Global CFOs Find a Fix for Cross-Border Payments

The operational backdrop is changing at an unprecedented speed for global businesses. If only their back offices could keep up instead of struggling to do the same.

In few places is this clearer than across cross-border commerce. While the flow of capital was once the most complex variable for cross-border operations, at least from the chief financial officer seat, today’s age of artificial intelligence and global digitization has seen the flow of data across borders join the top concerns of multinational CFOs.

The two problems are deeply connected. To move money, companies must also move sensitive data, such as payment instructions, compliance checks, identity verification and more.

As messaging standards like ISO 20022 improve the granularity of cross-border payment flows, the patchwork of localized compliance requirements around the world is only growing more distinct as regulators move beyond their traditional workflows designed for the pre-digital era of correspondent banking networks.

What is becoming clear, however, is that the multinational traditional model of centralizing everything and then managing compliance as an overlay is getting more challenging to sustain.

This can present CFOs with a fresh paradox. The more they centralize financial operations, the harder it may become to remain compliant. The more CFOs decentralize their teams and data, however, the harder it could become to maintain visibility and control.

Federated data platforms, which are often associated with architectures like data mesh or distributed analytics, can offer CFOs a way to reconcile that tension. Instead of centralizing all financial data into a single global warehouse, these systems allow data to remain in local jurisdictions while still being queried, analyzed and governed as part of a unified layer.

However, federated data solutions are not a silver bullet. They address only a very specific layer of the cross-border problem, the one surrounding data fragmentation and governance, and not the underlying payment rails behind many longstanding cross-border frictions.

See also: As Cross-Border Payments Splinter, Firms See Interoperability As Way Out

Where Federated Models Can Help CFOs

After having for years pursued operational centralization across finance as a means of reducing duplication, enforcing governance and accelerating decision-making across far-flung offices, often through approaches combining shared service centers, ERP, and global data warehouses, CFOs are now finding that those same initiatives are leaving them vulnerable to a dynamic global compliance landscape.

“The term ‘cross-border’ signifies that a payment traverses different legal entities, jurisdictions, regulatory frameworks, sanction regimes, and, in [some] cases, FX currency controls [also apply],” Emanuela Saccarola, Citi’s head of Cross-Border Payments, Services, told PYMNTS in November. “This introduces additional challenges, including … complying with the relevant regulations, which may not always be consistent.”

One of the most immediate benefits of a federated approach is its regulatory alignment by design. Because data does not need to be replicated across regions, companies can reduce exposure to cross-border transfer restrictions.

Instead of building complex pipelines to move financial data into a central system and then layering on controls to stay compliant, federation flips that model. Data stays put, and access is governed through standardized policies, identity controls and audit layers.

For CFOs, this can simplify compliance in three ways. It reduces the legal ambiguity around data transfers, lowers the operational burden of maintaining multiple compliant pipelines, and creates clearer audit trails. In a world where regulators increasingly expect real-time reporting and traceability, that last point can matter.

Read also: How CFOs Are Turning B2B Payments Into a Strategic Weapon

Where Federation Can Fall Short for Finance Workflows

At a time when businesses can deploy code globally in seconds and coordinate teams across continents in real time, the deceptively simple act of paying a supplier in another country or consolidating financial data from multiple jurisdictions can remain slow, costly and uncertain for CFOs.

Federated platforms can be targeted at that data consolidation need. Traditional centralized data architectures often struggle in multinational environments because they require constant ingestion, transformation and synchronization of data from disparate systems.

Federation sidesteps some of that friction by querying data where it resides. This can be particularly valuable for treasury functions, where timing and accuracy are critical.

The PYMNTS Intelligence report “Time to Cash : A New Measure of Business Resilience,” which introduced a new metric for agility called Time to Cash , also unpacked how leading firms are turning the four dimensions of receivables efficiency, payables control, operational workflows and financial visibility into a new growth lever.

However, the gains of embracing federated data management are not automatic, particularly for large businesses caught between this century and last. Federated systems depend heavily on the standardization of data definitions, metadata and access protocols. Without that, the result can turn out as just a different kind of fragmentation.

What federated platforms do not solve is the movement of money itself. The inefficiencies of correspondent banking, the lack of interoperability between payment systems, and the cost of foreign exchange all remain unchanged.

For CFOs, the strategic question is not whether to adopt federation, but where it fits. Some firms are weighing combining federated data approaches with other strategies, such as payment orchestration platforms, multibank connectivity and selective use of real-time payment networks.

Ultimately, the goal of cross-border innovation for the office of the CFO is to tackle the problem from both sides, data and money, rather than expecting a single solution to do both.

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