News | 24 June 2026
From product to industry: the new conversation between Treasury and Transaction Banking
Inés Alonso Rodríguez, CAd Executive Director, responsible for of GTB Industry Advisors
For years, the conversation between enterprises and banks around transaction banking has been structured primarily around products: receivables and payables finance, guarantees and liquidity management. However, today’s environment calls for an evolution. Corporate treasury teams operate in a context where supply chains are being reconfigured, regulatory requirements continue to increase, the energy transition demands significant investment, and geopolitical volatility has a direct impact on liquidity, risk and working capital.
In this environment, the question is no longer simply which product a company needs, but rather which solution makes sense for its industry, its value chain and its strategic priorities.
The needs of an international construction company, with long project cycles, differ fundamentally from those of a consumer goods company exposed to supplier pressures and changing purchasing patterns. A technology company growing on the back of digital infrastructure faces challenges that are distinct from those of an energy company operating within specific regulatory frameworks. Each sector functions according to its own dynamics and cash conversion metrics, with sector-specific collection and payment cycles shaping financing and liquidity needs.
Understanding these differences enables solutions that are aligned with the operational, financial and strategic realities of each company.
At GTB Global Industry Advisors, we combine industry expertise, transaction banking insight and global capabilities to help treasurers make better decisions, applying sector specialisation that is essential to addressing three of their main priorities.
When analysing working capital and the cash conversion cycle, it is important to recognise that each sector prioritises different metrics. In some cases, such as telecoms, the priority may be to reduce Days Sales Outstanding (DSO) through receivables financing. In others, such as consumer goods, the focus may be on optimising Days Payable Outstanding (DPO) by extending payment terms in an orderly manner and linking them to ESG criteria through supplier payment programmes. In the industrial sector with significant inventories, long production cycles or exposure to commodities, inventory turnover may become a critical variable for releasing cash and reducing financial pressure.
Incorporating sector benchmarks allows for a more informed and precise dialogue with treasurers. The objective is not simply to improve a ratio, but to understand which levers are realistic, which practices are standard within the sector and where opportunities exist to optimise performance through transaction banking solutions.
It also enables the anticipation of trends and the comparison of behaviours across companies within the same sector, identifying use cases that have already proved successful and adapting them to different contexts. This perspective helps identify emerging trends and assess how certain solutions may be applied to other markets or segments before the need becomes evident.
Sustainability has also become a critical dimension. Many companies need financing to transform assets, support suppliers in their transition, adapt supply chains to new regulatory requirements or demonstrate traceability in relation to their environmental commitments. In this context, sector specialisation requires a new level of coordination: treasurers increasingly need to work closely with procurement, sustainability, operations and technical teams responsible for designing energy-efficiency projects, as many transition-related decisions, such as supplier financing or the execution of industrial investments, have a direct impact on cash flow and working capital.
Through specialised advisory capabilities, we can anticipate these needs and contribute to this agenda. A clear example is the development of BESS projects. We can assist clients from the preparation phase for participation in auctions or support programmes, including the issuance of guarantees, through to the financing, execution and operation of the project. Similarly, in initiatives such as the EU Innovation Fund, we can identify opportunities early, support the preparation of the required financial documentation and structure the necessary instruments to enable clients to compete from a stronger position.
These capabilities take different forms across industries. In consumer sectors, they translate into more efficient supplier management, also a key element in achieving value-chain decarbonisation goals; and greater collections efficiency through innovative digital solutions. In industry and energy, we support transformation and decarbonisation processes. In construction and infrastructure, our focus is on guarantees, supply chain finance and international cash management solutions.
For this reason, the conversation between treasury teams and transaction banking is evolving from a product-based approach towards a deeper understanding of the dynamics that define each industry. At BBVA, we combine specialist expertise, data, artificial intelligence and a global perspective to help our clients anticipate trends, address their transformation challenges and turn today’s challenges into opportunities for sustainable growth.
In this environment, the question is no longer simply which product a company needs, but rather which solution makes sense for its industry, its value chain and its strategic priorities.
The needs of an international construction company, with long project cycles, differ fundamentally from those of a consumer goods company exposed to supplier pressures and changing purchasing patterns. A technology company growing on the back of digital infrastructure faces challenges that are distinct from those of an energy company operating within specific regulatory frameworks. Each sector functions according to its own dynamics and cash conversion metrics, with sector-specific collection and payment cycles shaping financing and liquidity needs.
Understanding these differences enables solutions that are aligned with the operational, financial and strategic realities of each company.
At GTB Global Industry Advisors, we combine industry expertise, transaction banking insight and global capabilities to help treasurers make better decisions, applying sector specialisation that is essential to addressing three of their main priorities.
When analysing working capital and the cash conversion cycle, it is important to recognise that each sector prioritises different metrics. In some cases, such as telecoms, the priority may be to reduce Days Sales Outstanding (DSO) through receivables financing. In others, such as consumer goods, the focus may be on optimising Days Payable Outstanding (DPO) by extending payment terms in an orderly manner and linking them to ESG criteria through supplier payment programmes. In the industrial sector with significant inventories, long production cycles or exposure to commodities, inventory turnover may become a critical variable for releasing cash and reducing financial pressure.
Incorporating sector benchmarks allows for a more informed and precise dialogue with treasurers. The objective is not simply to improve a ratio, but to understand which levers are realistic, which practices are standard within the sector and where opportunities exist to optimise performance through transaction banking solutions.
It also enables the anticipation of trends and the comparison of behaviours across companies within the same sector, identifying use cases that have already proved successful and adapting them to different contexts. This perspective helps identify emerging trends and assess how certain solutions may be applied to other markets or segments before the need becomes evident.
Sustainability has also become a critical dimension. Many companies need financing to transform assets, support suppliers in their transition, adapt supply chains to new regulatory requirements or demonstrate traceability in relation to their environmental commitments. In this context, sector specialisation requires a new level of coordination: treasurers increasingly need to work closely with procurement, sustainability, operations and technical teams responsible for designing energy-efficiency projects, as many transition-related decisions, such as supplier financing or the execution of industrial investments, have a direct impact on cash flow and working capital.
Through specialised advisory capabilities, we can anticipate these needs and contribute to this agenda. A clear example is the development of BESS projects. We can assist clients from the preparation phase for participation in auctions or support programmes, including the issuance of guarantees, through to the financing, execution and operation of the project. Similarly, in initiatives such as the EU Innovation Fund, we can identify opportunities early, support the preparation of the required financial documentation and structure the necessary instruments to enable clients to compete from a stronger position.
These capabilities take different forms across industries. In consumer sectors, they translate into more efficient supplier management, also a key element in achieving value-chain decarbonisation goals; and greater collections efficiency through innovative digital solutions. In industry and energy, we support transformation and decarbonisation processes. In construction and infrastructure, our focus is on guarantees, supply chain finance and international cash management solutions.
For this reason, the conversation between treasury teams and transaction banking is evolving from a product-based approach towards a deeper understanding of the dynamics that define each industry. At BBVA, we combine specialist expertise, data, artificial intelligence and a global perspective to help our clients anticipate trends, address their transformation challenges and turn today’s challenges into opportunities for sustainable growth.