A lot of companies get this the wrong way around.

When they need to hire someone, they reach into the bottom drawer, pull out the treasury job description from five years ago, change the date at the top, freshen up a few words and post it.

But businesses change.

Treasury challenges change.

And the person you needed 3 years ago is unlikely to be the EXACT same person you need now.

I was working with a client who’d already interviewed several candidates. Some had brilliant CVs, big company names, and excellent credentials on paper…

But I kept asking them one thing:

“What problem are you actually trying to solve over the next two years?”

That’s the real question.

This particular company has a huge treasury funding and capital markets program coming up. Billions to raise and a massive focus on debt capital markets activity over the next couple of years.

That’s the business-critical issue sitting on the table right NOW!

Interestingly, one of the strongest candidates didn’t necessarily tick every traditional treasury box.

They were fantastic on funding strategy and capital markets, and had brilliant relationship skills.

But…

They had less exposure to cash management, NO treasury systems implementation, and limited experience across some operational treasury areas.

Most businesses would immediately reject that profile.

Too narrow

Too specialist

Not broad enough

But with a bit of nudging, the CFO realised the candidate would have the exact skills they’d need for the next two years.

THAT is the key

Because hiring the “best” treasurer on paper and hiring the right treasurer for your business right now are not always the same thing.

Sometimes businesses hire for completeness.

The fully rounded treasury leader who’s done, seen and managed everything.

And that can absolutely be the correct decision.

But sometimes the smarter decision is hiring someone who solves the biggest current problem exceptionally well.

The other areas of treasury can often be supported by the wider team.

And I think this is where treasury hiring is evolving.

I’m having more conversations now where clients are stepping back and asking:

“What does success actually look like in this role over the next 12 to 24 months?”

Not:

“What did the previous person do?”

That’s a completely different question.

One of the best questions Katie asks our clients is:

“What would success look like from this person in the first 90 days?”

I’ve talked about that in newsletters before. It’s such a simple question, but it changes the entire conversation.

Because suddenly you stop hiring around a job title and start hiring around outcomes.

And I’ve seen the reverse happen as well.

I’ve seen treasury professionals take jobs that looked fantastic on paper but were completely wrong for them culturally, strategically or operationally.

Sometimes you can just tell.

The role sounds impressive. The title sounds bigger. The money looks good.

But the environment, expectations or actual business challenges are wrong for that individual.

Then six months later, they’re back on the phone saying:

“Yeah… you were right.”

The best treasury hiring decisions usually happen when both sides properly understand the challenge sitting underneath the role. Not just the job description.

Especially right now, when treasury is rarely static.

• Some businesses need stability.
• Some need transformation.
• Some need funding expertise.
• Some need commercial influence across the wider business.

So when it comes to hiring, the question shouldn’t be:

“Who’s the best treasurer?”

What you should REALLY be asking is:

“Who is best equipped to solve the problem we actually have right NOW?”

Best regards,

Mike

P.S. Hiring a treasurer starts with understanding the problem you actually need solved. If you want help figuring that out, let’s talk.

Earlier today, a candidate who was seeking a new role said to me:

“Can you keep this confidential? My manager is a close connection of yours.”

And I was happy to tell them that I ALWAYS keep it confidential, no matter what.

I wouldn’t have gotten this far in this business if confidentiality wasn’t at the core of everything.

In fact, my wife asked me to keep a secret the other day, and I said that I’m basically the keeper of secrets!

Call me Mike… Confidential Richards.

That’s not actually my middle name… and I’m definitely not telling you what it is either, (otherwise AI might steal it and try to replicate me).

But joking aside, this is the reality of what we do.

People come to me when they’re not ready to have that conversation publicly.

• They’re exploring, but not ready to tell their team
• Their manager is in their network
• The timing just isn’t right internally
• Or they simply want to understand their options first

It doesn’t matter what the reason is. From my side, no CV gets shared, no conversations happen, nothing moves forward without your say-so. Simple as that.

But it’s not just candidates. It works both ways…

We’re often asked to run confidential searches as well. And there are a whole range of reasons for that, too.

Sometimes it’s internal sensitivity…

They may be replacing the current Treasurer, who hasn’t yet announced their move,

and they want to handle it properly.

Sometimes it’s external sensitivity… 

A Finance Director wants the new Head of Treasury agreed in advance so they can introduce them to banks and financing partners before anything is public.

