Corporate treasurers set to drive value creation & growth by 2030

Corporate treasurers are assuming greater influence as finance leaders seek new avenues for growth during a period of global economic volatility, according to a new report from EY.

The EY 2025 DNA of the Treasurer report, which draws on a global survey of more than 1,200 treasurers and senior finance leaders from 27 countries, finds a fundamental shift in the role of treasurers in large corporations. The findings suggest that treasury professionals are moving away from traditional back-office functions towards more strategic, value-creating responsibilities.

The report shows strong consensus on the anticipated evolution of the treasurer's role. Eighty-three percent of treasurers surveyed expect their roles to change significantly by 2030, a view mirrored by 84% of CFOs. This transition, according to the report, will place a greater emphasis on activities such as unlocking cash, providing strategic insight, collaborating on company-wide projects, and developing finance talent.

According to Casey Kernan, EY Americas Treasury Leader, Financial Accounting Advisory Services, "Treasurers increasingly have a mandate to manage risk, optimize liquidity and support strategic decision-making - a far broader remit than in the past. But many are still not fully empowered to deliver on their potential. Closing this gap means giving treasurers the tools to act not just as operators, but as strategic partners, equipped with the insights, technologies and visibility needed to drive long-term value."

Shifting expectations

The report highlights changing expectations from CFOs, with 84% indicating that the identification of new value creation opportunities is now an essential part of the treasurer's mandate. Despite these expectations, just over half of treasurers (52%) currently see themselves as value creators within their organisations.

Survey respondents identified several persistent barriers to fulfilling their potential as value creators. The most significant obstacles cited were managing relationships with banks and investors (33%), ongoing operational responsibilities (33%), and a lack of time for professional development and skill-building (32%).

The report also notes a gap between treasurers' existing capabilities and the demands of their evolving roles. Only 27% of treasurers expressed strong confidence that their financial risk management strategies are materially improving decision-making within their companies. Additionally, less than a third (29%) reported having full responsibility for working capital and cashflow management.

Technological adoption

Treasury professionals are adapting rapidly to new technologies, according to the survey. Seventy percent of treasurers reported routine use of artificial intelligence in key areas such as cashflow forecasting and risk management. More than four-fifths (82%) employ data analytics and visualisation tools to aid their decision-making processes.

When asked about the main tools they use to create value in their function, 30% said that data and technology were central, and 25% highlighted the importance of fostering a culture of innovation.

The report suggests there remains a need for upskilling and talent development. Only 57% of treasurers stated they feel confident they possess the necessary skills to act as key players in value creation, and just over one-quarter (26%) identified talent development as a main driver of value for their teams.

The survey reveals a discrepancy between treasurers' views on skill priorities and those of CFOs. While 28% of CFOs believe treasurers need more leadership skills, only 18% of treasury professionals see this as a priority area for development.

"With the right support, treasurers can be catalysts for change across the organizations in which they work. CFOs have an important role to play here – treasury functions that have the backing and empowerment of the CFO will be the ones that make their mark as true innovators and drivers of strategic growth in an increasingly competitive landscape."

That is the view of Francois Holzman, EY Global Treasury, Commodities and Finance Specialism Services Leader, who commented on the findings of the report.

Survey details

The research was conducted between April and July 2025 among companies with USD $1 billion or more in annual revenue, gross written premium, or assets under management. Respondents comprised group, divisional, and regional treasurers or heads of treasury as well as senior finance leaders, including CFOs and heads of finance, across 26 industry sectors.