RISK & RESILIENCE
She then led initiatives in treasury-tobank integration, making sure treasury teams can link directly with banking partners across all payment types. This helps organisations tighten financial control, shorten payment cycles and avoid the kind of gaps that create unnecessary risk.
“ Today, my role at Mastercard brings these experiences together, driving transformative solutions at the intersection of commerce, payments and technology, all of which are essential for a smooth supply chain.”
Her approach centres on predictability, clean data and payment flows that behave the same way every time, because in a world where financial risk becomes unavoidable, reliability is the advantage leaders want most.
Q: HOW ARE FINANCIAL INSTITUTIONS RESHAPING HOW BUSINESSES IDENTIFY AND MITIGATE FINANCIAL RISK FOR THEIR CLIENTS AND WITHIN THEIR SUPPLY CHAINS? While financial institutions( FIs) do not have a physical supply chain, they manage a financial supply chain, which is the flow of financial transactions and information that supports the movement of goods and services in a physical supply chain.
Banks and FIs can enable liquidity and monitor risk for the physical supply chain by, for example, embedding financing and payments into already existing workflows. In essence, Is act as the backbone of the financial side of supply chains – keeping money and information flowing smoothly so that the physical supply chain can operate without interruption.
Q: WHAT TRENDS ARE YOU SEEING IN B2B PAYMENTS THAT INFLUENCE RESILIENCE ACROSS GLOBAL SUPPLY NETWORKS? For years, B2B payments have been weighed down by manual, paperbased processes that slow operations, increase risk and limit visibility. However, today’ s businesses expect the same speed, transparency and ease they experience as consumers.
As a result, embedded finance – which has long existed in our consumer lives – has become more
96 February 2026