FX Software Zrt. | InFoRex Treasury / Illustrative case study
Less administration. More time for better-informed treasury decisions.
How can InFoRex free up valuable capacity?
(The group and all time figures presented are hypothetical. The figures illustrate the potential: they are not measured client results or promises of savings.)
Treasury's role is to prepare financial decisions. The following model shows how day-to-day work can change when bank data, liquidity planning, payments and reporting are integrated.
The starting point for the example
5 group companies · 6 banks · 30 bank accounts · 3 currencies
In this model, local finance teams at the group companies and the central treasury work with separate bank and ERP data sources. They download, copy and reconcile data to compile the daily cash position, then collect additional information from the group companies for the weekly forecast.
The group CFO does not want to weaken control. The aim is to make better decisions on financing, FX risk and the changing financial needs of business units, with the same team.
The model's quantified result
50% capacity freed up
From 200 to 100 working hours. The model reduces the monthly effort required for the processes examined by 50%, including the additional operational tasks.
Reduce repetitive data transfers, not control.
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01 / Process transformation
Where is capacity freed up?
Automation is enabled by the right combination of modules, interfaces and process settings.
| Process | Manual operations | InFoRex-supported operations |
|---|---|---|
| Bank data | Separate online banking queries, statement downloads and copying data into the cash spreadsheet. | Importing bank data and presenting a unified account-level and group-wide view. Less data collection; attention shifts to discrepancies. |
| Liquidity plan | Collecting, merging and repeatedly updating Excel files from group companies. | ERP and treasury cash flows in a single liquidity plan, with status tracking and a group-wide overview. |
| Payment process | Preparing and uploading bank files separately and checking their statuses. | Managing payment orders from the ERP system or InFoRex, with an approval workflow and transmission to the bank through the implemented connection. |
| Plan vs actual reconciliation | Repeatedly matching plan items to bank statement entries manually. | Automatic and manual matching. Staff focus only on unmatched items and discrepancies. |
| Management reports | Compiling weekly spreadsheets separately and rebuilding them at group level. | Company-level and group-wide reports from the same dataset. More time to interpret the results. |
| Treasury accounting | Preparing separate accounting spreadsheets and posting files from transactions. | Accounting entries and general ledger posting based on configured rules, with human review and error handling retained. |
The four-eyes principle is retained and applied more widely
Workflows, access rights and audit trails support controlled operations. Approval and professional review remain in place: the savings do not come from removing them.
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02 / Quantified model
100 hours a month: how does it add up?
All time figures are assumptions, not client measurements. The model month includes 20 working days, weekly reports and one month-end close. The comparison assumes the same workload and unchanged controls.
Active staff effort, hours per model month
| Process and calculation basis | Before hours/month | After hours/month | Freed up hours/month |
|---|---|---|---|
| Bank data collection 20 days: 150 → 45 minutes/day | 50 | 15 | 35 |
| Updating the liquidity plan 4 cycles: 10 → 4 hours/cycle | 40 | 16 | 24 |
| Payment preparation and tracking 20 days: 120 → 60 minutes/day | 40 | 20 | 20 |
| Plan vs actual reconciliation 20 days: 120 → 42 minutes/day | 40 | 14 | 26 |
| Group-wide reporting 4 cycles: 5 → 2.5 hours/cycle | 20 | 10 | 10 |
| Treasury accounting preparation 1 close: 10 → 5 hours/close | 10 | 5 | 5 |
| Core processes: total | 200 | 80 | 120 |
| Additional operational effort* | 0 | 20 | -20 |
| Total effort examined | 200 | 100 | 100 |
* The 20 hours per month are a separate allowance, in addition to the core process rows, for data quality monitoring, master data and rule maintenance, and handling interface errors.
200 - (80 + 20) = 100 hours/month
This is 50% of the effort examined, equivalent to 12.5 eight-hour working days of combined team capacity.
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03 / Turning capacity into business value
How can the freed-up time and resources be used?
Freed-up capacity becomes a business benefit when the team deliberately redirects that time to other tasks. In this model, the aim is not to reduce headcount, but to devote more expert attention to financial decisions.
Liquidity and financing
More time can be spent clarifying uncertain forecast items, preparing for group companies' financing needs, and reviewing and reducing unnecessary liquidity buffers. Rather than routine reconciliation, the focus can shift to the causes of variances and the actions available.
FX risk and business changes
The team can review open positions, hedge coverage and contractual changes more frequently. Where the FX position was previously compiled weekly, it is now available daily, allowing the risk to be hedged each day. More attention can also be devoted to discussions with procurement, sales and investment teams, so that expected cash flows are included in plans in good time.
Management decision support
The focus can shift from compiling reports to interpreting them: what has changed, why did actuals differ from the plan, and where is action needed?
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04 / Verification
How can the actual improvement be verified?
- Baseline measurement. Record active working time, processed volumes and rework caused by errors over a full monthly cycle.
- Comparable follow-up measurement. Measure once operations are stable, using the same workload or adjusting for volume.
- Time and quality together. Track errors, deadlines and exception rates alongside working hours.
How much time does your team currently spend collecting and entering data?
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