fincarna

Treat clients by the value they bring

Commercial banking runs on negotiation. Fincarna ties every agreed term to what the client brings, their deposits and payment volume, and applies it exactly as agreed every cycle.

See Deal Desk

The challenge

Winning corporate business means conceding something. A fee waived, a rate cut, a better earnings credit rate, 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. 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.

Your people are working around a system that was never built to hold a negotiated agreement in the first place.

How Fincarna solves it

In Fincarna the agreement is a record in its own right. 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.

Every concession becomes visible and tied to the relationship: what each client was offered and why, whether the deposits and volume that justified it arrived, and what the whole relationship is worth to both sides.

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 corporate pricing drifts

  • Concessions disconnected from the relationship

    Granted once, never revisited

    A fee was waived in 2019 to win the mandate. The relationship has since tripled, the client brings far more in deposits and payment volume, and nobody has checked whether the terms still reflect that, in either direction. Without an owner or a review date, a concession stops being a decision.

  • 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.

  • Commitments nobody tracks

    Priced on a promise

    You discounted on the basis of committed volume. Whether that volume ever materialized is a question your billing system cannot answer, so the terms cannot reflect what the client actually brought, whether that is more than they promised or less.

  • Earnings credit run off to the side

    Half the price, off the books

    For a large operating account, the earnings credit its balances generate can outweigh the fees. Yet it is usually calculated in a separate analysis package, and the ECR a client negotiated is applied by hand to whichever accounts someone remembers are covered. When the credit is wrong, the treasurer finds it on the analysis statement before you do.

  • 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, and the earnings credit a client’s balances offset is calculated by the same platform rather than a separate analysis tool. What this relationship actually earns, net of every concession granted to win and keep it, becomes something you can report on rather than reconstruct.

Earnings credit and the statement your client reconciles

Corporate clients pay for treasury services with balances as much as with fees. Fincarna calculates the earnings credit those balances generate, applies the ECR each client negotiated on their deal, offsets it against analysed service charges, and issues the monthly account analysis statement from the same figures that billed them.

No separate analysis package, no rate applied by hand, and no statement regenerated after the fact.

See Account Analysis
  • ECR governed in Rate Authority: fixed, indexed or tiered, with floors and ceilings
  • Negotiated per deal, applied only to the accounts enrolled in it
  • Relationship level statements with AFP coded service lines
  • Delivered as ISO 20022 camt.086 or ANSI X12 822

Expected outcomes

Every cycle
Terms enforced automaticallyNo manual adjustments, no side spreadsheet, no reliance on someone remembering
Full
Concession lineageWho granted it, who approved it, when it started, and when it is due for review
One
Deal per relationshipCovering 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