Or sometimes it’s a planned change…

The incumbent may not even be aware yet, and the CFO wants to ensure a clean, immediate transition.

Then sometimes it’s just the hassle factor… 

They trust us, they’ve appointed us, and they don’t want 20 other recruiters calling them asking to work the role.

Would I like to advertise all of these roles?

Are you mad? Of course I would!

There are searches I’ve worked on that I’d have LOVED to have been able to shout about.

To name a few:

• Head of Treasury for AMS
• Treasurer for Blackstone Real Estate
• Treasurer for Ceres Life
• Treasury Director – Europe & Asia for Filtration Group
• Head of Capital Markets & Financing  & Corporate Finance & Treasury Manager for Porsche
• Petrochemicals Global Treasurer for SABIC
• Group Treasurer for Senior Plc
• Treasurer for Streamland Media
• Group Treasurer for Techtronic Industries

They were all fantastic roles that most treasurers would jump at. But when a client says:

“Mike, it’s a confidential search.”

I respect that, because that’s the job. That’s the trust.

So whether you’re a candidate quietly exploring, or a client needing to manage something carefully behind the scenes…

Confidentiality isn’t a nice extra. It’s the foundation.

And without it, none of this works.

Best regards,

Mike

P.S. If you want proper, honest, confidential career advice. Or you’re hiring and need things handled the right way, you know where I am.

Our fees range from 25 to 30% of base salary, with three flexible models to suit your search

So, you want to understand our fees and how we structure them?

No problem, read on.

Understanding Treasury Recruitment Fees

It depends, but let me explain.

We specialise exclusively in recruiting Treasury Professionals. It’s a niche market, and unlike generalist recruiters, we don’t fill hundreds of roles each month. We don’t benefit from the bulk volume that lets generalist agencies offer cheap rates, and honestly, that’s fine by us.

We invest time, research, and precision into every search to find the right person, not just the next available one. We’ve been recruiting Treasury talent globally for over 25 years, and we know what works.

That level of expertise, reach and focus comes at a cost. It also delivers real results.

Why We Don’t Compete on “Cheap” Fees

Here’s the conversation I have most weeks:

“Mike, the other agencies on our PSL work at 15%. You’re at 25 to 30%. Can you match them?”

The simple answer is no, and here’s why.

Quality Treasury recruitment takes time, insight and specialist knowledge. At 15%, you’ll likely get a few CVs from a database and a recruiter who can barely spell Treasury, let alone understand how to recruit one.

So go ahead, give it to your cheaper agencies first. They might get lucky. But more often, after 6 to 8 weeks there’s no result, and that’s when I get the call:

“Mike, we’ve been searching for weeks with no success. Can you take this on?”

Of course we can. But by that point, the market is what I’d call scorched earth. A series of generalist recruiters have blanketed it, mis-sold the role, and turned off the very Treasury Professionals you wanted to attract in the first place. The good ones have already decided you’re not serious about Treasury and tuned out.

Then comes the second part of the conversation: “Mike, can you match the cheaper fees too?”

No. We’re being asked to take 100% of the risk on a search that’s already been damaged, on a contingent basis, with no guarantee of revenue. That’s not a fair ask, and we won’t do it.

This is exactly why investing in a specialist partner from day one saves you both time and reputation.

Our Treasury Recruitment Fee Models

We believe in transparency and flexibility. Depending on how you want to work with us, there are three proven ways to structure your search:

1. Contingent Search, No Win, No Fee

Our contingent model is straightforward. You only pay if we successfully place a candidate.

Key details

• Typical fee: 25 to 30% of base salary
• 100% risk on us, if we don’t deliver, you don’t pay
• Fast access to our Treasury network and database

If we recruit you a Treasurer earning £200,000 or $300,000, the right person will pay for themselves many times over. Through bank fee savings, refinancing, a new Treasury Management System, or simply by motivating the team and getting more out of them in the first 12 months.

If they can’t deliver that kind of value, they’re not the right hire anyway.

2. Retained Search, Shared Commitment, Guaranteed Focus

This is our most effective partnership model. It gives you dedicated time, resources and accountability from day one.

