fincarna

Know what your corporate relationships actually earn

Commercial banking runs on negotiation. The terms get agreed, signed, and then handed to a billing system that cannot express them. Everything after that is manual, and everything manual leaks.

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The challenge

Winning corporate business means conceding something. A fee waived, a rate cut, a bespoke schedule for a client whose treasury business you wanted. Each concession is a deliberate commercial decision, made by someone who understood the trade at the time.

The problem is what happens next. The terms are signed, and then they land on a billing system that has no concept of a negotiated agreement. So they become manual adjustments applied each cycle, a spreadsheet somebody maintains, and knowledge that lives in one relationship manager’s head.

Over a few years this compounds quietly. Concessions granted to win a mandate outlive the reason for them. Volume commitments that justified a discount are never checked. Clients get billed incorrectly and notice, which costs you credibility at exactly the moment you are asking for more of their business. And when finance asks which of your corporate relationships are actually profitable, the honest answer is that it would take weeks to find out.

None of this is a discipline problem. Your people are not careless. They are working around a system that was never built to hold a negotiated agreement in the first place.

How Fincarna solves it

Fincarna makes the agreement itself a first class object. A deal carries its terms, its commitments, its approval trail, and its dates. It is composed by the RM, reviewed by the desk, signed off by the client, approved according to how far it departs from standard, and only then does it go live.

From that point the platform enforces it every cycle. Nobody applies an adjustment. Nobody maintains a parallel record. And because terms are attached to the relationship rather than copied across accounts, a deal struck with a parent covers its subsidiaries and every account they open afterwards.

The commercial payoff is not really the automation. It is that concessions become visible. You can see what you have given away, whether the volume that justified it ever arrived, and what each relationship earns net of everything conceded to win it.

One deal, the whole relationshipStrike the terms once at the top. Every entity and account beneath inherits them.NEGOTIATED DEALDEAL-NORTHWIND-26Wire fees waived, FX at 12bps, 40bps off the operating linePARENT ENTITYNorthwind Logistics14 accountsSUBSIDIARYNorthwind Freight31 accountsSUBSIDIARYNorthwind Air9 accountsAdd a subsidiary or open an account and the negotiated terms already apply. Nothing to copy across, nothing to keep in sync.Renegotiate at the top and every entity moves together, on the effective date you set.

Where the money goes

01

Concessions nobody revisits

Granted once, forever

A fee was waived during a pitch in 2019 to win the mandate. The mandate was won. The waiver is still running, the relationship has tripled in size, and nobody has looked at it since. This is the most common form of commercial revenue leakage, and it is almost never deliberate.

02

Terms that live with a person

Not with the bank

The RM who negotiated the deal knows why this client pays what they pay. When they move to a competitor, that context leaves with them. The next RM inherits a client, a spreadsheet, and no idea which terms are still justified.

03

Commitments nobody tracks

Priced on a promise

You discounted on the basis of committed volume. Whether that volume ever materialised is a question your billing system cannot answer, so the discount stands either way and the concession is never earned back.

04

Relationships you cannot price

Profitability unknown

Asked whether a given corporate relationship is profitable, most institutions need days and a spreadsheet. The terms are scattered, the manual adjustments are invisible, and the answer arrives too late to act on.

What changes

Every concession has an owner and a date

A discount is granted by someone, approved by someone, and carries an effective period. When terms are objects rather than adjustments, the question of who agreed to this and when stops being an archaeology exercise.

Commitments tracked against actuals

Price against committed transaction volume, balances, or revenue, and see how the client is tracking against what they committed to. A concession earned on a promise can be reviewed when the promise is not kept.

One deal across the hierarchy

Negotiate at the parent and have the terms apply across subsidiaries and every account beneath them. New entities and new accounts inherit the agreement rather than needing it copied across by hand.

Approval that matches the concession

Routine terms clear quickly. Aggressive discounting escalates. Your pricing discipline stops depending on whether an individual RM chose to flag it, without slowing down the deals that should move fast.

Renewals you can see coming

Because deals carry dates and versions rather than living in a signed PDF, the ones approaching renewal are a query rather than a discovery. Renegotiation clones the existing terms so the history stays intact.

An answer on profitability

Every charge traces back to the deal clause that produced it. What this relationship actually earns, net of every concession granted to win and keep it, becomes something you can report on rather than reconstruct.

Expected outcomes

Every cycle
Terms enforced automatically

No manual adjustments, no side spreadsheet, no reliance on someone remembering

Full
Concession lineage

Who granted it, who approved it, when it started, and when it is due for review

One
Deal per relationship

Covering the parent, its subsidiaries, and every account underneath

Bring your most negotiated client

Redact the name and bring the terms. We will model them live and show you what the platform does with them every cycle.

or email us at hello@fincarna.com