I represent an organization
I want to learn more about governance, liquidity, risk, and asset-related decisions in the context of the organization's objectives.
Let’s discuss your organizationGovernance, accountability, and control
Institutions and organisations
TM & PARTNERS SCF supports foundations, non-profit organizations, and institutions. Executives and governing bodies gain an independent perspective on assets, treasury management, risk, and intermediary relationships, supported by clear control criteria and documented decision-making.
Governance
Independent oversight bridging decision-making and control.
In institutional consulting, the focus goes beyond merely selecting financial instruments. It is primarily a matter of defining a process in which assets, treasury functions, risk, costs, intermediaries, and responsibilities are transparent to decision-makers and those responsible for oversight.
Orderly governance makes it possible to distinguish between liquidity needs and medium-to-long-term requirements, establish consistent valuation criteria, and maintain adequate documentation of decisions taken.
ENTITYFinancial governance
Treasury
Intermediaries
Risk
Costs
Reporting
Controls
TreasuryLiquidity, maturities, funding needs, and management of available resources.
Asset allocationStrategic assets, constraints, time horizons, and allocation consistency.
Aggregate riskConcentrations, overlaps, and risks viewed across the entire portfolio of relationships.
Costs and termsComparison of intermediaries, terms applied, and overall quality of relationships.
ReportingTraceability of analyses and support for decision-making and oversight bodies.
Institutional oversight
Moving from fragmented assets to a clear overview for decision-makers and overseers.
Advisory services can integrate treasury management, strategic assets, banking relationships, risk, costs, and reporting into a process aligned with the entity’s responsibilities, constraints, and procedures.
When assets are distributed across multiple banks or asset managers, an aggregate analysis makes it possible to move beyond the partial view provided by any single intermediary. This allows for the assessment of overall exposure, concentration levels, liquidity, and economic terms using consistent criteria.
The role of TM & PARTNERS SCF can extend to coordinating with auditors, oversight bodies, and other professionals, while keeping their respective duties distinct and helping to streamline the valuation and documentation process.
distinction between liquidity needs and strategic assets
aggregate view of relationships with intermediaries
documentable criteria regarding risk, cost, and alignment
coordination with oversight bodies and professionals
Treasury
Liquidity, maturities, and funding needs.
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Assets
Aggregate view and allocation criteria.
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Oversight
Risk, costs, and alignment.
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Reporting
Traceability and support for accountability.
Continuous monitoring
Portfolio reportsend of each calendar quarter
Cost and fee reportsend of each calendar year
For governing bodies
Information useful for decision-making and reporting.
An entity’s assets must support activities and commitments that often operate on different timelines. Therefore, it is necessary to distinguish between resources earmarked for operational deadlines and those available for investment over longer horizons, to clarify risk limits, and to compare the terms offered by intermediaries using common criteria.
An aggregate analysis reveals exposures that do not appear in individual account statements. Clear reports help the board, management, and oversight bodies track decisions over time, ensuring a traceable record of assumptions, changes, and responsibilities. The process adapts to the organization's specific objectives, including those of non-profits and foundations.
Services for organizations and institutions
Support tailored to the decisions at hand.
Ongoing advisory services to monitor assets and risk over time; consultations upon request to clarify financial matters; and targeted analyses of portfolios, concentration, liquidity, costs, and individual instruments. The scope is defined based on the organization's objectives and the needs of its governing bodies.
Let’s start with your needs
We start with your organization's needs.
Choose the topic that applies to you. We’ll help you frame your request and gather the information needed for an initial discussion.