How it works

• Exclusive engagement on your role
• Fees split into three equal stages:
  • 1/3 upfront (Retainer)
  • 1/3 on shortlist presentation
  • 1/3 on completion

The retainer funds the search itself, paid research, dedicated time, the proper hunt for both active and passive Treasury talent.

Will I make loads of profit from the retainer fee? No. We barely break even at that stage. The profit is in the completion fee, which means we’re motivated to actually finish the job.

Our record: 100% success rate on retained Treasury searches over the past 25 years.

Have we lost money on retained searches? Yes, occasionally. But we’ve never failed to deliver, and I don’t intend to start now.

3. Staged Search, The Best of Both Worlds

If you want something between a full retained and contingent approach, our Staged Search model is the perfect middle ground.

Structure

• 1/3 upfront retainer (covers research time)
• 2/3 on successful placement

It shares the risk between both parties. You get more focus and commitment than a purely contingent search, without the full exclusivity of a retained agreement.

If I don’t recruit the role, I lose money. So believe me, I’m incentivised to find you the right person. It’s a genuine win-win.

Which Treasury Recruitment Model Is Right for You?

Each approach has its benefits depending on your timelines, budget and hiring strategy.

• Contingent Search suits faster, lower-risk hiring
• Retained Search delivers the highest commitment, precision and success
• Staged Search offers flexibility if you’re testing the waters

If you’re not sure which model fits best, let’s have a conversation and tailor an approach to your needs.

Why Clients Choose The Treasury Recruitment Company

• 25+ years of global Treasury recruitment expertise
• Specialist network of Treasury Professionals worldwide
• 100% retained search success rate
• Trusted by major corporates and private equity firms across the UK, US and Europe

Our clients know that specialist expertise pays for itself. Better hires, faster placements, and stronger long-term results.

How much does treasury recruitment cost?

Treasury recruitment fees at The Treasury Recruitment Company typically range from 25 to 30% of the candidate’s base salary. The exact fee depends on the seniority of the role and the search model you choose: contingent, retained, or staged.

What’s the difference between contingent and retained search?

A contingent search is no win, no fee. You only pay if we successfully place a candidate, and we carry 100% of the risk. A retained search means you commit to working exclusively with us, paying in three equal stages (retainer, shortlist, completion). Retained search delivers higher commitment, dedicated research, and better results for senior or hard-to-fill roles.

Why are specialist treasury recruiters more expensive than generalists?

Specialist treasury recruiters invest in deep market knowledge, a dedicated treasury network built over many years, and the time required to find the right person rather than the next available CV. Generalist agencies recruit at volume and offer lower fees, but rarely understand the technical demands of treasury roles.

The cost of a wrong hire, or a prolonged search that damages your reputation in the market, far outweighs the difference in fee.

 How long does a treasury recruitment search take?

Most retained treasury searches complete within 8 to 12 weeks from start to placement, depending on the seniority of the role and the geographic market. Contingent searches can be faster for more common roles, but timelines vary based on candidate availability.

Next Steps

If you’re hiring in Treasury, let’s chat. We’ll walk you through each model and help you choose the best structure for your next search.

More resources for employers:

• Check Out Our Global Treasury Salary Survey – benchmark compensation by level and region
• Hire Treasury Talent – explore our services and success stories
• Treasury Career Corner Podcast – hear directly from Treasury leaders we’ve placed and partnered with

Or simply book a 15-minute consultation with Mike Richards to discuss your next hire – email Mike@TreasuryRecruitment.com

Let’s grab a coffee and chat.

A few years ago, I was working with a company recruiting for a senior treasury role.

It looked great – a proper opportunity for someone to come in and make a difference.

So, we got to work and produced three very strong candidates.

Everything was looking great…

Then the company shared their proposed interview process.

First step: a numerical test, then a verbal reasoning test, followed by a psychometric assessment…

Then a 45-minute interview with HR.

If they passed that, then they might get to Round 2 and meet the Treasurer and maybe some team members.

If they passed BOTH of those, then they might get to meet the CFO at Round 3!

It was adding up to about three hours across multiple stages before the candidate had even managed to work out if they wanted to work there.

Bear in mind that these weren’t graduates. They were senior treasury professionals – people who already do demanding jobs.

This is where a lot of hiring processes go wrong.

Employers still behave as if candidates should feel grateful just to be considered.

But that’s not how the market works anymore.

Most treasury professionals aren’t sitting at home waiting for someone to offer them a new job. 

