In this insightful interview, Sudhir Kumar, who leads capital planning and stress testing oversight at U.S. Bank, reflects on the seismic shifts triggered by the Silicon Valley Bank crisis. For Kumar, the collapse underscored the urgent need for real-time liquidity monitoring, diversification of funding sources, and rigorous stress testing. Treasury functions must now operate with a level of readiness once reserved for crisis scenarios.

Kumar highlights how digital acceleration and the power of social media have added unpredictable layers to liquidity risk. The conversation delves into how banks must now rethink asset-liability management strategies and embed risk assessments more deeply into governance structures and long-term decision-making.

From more granular ALM oversight to operationalizing contingency funding plans, Kumar emphasizes that Treasury must go beyond compliance. Institutions are balancing profitability, risk resilience, and regulatory mandates—requiring a more agile, transparent, and collaborative approach between risk, Treasury, and regulators.

As banks adapt to heightened scrutiny, Kumar advises leaders to integrate second-line functions into strategic planning, foster transparency across risk channels, and engage proactively with regulators. For Treasury leaders seeking to future-proof their balance sheets, it’s clear: reactive risk management is no longer enough.