AI in Corporate Treasury
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CFO Perspective

What Should AI Never Be Allowed to Do in Treasury?

A boardroom discussion about authority, risk appetite and accountability.

Sigrid Seibold1 Sept 20261 min readRelated: Ch. 1 — Why This Is a CFO Decision Now

Every Treasury has a list of things it would never delegate to a junior analyst on day one. The same list is a useful starting point for AI.

Writing it down — explicitly, with the board's risk appetite in mind — is one of the most valuable governance exercises a CFO can commission this year.

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Personal views of the author; not the views of ING Bank or any other institution.

Related thinking

CFO Perspective

Your AI Pilot Worked. So What?

Why technical success, user adoption and economic value need to be measured separately.

Sigrid Seibold8 Sept 20261 min readCh. 2 — High Conviction, Unproven Returns

Proof & ROI

The Most Dangerous AI Business Case Is the One That Cannot Tell the Difference Between Activity, Capacity and Cash

Why adoption, hours saved and user satisfaction are not the same thing as economic value.

Sigrid Seibold24 Sept 20261 min readCh. 3 — Measuring What Matters

Governance & Authority

Who Owns an AI Decision When Nobody Changed the Approval?

How authority can migrate quietly from human judgment to machine action.

Sigrid Seibold10 Sept 20261 min readCh. 9 — Governance, Autonomy and Proving the Return