They’re already in good roles, delivering value for their businesses.

They’re not desperate to leave.

So when they see a job advert, the first question isn’t “How do I pass their interview process?”

It’s usually “Why would I work there?”

That’s where the shift needs to happen.

Advertising a role is NOT the same as attracting candidates!

Both words start with “A”, but that’s where the similarity ends.

You can advertise a job all day long, but that doesn’t mean the right people will come running.

Attraction is different.

It means answering the questions that are already in a candidate’s mind:

• Why did the previous person leave?
• How will this help my career move forward?
• What’s the culture like?
• Who would I be working with?

If those questions aren’t clear, the best candidates quickly move on.

And then there’s the other issue: asking candidates to jump through hoops before they’ve even decided if they like you!

I often say to my clients that recruitment is a bit like dating. You don’t start the evening by asking someone to complete a personality test and a maths exam. At least buy them a drink first.

In recruitment terms, that means having a conversation, letting candidates meet the hiring manager early, letting them understand the business and ask questions.

Only once they’re interested does the deeper assessment make sense.

Because what you’re really building is the same thing every strong hiring process needs…

Know. Like. Trust.

First, they get to know the company.

Then they (hopefully) start to like what they see – the people, the opportunity, the direction of the business.

Finally, they trust that joining your organisation is the right move for the next stage of their career.

That’s when someone commits.

In the example I mentioned at the start of this newsletter, I eventually persuaded the client to change the process.

Instead of testing candidates immediately, the first stage became a relaxed conversation over coffee with the hiring manager.

They were then able to set the scene, explain why this was a key hire and why they felt that they needed to add the screening stage at Stage 2, and they gained ‘buy-in’ from the candidates as they could understand why it was needed. Then, in the end, they actually wanted to progress.

The candidates understood the opportunity and could get excited about it; the rest of the process followed naturally.

The role was offered and accepted.

Because the company realised something important…

When you’re recruiting today, it’s not about YOU anymore. It’s about THEM.

Best regards,

Mike

If treasury recruitment has felt slow, hesitant, even a bit stuck, you’re not imagining it.

But I don’t think it’s been a hiring crisis. It’s been a waiting game.

To set the scene…

2025 was brutal. Tariffs, trade wars, uncertainty everywhere. And then AI suddenly started appearing in every conversation.

2 years ago, most people didn’t know AI was even on the horizon!

Now we’re all trying to work out how to use it on top of an already demanding day job.

Layer that on top of treasury responsibilities, you can see why people haven’t rushed to move companies.

Remember, Treasurers are NOT risk-averse BUT they are risk-aware!

They’re looking at the market and thinking the waters are choppy, the workload is heavy, and I’ve got a lot of responsibility right now…

This is not the moment to move roles.

So, they wait until things settle down, until they’ve got a bit more control, the markets are more settled and calm…

Then they’ll be able to properly commit to a job search.

That’s what’s happening. Many professionals who were open to a move have stayed put. 

They are passively looking, keeping an ear to the ground, but not actively pushing forward. 

And that creates a strange dynamic from the outside…

It starts to look like there’s no talent. No movement. No one applying.

Recruitment within Treasury relies upon treasury talent moving roles.

Then there is a domino effect.

One person moves, an opening is created, someone is promoted then a gap opens behind them, and so on…

BUT

Yes! That’s a big BUT – if the first domino doesn’t fall, everything behind remains static.

I’ve seen this first-hand on some of the senior campaigns we ran last year:

When a great role came to market, there was an avalanche of responses, and not just from random candidates – there were some great treasury professionals desperate to develop their treasury careers!

There was so much pent up demand from treasury professionals to move positions – they were fed up and wanted a move, no matter where.

There’s a lot of pent-up frustration when the market isn’t fluid.

But the key point to remember is:

The talent hasn’t gone away, it’s just waiting.

Many treasurers have been in their roles for 5, 8, even 10 years.

They’ve done what they set out to do, but they’re cautious about making the wrong move in an uncertain environment…

So, they’re holding their ground, doing their jobs, and watching for something that genuinely moves their career forward.

That’s why hiring has felt harder.

Now the dust is settling, it feels a little bit more open again…

I’m hearing more people say they’re willing to entertain the right opportunity if it comes along.

Often, the right role isn’t always obvious until you actually see it. 

