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.

Seven and a half years ago, I started a podcast because I genuinely loved talking to treasury professionals.

That was it.

There was no grand strategy. I just thought treasury people were interesting.

I often joke that I fell into recruiting treasury professionals because recruiting specialists meant they were often paid more than generalists.

But when I got into the profession, I quickly realised that a lot of treasurers were very much like me:

Commercial, relationship-focused, often the first to the bar and the last to leave it

The more conversations I had, the more I realised treasury careers are packed full of stories nobody outside the profession ever hears.

Stuff like funding deals, cash crises, acquisitions and restructures, or career pivots.

So I started recording those conversations…

And from day one, the guests were always the stars of the show.

That’s why the podcast has lasted more than seven years and grown to over 430+ episodes.

And then something interesting happened…

People started talking about it.

They would mention a guest I’d recently spoken to. Or say that a particular episode really helped them. Or just straight up complement the podcast.

Then Pat Culkin at the AFP suggested something that changed everything.

He said:

“Have you ever thought about getting the podcast accredited for CTP credits?”

I didn’t even know that was possible, but it sounded amazing! So I went for it.

(Turns out that was a huge amount of work…)

To make the podcast officially accredited, everything had to be structured properly:

• quizzes
• verification
• scoring
• certificates
• tracking

And starting out, every quiz was manual.

I had to review transcripts, create questions, upload answers and verify everything individually. Each episode probably added another few hours of admin on top of recording it.

All I can say now is thank you Claude.ai for helping me create them…

I kept thinking…

This is worth doing.

Because treasurers were already listening while commuting, travelling, at the gym or simply walking the dog – and now they could earn CTP credits while doing it.

Previously, you’d have to attend conferences or webinars to maintain your credits, which was never convenient.

But now, the podcast makes it easy:

1. Listen when you want.
2. Complete a short quiz.
3. Receive verified credits.

Simple.

And because the episodes are based on real treasury careers and real treasury leadership, people actually seem to enjoy doing it.

And for me, one of the best parts is that people often end up networking with podcast guests afterwards…

One episode leads to a LinkedIn connection, then a conversation, and for some, it’s even led to a future opportunity.

Now, more than 250,000 downloads later, the idea behind the podcast still hasn’t really changed…

Treasury professionals sharing what they’ve learned and helping other treasury professionals.

Just now, you can get it with your CTP credits attached!

You’re welcome

Best regards,

Mike

There’s a highly capable treasurer I know who has over 26 years of experience in some amazing roles.

He approached me recently and said something I couldn’t fathom…

“I don’t really know how the recruitment process works”.

You see, in those 26 years, he’s NEVER had to network.

His first few companies effectively became one business through mergers and acquisitions. Then a couple of later roles came through single-conversation introductions.

So one conversation here, a former colleague there, maybe a recommendation from an old boss…

Each time, his next role basically just appeared.

That is, until now.

Now the business is winding things down and his role is disappearing.

Suddenly, he’s having to go to the job market for the first time in years.

And his reaction was panic because he had never properly built his network.

The problem for him (and many other treasurers) is that networking works best long before you need it.

Treasury professionals can go years without really building an external network because treasury careers are often stable for long periods.

You could join as an analyst, progress internally, move with a manager, and before you know it, 15 years have passed without ever really needing to network.

But then one day…

The CFO changes, the company restructures, the role winds down, the team gets cut, and suddenly you need the network you never built.

And the thing is, networking isn’t just for finding jobs when you need one.

With a good network, your next job will find YOU.

Opportunities often come through conversations long before they become job adverts…

• A former colleague hears about a restructure.
• A recruiter remembers your name because they met you last month.
• A treasurer remembers speaking to you at an event.

That’s how a lot of treasury hiring actually works.

So, take a minute and think…

How does your network look right now? Have you been neglecting it?

I know a lot of treasury professionals are brilliant at networking for their company.

They maintain relationships with banks, auditors, investors, internal stakeholders…

And yet they never do it for themselves.

But if you do it for your company every single day, why wouldn’t you do it for your own career as well?

That is exactly why we run our Treasury Career Corner LIVE.

People sometimes think they’re “just events.” But they’re not. They’re networking on steroids.

In one evening, you might:

• Meet 40 other treasury professionals
• Speak directly with senior treasurers from major companies
• Hear how other treasury teams are solving problems
• Have conversations that turn into future opportunities years later

Oh, and best of all… they’re free.

That’s the bit that always amazes me. People will happily spend hours scrolling on social media, but won’t spend one evening investing in themselves.

