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Several years ago, at the ServiceMaster Co., a stressed-out treasury operations staff finally had had enough of putting out fires, running from one ASAP project to the next–only to find at times that what seemed so desperately mission critical to one division might not really have been needed at all. It was time to develop defensible, consistent priorities when it came to projects. Treasury ops was “working a ton of hours trying to complete projects helter-skelter for whichever business unit screamed the loudest,” recalls Brian J. Qualizza Jr., director of treasury operations. “We were reactive. We were frustrated.We decided we had to make a change.”

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