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Insights and Expertise

Choosing forward-looking partnerships
Five questions for CFOs to ask about Behind the scenes, data-driven networks are quietly re-
their 2026 payments strategy drawing the B2B payments landscape. Intelligence across
rails—who pays whom, how, and on what terms—is be-
B2B payments are no longer just an operational coming the industry's most valuable asset. This data en-
function. They directly influence liquidity, resilience ables smarter routing, optimized payment method selec-
and growth. As embedded models mature and tion and more tailored supplier experiences.
interoperability becomes standard, here are five
questions finance leaders should be asking now: It also empowers CFOs with real-time visibility into pay-
1. Can we see cash before it settles? Visibil- ables and receivables, turning payments data into a for-
ity into receivables and payables timing is es- ward-looking liquidity planning tool rather than a back-
sential. If treasury is relying on static reports ward-looking report.
rather than real-time dashboards, liquidity
forecasting is already lagging. That complexity is driving another shift: partnerships are
2. Are we optimizing payment methods or just becoming the default go-to-market strategy. No single
player can cover the full spectrum of B2B needs alone,
accepting them? Card economics, ACH rout- and coalition-driven innovation is now table stakes. For
ing, cross-border rails and FX execution all enterprises, the benefit is clear: integrated ecosystems that
affect margin. Suppliers that actively manage reduce operational silos, mitigate risk and align payments
interchange qualification and payment mix are strategy with broader treasury and liquidity objectives.
capturing measurable liquidity gains.
3. How much manual friction still exists in our Looking ahead, working capital optimization and secu-
workflows? Exception handling, reconcilia- rity will rise even higher on the executive agenda. In an
tion delays and unstructured remittance data uncertain macro environment marked by rate volatility,
inflate DSO and tie up staff time. Automation geopolitical risk and supply chain disruption, predictable
should be reducing measurable cycle time, not liquidity is not optional, it is strategic.
just shifting work between teams. Moving toward smarter liquidity
4. Do our AP and AR teams operate from the
same liquidity strategy? Extending payables Organizations face mounting pressure to balance extend-
while accelerating receivables requires coordi- ing payables, accelerating receivables and maintaining
nation. If AP and AR are optimized indepen- strong supplier relationships. Payments infrastructure
dently, working capital outcomes suffer. now sits at the center of that balancing act. The compa-
5. Are our payments partners helping us mea- nies that modernize it will gain flexibility; those that do
not will feel the strain in margin, resilience and growth
sure impact? Speed alone is no longer enough. capacity.
CFOs need partners who can translate opera-
tional improvements into metrics: DSO reduc- In 2026, the conversation will move beyond faster pay-
tion, working capital release, cost-to-serve re- ments to smarter liquidity. The winners will be finance
duction and liquidity forecasting accuracy. leaders who treat payments as a source of intelligence, le-
verage data to actively manage cash conversion cycles, and
In a higher-rate, capital-conscious environment, build ecosystems that align AP, AR, and treasury around
payments infrastructure sits at the center of the cash shared working capital outcomes.
conversion cycle. Organizations that treat payments as
a strategic intelligence layer rather than a transactional Payments are no longer simply about moving money; they
necessity will gain flexibility when markets tighten. are about unlocking it. And in a capital-constrained world,
that distinction will define competitive advantage.
The real shift in 2026 is not about adopting faster rails.
It is about building an ecosystem that turns payment Zach Held joined Boost in May of 2023 and is responsible for managing
data into actionable liquidity insight. Payments are no Boost’s product and commercial organization. Zach brings 15 years
longer just about execution. They are about control. of product and strategy experience across financial services, with a
specific focus on lending and payments. Prior to joining Boost, Zach
cash flow patterns and strengthening controls without re- led Goldman Sachs’ proprietary POS lending business, MarcusPay. He
placing human judgment. previously held leadership roles in product, partnerships and strategy
at various financial institutions, including Bank of America and HSBC.
It won't push "send," but it will make sure you should. Zach also ran the Product and Design organization for XUP Payments, a
More importantly, AI-driven insights will help finance merchant acquiring solutions company, where he helped grow the orga-
leaders model payment timing scenarios, assess supplier nization and prepare for its eventual acquisition in 2021 by KeyBank.
term strategies and proactively manage liquidity risk. Contact Zack via LinkedIn at https://www.linkedin.com/in/zheld.

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