For UK-based treasurers, the annual gathering of the Association for Financial Professionals (AFP) in Boston was an opportunity to network across the Atlantic. It also offered a window on emerging trends, vendor-ecosystems and regulatory evolution in the large-scale US market, that increasingly have relevance across the pond. Topics ranged from payments modernisation and real-time liquidity, through to AI governance and diversity of leadership in a rich template for UK functions seeking to adapt and reflect.
“One of the compelling themes was the intersection of innovation and governance. For example, sessions around payments and cash forecasting reflected how corporate treasurers are moving away from legacy models and actively leveraging technology partnerships to improve control and agility,” reflects Royston Da Costa, Assistant Treasurer at UK corporate Ferguson plc, who attended the October conference.
At the same time, governance topics – including risk frameworks, supplier diversity and the role of finance in shaping culture – featured heavily, signalling that treasury is no longer just about operational efficiency but strategic influence too.
In the payments space, the exhibit hall and session listings underscored how real-time rails and embedded banking are maturing, with major banks and fintech’s showcasing how treasurers can reshape cross-border flows, working capital and payables. “For UK treasurers, that means a sharper focus on how to replicate or adapt US-centric innovation like virtual cards, pay-by-bank and faster cross-border settlements in a UK/EU regulatory environment,” says Da Costa.
On the AI/governance front, treasurers were encouraged to consider not just what technology they deploy, but how that technology aligns with culture, accountability, human judgement and inclusive leadership. Something that ties directly to broader DEI-and-leadership conversations – signalling that in treasury functions the walls between “technical” and “strategic” are increasingly blurred.
In the regulatory realm, while the US environment differs in structure from the UK’s, many treasurers view Boston as a bell-weather, continues Da Costa. Whether it’s increased scrutiny on supplier diversity, transparency in working capital, or internal metrics around team composition and culture, UK treasurers can use the conference as a “what’s coming next” lens for Financial Conduct Authority (FCA)/Prudential Regulation Authority (PRA) expectations around culture, gender and leadership, he says.
An exploration of effective leadership
The conference also explored innovation, leadership and inclusion, including senior women leaders sharing their journeys and insights. Their discussions were refreshingly candid, touching not only on success but also on the challenges, setbacks, and learning curves that accompany leadership in today’s complex world.
Together they demonstrated that treasury’s evolution is not just technological – it’s deeply human. “It’s a powerful reminder that treasury is no longer defined solely by cash, liquidity, or systems – it’s defined by people,” says Da Costa
The panellists, all from across global finance roles shared the realities of balancing ambition, confidence, and authenticity. They spoke openly about missteps, biases, and the importance of building trusted networks.
“What resonated deeply was their emphasis on sponsorship – not just mentorship – as the key to breaking through structural barriers. It was a reminder that advocacy and visibility are essential ingredients in building a truly inclusive treasury profession,” says Da Costa who adds that a particularly interesting panel takeaway focused on the ability of treasurers to intentionally self-curate their career, prioritising personal values and life partnerships over traditional measures of success.
“Key takeaways for me included active career management, the necessity of personal anchors, the importance of emotional intelligence in leadership as well as embracing continuous learning and calculated risk,” he concludes.
Key takeaways for UK treasurers
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Leadership must balance empathy and intellect. Success in treasury increasingly depends on emotional intelligence alongside analytical and technical skill.
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AI is a tool for empowerment, not displacement. Treasurers who blend digital fluency with human insight will lead the next transformation.
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Visibility creates opportunity. Women in treasury should be encouraged to share their achievements and ambitions more openly.
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Courageous conversations drive progress. The honesty displayed by senior women at AFP 2025 was a powerful reminder that authentic leadership inspires trust and innovation.
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Diversity and agility go hand in hand. Inclusive teams make faster, better decisions – a critical advantage in times of change.
