Bank of America is bringing AI deeper into corporate treasury, with a new Payments Insights capability designed to handle the manual work that once filled spreadsheets and dashboards.
The tool, part of CashPro, analyzes payment efficiency, cross-border flows and working-capital performance, then compares a company’s results with industry peers. Bank of America said the goal is to reduce time spent sorting data and increase time spent deciding what to do with it.
The new feature sits inside CashPro Data Intelligence, the bank’s AI-powered treasury analytics suite, which also includes cash forecasting and fraud-security scoring. CashPro processed 213 million payments in the first half of 2026, up 10% from a year earlier, according to the bank.
Jennifer Sanctis, managing director and CashPro product executive at Bank of America, said treasury teams are under pressure to do more with less. She said companies are not necessarily restructuring teams, but are looking for ways to free people from manual work so they can spend more time on higher-value analysis and decision-making.
Sanctis said the shift is pushing treasury staff to build skills that connect finance, technology and data, while companies also focus on improving straight-through processing and managing costs.
A Deloitte report cited in the story says agentic AI is moving beyond pilots to orchestrate workflows that include cash-flow forecasting, risk analysis and fraud detection embedded directly into payment rails. Deloitte framed 2026 as a turning point defined by speed, control and resilience as real-time payments and AI-led automation reshape treasury operations.
Laura Fox, treasury director at Allegis Group and a member of Bank of America’s CashPro Boards, said the value is not just having more data, but understanding it fast enough to act on it.
The broader message is clear: AI is not just changing how treasury works, it is changing what treasury is for. The grunt work gets automated first, and the human role moves up the chain toward judgment, oversight and capital allocation. That is the market’s verdict when software gets better than the spreadsheet. Capital rewards clear rules, fast execution and fewer wasted hours.
For companies, the upside is productivity. For the taxpayer and the broader economy, the lesson is more general: when technology removes friction, capital can move with less drag and more discipline. The firms that adapt fastest will likely spend less time managing bureaucracy and more time compounding results.