Many people don’t know they’re interested until a conversation starts and they realise it’s a challenge they hadn’t previously considered.

So if you’re a candidate, there’s no need to force a move just because the calendar says you should. But staying close to the market is still important.

If you’re hiring, it’s worth remembering that this hasn’t been a shortage of talent. It’s been a confidence and timing issue. The right people are there, they’ve just been waiting for the right moment. It’s been a bit of a waiting game.

And we’re always here if you need advice!

Best regards,

Mike

P.S. If you’re in that “waiting” phase and you want advice, but unsure whether now’s the right time – drop me a message, let me know what you’re holding out for.

I might be able to find it for you!

This is the 2nd line of a conversation I have literally had hundreds of times before.

A client calls me and says they want to recruit a:

• Treasury Analyst
• Treasury Dealer
• Treasury Manager
• Assistant Treasurer
• Deputy Treasurer
• Group Treasurer
• Global Treasurer

Take your pick. But whatever it is, they then tell me how much they want to pay…

And I can already hear the ‘Family Fortunes aka Family Feud’ – NIL buzzer ringing in my head

UHHHHHH UHHHHHHH

The data says I should pay +\&% or some other crazy answer…

Now, their figure might’ve made perfect sense if it were 2016.

But I’d honestly say 90% of the time, the numbers I hear for salaries are just wrong…

And no, it’s not because companies are trying to save money or cut corners.

The real issue is that the supposed treasury market salary “data” is just .

It’s made up!

Now, if you don’t believe me, I can share with you the name of a prominent salary survey company who approached me suggesting they run my Treasury Salary Survey for me.

I asked them where their data came from and they honestly said that they scrape the data from the salary ranges quoted in the job adverts on LinkedIn…

Then they report the mid-point as the average salary for that position!

And if the client they were working for didn’t have enough source data on LinkedIn they would get data from other sources such as:

• Indeed Job adverts
• Self-reported figures
• Glassdoor estimates

So, I’m not surprised when I see rival salary surveys listing salaries for:

Treasurer Salary Range – From £130k to £160k or Global Treasurer £180k+.

To me, that’s essentially signalling: We don’t have a clue!

But we can pretend to the market that our Salary Guide provides expert insights into candidate expectations and recruitment trends across industries…

But it doesn’t. It’s completely fabricated. Or in simpler terms, BS.

And that’s where the problem starts.

When a company prices a role based on that kind of info, the market doesn’t suddenly become “short of talent”…

The market behaves rationally.

The wrong people apply. The right people don’t.

The role sits open. And frustration builds.

Eventually someone says;

“There just aren’t any good candidates out there!”

But in reality, the candidates are there. They’re just not interested at that price.

Recently Katie had a client who wanted to recruit a London-based Treasury Manager for £70,000.

She explained the current average a UK Treasury Manager is £83,443 plus bonus and allowances.

Essentially, per this article, asking for a below-average manager.

And if you’re paying below the market, you are, by definition, shopping below the market. 

You may still hire someone, but you’re not buying what you think you’re buying.

The same thing happens in other markets such as the USA…

We often get requests from US clients who say;

“I want a Treasury Manager for $110,000 when the average is $126,330”

OR

“I want a Global Treasurer for $200,000 when the average is $290,044”

And that’s where the survey gives us the power if you like as we have the real insights into the salaries of treasury professionals because we are actually surveying the market and…

OUR DATA IS REAL!

Then we have the complication of Benchmarking Job Titles!

When you factor in what most salary surveys ignore:

1. Scope – A Treasury Manager running a small domestic cash function is not the same as one managing international liquidity, debt, risk and a team.
2. Location – The cost of living whether it’s in London, New York or Brussels is massively different!
3. Working patterns – Five days in the office now commands a premium. Hybrid and remote have changed things.

In other words, the title tells you almost nothing.

That’s why to benchmark properly, you need real people in real roles, understanding what they actually do, who they manage, where they sit in the business and what it really takes to replace them…

You can’t just pluck averages from the internet.

So when we are running the survey I use my experience of over 30 years in Treasury recruitment to work out which category a survey participant fits into.

Because broader questions like “What does a Treasury Manager earn in the UK?” aren’t that useful.

The real question should be:

“What does this Treasury Manager, doing this job, in this location, with this scope, need to be paid for the market to take it seriously?”

