Embracing new technology
Automation and technology have much to offer when it comes to helping treasurers in the region address challenges. According to Robert, “Treasurers are actively exploring new solutions such as API integrations, real-time data access and AI-driven analytics to improve decision-making and agility.”
He adds that adopting centralisation and automation presents “clear opportunities” when it comes to driving efficiency and strategic value. As Robert explains, HSBC’s EMEA Treasury Pulse 2025 shows that treasury teams that achieve a high level of automation and centralisation are able to unlock significant capacity and strategic potential.
“According to HSBC’s Pulse survey, highly efficient teams can unload over 160 hours of capacity monthly and spend up to 46% of their time on strategic objectives, compared to 36% for average teams,” he adds. “This freed-up capacity enables a deeper focus on value-adding activities like liquidity optimisation, risk management and strategic planning.”
Where specific solutions are concerned, J.P. Morgan’s Sabherwal says there is a high degree of adoption of virtual account solutions, “which help treasurers rationalise their bank account footprint and maintain a lean infrastructure footprint.” He adds that many treasurers are also actively seeking technologies that accelerate settlement processes, thereby improving operational efficiency.
“For example, eight of the largest financial institutions in the Gulf Corporation Council – including First Abu Dhabi Bank, Saudi National Bank and Qatar National Bank – are leveraging Kinexys by J.P. Morgan’s private, permissioned blockchain infrastructure Kinexys Digital Payments to make 24/7, near-real time cross-border payments. This enables them to move money outside of traditional cut-off windows to maximise liquidity positions.”
Harnessing bank solutions
When it comes to harnessing bank solutions, Robert argues that having the right banking partner is essential for successful centralisation.
“Banks offer critical expertise, support with technology integration, and assist in managing complex, multi‑jurisdictional regulatory environments,” he says. “The ability to leverage bank technology, particularly APIs, is key to achieving real-time cash visibility and pooling.”
Sabherwal notes that treasurers are also increasingly harnessing data-driven approaches and AI to enhance decision-making and address key challenges in their operations. “By leveraging AI models to analyse historical transaction data and market trends, they can improve the accuracy of cash flow forecasting, enabling better anticipation of liquidity needs and optimisation of cash positions,” he says.
At the same time, machine learning algorithms can automate the reconciliation process by matching payments and receipts, thereby reducing errors and minimising manual workload, says Sabherwal.
“Additionally, data-driven insights empower treasurers to optimise fund allocation, make informed investment decisions, and manage working capital more efficiently, ensuring that funds are deployed where they are most needed.”
While hurdles such as budget constraints and the need for proven ROI in new systems remain, the long-term vision is clear: leveraging centralisation and technology to build a treasury function that is smarter, more resilient and adaptable.
Philippe Robert, Managing Director, Interim Regional Head of GPS MENAT, HSBC Middle East
What’s next?
Looking ahead, Sabherwal predicts that treasury functions in the Middle East will further embrace digital transformation, leveraging advanced technologies like blockchain and AI, along with technology-driven partnerships, “to drive operational efficiencies and enhance liquidity management.”
He adds, “There will also likely be greater integration and harmonisation of treasury practices across the broader region, with ongoing efforts to optimise working capital, improve liquidity management and enhance risk management shaping the future of treasury in the Middle East.”
Robert says treasury in the Middle East is poised for significant evolution, with a clear trend towards greater automation, centralisation and strategic influence.
That said, he points out that the pace of change will depend on how quickly organisations embrace new technologies and learn from regional and global leaders.
“While hurdles such as budget constraints and the need for proven ROI in new systems remain, the long-term vision is clear: leveraging centralisation and technology to build a treasury function that is smarter, more resilient and adaptable,” he concludes.
“By doing so, treasury teams can fully transition from a back office function to a strategic enabler of business growth and risk management.”
This article was written before the onset of the current conflict in the Middle East.