And you don’t have to wait for one of our events to build your network. You can start right now.

Open LinkedIn. Find four people you haven’t spoken to properly in a while, and arrange four meet-ups.

Coffee, beer, whatever.

Take just 20 minutes and catch up.

Because if you can improve the networking side of your career by just 1% each week, by the end of the year, the difference is massive.

Best regards,

Mike

P.S. Have I convinced you? I hope I’ll see you at our next LIVE event. Here’s where you can find me:

• Treasury Career Corner LIVE in London – https://treasuryrecruitment.com/event/tcc-live-london-jun-2026/
• Treasury Career Corner LIVE in Chicago – https://treasuryrecruitment.com/event/tcc-live-chicago-oct-2026/
• Treasury Career Corner LIVE in New York – https://treasuryrecruitment.com/event/tcc-live-ny-oct-2026/
• Treasury Career Corner LIVE in London – https://treasuryrecruitment.com/event/tcc-live-london-nov-2026/
• Treasury Career Corner LIVE in Amsterdam – https://treasuryrecruitment.com/event/tcc-live-netherlands-nov-2026/

The role of treasury has become increasingly demanding over recent years, with the rise of globalisation, the onslaught of new treasury technologies, the pressures of regulations and compliance, and not to mention the more strategic role treasury is now playing in boardrooms around the world.

BUT what does this mean for you on a day-to-day basis as treasury practitioners?

What skills do you need to master in order to cope with these evolving pressures?

What skills do you need to consider as leaders in the industry today, to ensure that your teams are future-proofed and ready to take on these challenges?

Well after many months of research and many hours of in-depth discussion with some of the most high-profile treasurers in the industry, we have compiled the ultimate characteristics and skills assessment tool which we are calling…“THE TREASURY SKILLS WHEEL”

Treasury Skills Wheel

The ‘Treasury Skills Wheel’ is made up of 12 key skills and qualities a treasurer needs that have also been identified as critical to success. Skills that every treasury professional should aim to master as part of their long-term career success. The skills are broken down into two categories:

• Hard Skills – classified as ‘teachable’ skills or those that are easy to quantify, and;
• Soft Skills – which are a combination of people skills, personality traits and attitudes

The mix and required amount of expertise within each skill will vary depending on your level of experience and the type and scope of the role you are performing, but the principle here is ensuring a full breadth of expertise across each of these core skills – you will ensure you de-risk your future and remain ‘future-proofed’ for the market changes that lie ahead.

Top 4 hard skills

1. Qualifications

In some professions, a specific qualification may not be needed but in treasury and/or finance, the more qualifications, the better. That is not to say that qualifications should be viewed in isolation. Individuals should not be excluded because they don’t have one or included just because they do BUT possessing a qualification can certainly help to add another level of expertise and theoretical knowledge that will unquestionably add value.

2. Diverse Experience

As the role of treasury evolves, gaining as much experience in as many different areas as possible will enable you to flex and adapt to the changing demands. A robust team is filled with people who are able to bring different things to the table. Those that have different points of view and different examples and experiences to draw from.

3. Project Management

As treasury professionals, you are increasingly required to step out of your traditional roles and take on additional responsibilities. This has led to project management becoming an increasingly prominent part of the role, whether through systems implementation, acquisitions or development of new financial models. Whatever it may be, gaining strong project management skills will be a real differentiator.

4. Technical Expertise

Today, the world of treasury and technology go hand-in-hand. As treasury professionals, you need to embrace these developments and recognise the value it can add to the industry and to your roles. It allows you to streamline processes and move to more efficient ways of working. By developing a breadth of systems and technology expertise you will be in far greater demand.

Qualities of a good treasurer – why are soft skills more important than ever?

Soft Skills are behavioural skills – a combination of personality traits and attitudes and in some respects, you could argue that these are the areas where the most improvement is needed. Ten years ago, the corporate treasurer was almost siloed and segregated from the rest of the business. Today it is a different story. Treasury is now much closer to the operation and much more high profile than ever before, which naturally brings with it a new set of skills that the treasurer will need to embrace.

Top 8 soft skills needed

1. Relationship Building

The role of the treasurer has always involved aspects of relationship building and stakeholder management but today, strong relationship-building skills are more critical than ever. Treasury has a real ‘seat at the table’. It has become a business advisory role, supporting in key business decisions compared to the operational function some regarded it to be in the past. This brings with it the need to harness and cultivate stronger relationships.

