The Co-operative Bank of Kenya brought together over 100 Chief Finance Officers and Financial Directors for a high-level breakfast forum focused on transforming transaction banking from a cost center into a strategic advantage.
The forum, held at the Serena Hotel under the theme “Leveraging Financial Technology for Operational Efficiency,” comes at a time when corporations globally are under pressure to improve liquidity management amid tightening working capital cycles and rising operational costs.
Speaking during the event, Lydia Rono, Director of Corporate & Institutional Banking at Co-operative Bank, underscored the urgency of digital transformation in treasury operations.
“In today’s high-stakes environment, manual processes and delayed reconciliations are no longer just inconveniences—they are active liabilities that erode working capital and invite risk,” Rono said. “Our mission is to transform our customers’ transactional flows into a source of competitive advantage.”
The discussions highlighted how financial technology is reshaping Kenya’s corporate banking landscape. With 91% of SMEs already adopting digital payments—according to the Mastercard SME Confidence Index—large corporations are now seeking more sophisticated real-time treasury and liquidity management tools to enhance efficiency and transparency.
According to PwC’s 2025 Global Treasury Survey, cash and liquidity management has emerged as the top priority for treasury teams worldwide. Co-operative Bank is responding to this need through advanced transaction banking solutions that provide real-time visibility of cash flows, API-based integrations with existing ERP systems, and automated reconciliation capabilities.
Kenya’s digital payments market continues to expand rapidly, projected to grow at a 14.1% compound annual growth rate (CAGR) between 2024 and 2028. This growth cements Nairobi’s position as the “Silicon Savannah,” standing among Africa’s top fintech hubs alongside Nigeria, South Africa, and Egypt.
“What Financial Directors and CFOs truly need today is strategic financial infrastructure that provides real-time visibility and control, ensuring their liquidity is not subjected to speculation,” Rono added.
Co-operative Bank’s approach mirrors global trends, with 67 per cent of treasury teams in organizations earning over $10 billion annually now investing in in-house banks, and 60 per cent implementing payment factories to consolidate flows and enhance control.
Charles Washika, Co-operative Bank’s Director of ICT and Innovations, emphasized that operational efficiency today extends beyond automation.
“Unlike in the past, when the primary use of technology was simply to automate services, we now support our clients in leveraging technology to gain a competitive edge through data-driven decision-making,” he said.
With 47.7 million mobile money subscriptions in Kenya—representing 91 per cent market penetration, according to the Communications Authority of Kenya—the foundation for digital financial services is well established. However, Co-operative Bank noted that corporates require more robust and integrated financial tools than consumer-grade mobile money solutions can offer.
The Transaction Banking Forum forms part of Co-operative Bank’s continuous client engagement initiatives, aimed at equipping businesses with insights on emerging financial technologies and showcasing how the bank is delivering strategic value beyond traditional lending and deposits.
Attendees included senior finance executives, managing directors, and decision-makers from various sectors, reaffirming Co-operative Bank’s position as a leading partner in driving corporate digital transformation and financial innovation in Kenya.