Get that right, and hiring becomes faster, calmer and far more predictable.

Now, if you want better data, it starts with better inputs…

So, if you haven’t already, please take just a couple of minutes to fill out our Treasury Salary Survey and help us build something based on real roles, real pay and real market conditions.

I’ll be updating the current stats in February and sharing them with everyone who takes part in our EXCLUSIVE 6-MONTHLY GLOBAL TREASURY SALARY SURVEY so everyone benefits.

You can CLICK HERE to fill out the Treasury Salary Survey.

Regards,

Mike

P.S. If you’re struggling to attract the right level of treasury talent, or wondering whether the number you’ve been given is actually realistic, CLICK HERE to utilise our salary survey scroller.

“I started interviewing but haven’t been thrilled with the candidates so far.”

That’s what a Group Treasurer told me last week. He even suspected one candidate he interviewed was being fed answers directly from AI, something I fear will become more common.

(I hasten to add it’s not me recruiting for them YET give it time…)

I hear this same issue every week from a variety of treasury clients.

They try to recruit for a treasury role themselves, but quickly discover it’s not as easy as they thought to attract good candidates.

Treasury isn’t like recruiting an AP/AR clerk or a general accounts role.

The talent pool is smaller, the skills are more specialised.

The best people – the ones who want the next step, not just any new job – are already flat out busy delivering value in their current organisations.

When you advertise on LinkedIn, you often get a selection of treasury professionals who are frustrated with their current role; they’re not looking for the next step in their treasury career, they simply want to leave.

That’s not to say they’re bad at their job, BUT they’re likely not the high-impact talent your role requires.

On the other hand, the truly driven treasury candidates, the ones who think strategically about their careers, rarely apply through job boards at all.

They’re not browsing LinkedIn looking for escape routes, they don’t have the time!

They are the ‘passive pool’ of treasury talent…

They need to be approached, informed and persuaded as to why your role represents a meaningful next step.

And that’s exactly why we, as The Treasury Recruitment Company, exist.

We fill the roles that need to be spoken about, not the ones that can be posted and prayed over.

And with automated CV-screeners, templated applications and AI-written interview answers running rampant, companies now waste even more time filtering through noise before they ever get close to the right person.

So, believe me (as I’m sure anyone who’s tried would)…

Hiring is HARD. Especially in treasury.

And the most important roles are only getting harder.

So, if you’re struggling to find the right treasury talent, or if you’re worried you’re talking to AI and not real candidates, feel free to reach out.

Likewise, if you’re a treasury professional who’s not looking for a job but looking for your next step, I’m always happy to talk.

Best regards,

Mike

P.S. I spoke with Frank Melaccio who is now the Treasurer at Ceres USA Life Insurance on a podcast earlier this year when he shared some amazing advice for treasury professionals – click here to listen

Thirty years ago, it was Excel.

Ten years ago, it was blockchain.

Now it’s AI.

Every few years, a shiny new skill gets added to every job spec, and every time, the same problem follows:

Everyone wants candidates who know how to use it, but most hiring managers don’t understand it themselves.

Earlier this week, I was chatting with my colleague Katie about a new search we’d just been briefed on…

The client wanted someone “with experience using a specific treasury system” and “a professional finance certification” – they’d even named the qualification.

So far, so normal.

But something quickly struck me as odd…

How were they going to assess that when I knew they didn’t have that experience themselves?

And stuff like this isn’t rare.

At a recent conference in Texas, I asked a room full of treasury leaders:

“How many of you have added ‘AI experience’ or ‘automation skills’ to your job descriptions this year?”

Every hand shot up.

Then I said:

“And now keep your hand up if you actually know how to assess that experience.”

Every. Single. Hand. Dropped.

I’ve seen it for years: clients asking for skills they can’t measure or don’t even use themselves.

• They demand “advanced Power BI skills”, but couldn’t explain what it actually does.
• They want “AI familiarity”, but have never implemented any automation internally.
• I’ve even seen some insist on qualifications that no one in their country even has!

It’s like asking for fluency in a language you can’t speak.

But if you can’t assess it, you shouldn’t list it as essential.

Because all that happens is…

You filter out great candidates who don’t tick a negligible box.

You slow down your process, chasing skills you can’t recognise.

And you send a message to the market that you don’t understand your own brief.

