO, Zirh Holdings, LLC USA
10:00 Morning Networking Break 2:30 Afternoon Networking Break
10:30 Ensuring Long-Term Operational Growth with Short- 3:00 Strengthening Your Global Cash Position by
Term Supply Chain Financing Optimizing Working Capital
With profits and share prices down at many companies, it becomes Liquidity is top of mind for executives and they are looking at all
a much greater challenge for the Treasurer and Controller times to sources of incremental free cash flow within their organizations.
obtain cash from capital markets. While most companies have One area that is on everyone's list of sources is working capital,
squeezed costs out of the physical supply chain, money can still be but most companies fail to reap the full opportunity that is
captured in the financial supply chain. available to them. Based on internal research, what are leading
•
Reduce Days Payable Outstanding by reassessing, redefining and companies doing to effectively drive cash flow from working
communicating new vendor terms in line with your overall business capital?
strategy Stephen Payne, Partner, Ernst & Young
•
Advance financial planning by bridging the disconnect between
the financial and physical supply chains 3:45 30 Ideas in 40 Minutes: Accelerating Your Cash and
•
Gain competitive advantage over your counterparts by evaluating Liquidity Initiatives During Turbulent Times by
key performance indicators in supply chain finance Taking Advantage of Quick-Win Implementations
John Transier, VP & Controller, Unilever US A panel of experts will address their most effective solutions
around the three essentials of Cash and Liquidity Management:
11:15 Surviving a Financial Hurricane: A Case Study in •
Mitigating risk and establishing future growth with a clearly-
Effective Liquidity and Bank Relationship Management defined investment strategy;
With the seemingly unending news of banks merging or potentially •
Improving business decisions with increased cross-functional
failing and the overwhelming constriction of available credit in the communications;
capital markets, Southern Company weathered the financial •
Driving excellence in cash flow forecasting and Treasury
hurricane of 2008 with a nimble, dynamic strategy to controlling Operations
liquidity requirements while proactively managing banking Panelists:
relationships. In this session, you will learn how to: Mukesh Saxena, CFO, Zirh Holdings, LLC
•
Highlight potential liquidity “crunches” while and tackle ongoing Jane Casey, VP & Treasurer, Blyth, Inc.
exposures by utilizing enhanced daily cash forecasting Keith Payne, Principal, Short-term Finance, Southern
•
Address short-term liquidity issues in a turbulent capital markets Company
environment by examining proactive, long-term financing strategies Andy Patel, VP Corporate Treasurer & Financial Planning,
•
Leverage financing needs by developing a win-win business Cinedigm Digital Cinema Corp.
partner approach to bank relationship management
A. Keith Payne, Principal, Short-term Finance, Southern 4:30 Chairperson’s Closing Remarks and Close of
Company Conference
5 1-800-882-8684 www.iqpc.com/us/CashManagement

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CASH LIQUIDITY &
MANAGEMENT TM
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proudly presents
Register by May 22nd and save
$300 off the standard price!
CASH LIQUIDITY &
MANAGEMENT TM
July 28-29, 2009 • New York, NY SUMMIT
Reducing Global Liquidity Risk and Maximizing Cash Flow Potential
Through Strategic Financial & Operational Alignment
Media Partner:
Plus Earn CPE Credits!
www.iqpc.com/us/CashManagement