A good job description doesn’t describe your dream hire; it describes what success actually looks like.

So before you post that next spec, ask yourself these three questions:

1. Can I test for this skill?
2. Can I describe what “good” looks like?
3. Could I spot it in an interview (without Googling it first)?

If the answer’s no – cut it.

You’ll move faster and hire smarter.

Best regards,

Mike

P.S. What’s the most ridiculous “requirement” you’ve seen on a treasury job spec?

Recently, Tom Tarrant, a candidate who we placed at WL Gore, asked me a big question. And a timely one.

“What advantages or problems does it create when candidates and clients use multiple agencies, or use LinkedIn Easy Apply – especially when a role is also open for direct applications via career pages?”

It’s something I see every day. And the short answer is:

Confusion and clutter.

When a role is open on LinkedIn, through agencies, and directly via the client’s site, it splits the message. It dilutes focus. And candidates don’t know who to trust or where to apply.

Add Easy Apply into that mess, and suddenly everyone’s overwhelmed. Especially the client.

And the result…

Great candidates get lost in the noise. Agents chase the same people. And hiring managers miss out on the strategic advantage of a focused, well-managed search.

So, that creates another problem:

No one’s moving.

Instead, strong candidates are sitting tight, waiting for the right moment. But that moment never comes.

And when you also factor in…

1. Many treasury professionals just had their first meaningful bonus in years.

After COVID, after restructuring, and after being told “you should be grateful just to have a job”… people are finally just seeing bonuses again.

2. Treasury isn’t boom-or-bust.

You don’t hire six treasurers overnight. It’s one hire here, one there. And that makes timing crucial. Without exits, there’s no backfill. And without backfill, there’s no momentum.

3. The domino effect is real.

Unless someone retires, gets poached, or moves abroad, the roles don’t shift. And within corporate treasury right now, that chain reaction isn’t happening.

Although treasurers aren’t necessarily risk-averse, they’re risk-aware…

The relatively static state of economies globally is also affecting confidence in job seekers who are nervous about making the next move, even if they want to…

But I hear you. You’re saying:

“Mike, I’ve seen a great role advertised on LinkedIn, and they’ve received 300+ applications. Surely they have found the right person from that pool of people?”

…NOPE!

Because the candidates who apply for those roles are applying for every single treasury job, whether they are qualified or not!

The One-Click Apply button is the scourge of LinkedIn.

While it’s convenient, quick and easy for candidates, it’s killing relevance and costing our clients money.

Only one person wins – can you guess who?

It’s LinkedIn, of course.

They charge employers for job applications.

I’ll break it down…

1. Pay-Per-Click (PPC) Model for Jobs

Most jobs on LinkedIn operate on a pay-per-click basis. Employers set a daily or total budget. LinkedIn charges each time someone clicks “Apply”, whether that candidate is qualified or not.

The average cost-per-click can range from £1 to £5+, depending on role, location, and competition.

2. Easy Apply = More Clicks

“Easy Apply” encourages high-volume, low-intent applications.

Even if a candidate doesn’t read the job properly, their click still costs the employer.

3. Premium Job Slots & Visibility Boosts

Employers can pay more for premium job placements, boosting visibility in search results or email alerts.

Again, the more views and clicks, the more LinkedIn earns.

So LinkedIn wins. Always.

They’re incentivised by volume, not relevance.

The more people click, the more they earn. Even if it clogs your inbox with off-target CVs.

It’s a big problem for clients:

• Budgets get burned on low-fit candidates.
• Hiring managers waste time filtering out noise.
• It creates a false sense of traction: “We had 300 applicants!” But how many were actually worth interviewing?

One client came to me. They’d had 330 applications and none were right. So we took over the brief, found the right person, and placed them…

Because we spoke to the people who weren’t applying but were ready for the move.

Here’s what smart clients are doing:

1. Starting searches before the market gets hot
2. Being clearer about trajectory, not just tasks
3. Targeting the “not looking, but would move for the right role” crowd…

(That’s 90% of our candidate pool, by the way. They’re not on job boards.)

So, it’s not that treasury hiring is dead.

It’s just that, if you wait for a flood of obvious candidates, you’ll be waiting a long, long time.

Best regards,

Mike

P.S. If your inbox is full of “easy apply” CVs that don’t match your role, send me a message.