2. Communication

As the role of treasury has become more valued and recognised across the business from an operational perspective, the need to effectively communicate with a wider audience has become more important. It is no longer treasurers talking to treasurers or other finance partners. It involves articulating complex situations and problems to non-finance people. So mastering your communication skills and adapting them to different environments is key to future success.

3. Propensity to Learn

Treasury continues to evolve and grow bringing new challenges and demands. As a result, it is absolutely essential that any treasurer possesses a desire to learn. A hunger to constantly develop. An innate curiosity to broaden their knowledge.

4. Strategic Thinking

The role of the treasurer has become more strategic over recent years, moving away from the more transactional and operational function it was considered to be in the past. Technology advancements have played a big part in this shift. As processes have become more automated, treasury teams have had to demonstrate and add value in other ways. As a result, being able to think and act strategically has become an absolutely essential skill for success.

5. Risk Tolerance

With any strategy or strategic decision, comes an element of risk. As a result, being open to taking risks will be a critical skill for any treasurer in the future. Naturally, risk management is a major part of the daily life of a treasurer, but when we think about managing risk in the sense of our own personal development, it brings on a whole new meaning. If you can intelligently take on risk, and be courageous enough to rise above your fears, you will certainly find opportunities that others will miss.

6. Change Resilience

The role of the treasurer and treasury function as a whole is constantly changing and this pace of change does not look to be slowing down anytime soon. As a result, being able to embrace change will become an essential skill to master.

7. Enthusiasm

Enthusiasm is about demonstrating eagerness for a particular task. Feeling energised and passionate about what you are doing. If you lack enthusiasm, the task will feel very laborious and most likely you will feel a bit unhappy with what’s going on. Of course in any job, there are going to be some tasks that you find dull, that’s just life. Although if you are finding that you’re spending more time feeling bored than you are enthused, perhaps you are in the wrong job!

8. Personal Drive

If you were to look at the qualities of a treasurer. Or the people you are most inspired by whether professionally or personally. It is likely one of their main qualities will be ‘personal drive’. This is your intrinsic desire or motivation to achieve a certain goal. People with strong personal drive tend to be very action and results-oriented. They are able to stay focused when times are tough or challenging. They are more determined to bounce-back from disappointments or setbacks. Having people with these characteristics within your teams can obviously be considered very valuable, particularly in the industry in which we operate where change is a daily occurrence!

So, there you have it. The Top 12 skills and characteristics of a treasurer required for future success and an overview of our highly publicised Treasury Skills Wheel.

One final thing to say – please remember that change doesn’t happen overnight. It will take time to develop these skills personally, and time to nurture and grow these skills within your teams. It is also, not a case of “YUP, mastered that skill, NEXT!…” It is an evolution. It will involve continuous investment and focus, but it is without question that it will be an investment well worth making.

Treasury Skills Wheel Guide

The Treasury Skills Wheel Guide explains the thinking behind the framework and the 12 skills identified as critical for long-term treasury career success. Covering both technical expertise and behavioural competencies, it provides a practical overview of the skills treasury professionals need to develop to remain relevant, adaptable and effective in an evolving treasury environment.

CLICK HERE to Download The Treasury Skills Wheel Guide

Treasury Skills Wheel Evaluation Form

The Treasury Skills Wheel Evaluation Form is a practical self-assessment tool designed to help treasury professionals evaluate their experience across each of the core skills within the Treasury Skills Wheel. Whether used as part of a personal development plan, annual review process or career planning exercise, it provides a simple visual framework for identifying strengths, development areas and future learning opportunities.

CLICK HERE to Download the Treasury Skills Evaluation Form

Want more Treasury Career Advice?

Check out our other resources including CV / Resume Advice, Interview Techniques and LinkedIn optimisations.

View Resources

I’ve had more and more treasury professionals reaching out to me recently, saying:

“Mike, does this look legitimate?”

Or:

“Do you know this recruiter?”

That in itself tells you something.

Treasury people are generally pretty commercially aware. They’re not usually the easiest people to scam.

But the volume of this stuff is increasing, and some of it is getting much more convincing thanks to AI.

Years ago, you could spot a scam email miles away. They’d all have the trademark broken English and weird formatting. But these days, AI can generate perfectly written outreach in seconds.

So the old warning signs are disappearing.

That’s why treasury professionals need to look beyond the wording itself.

One treasury candidate sent me an approach recently for what was supposedly a confidential Pepsi role.

It looked polished, credible, and well-written.

But then they asked to submit his CV immediately before even speaking to him properly.

That’s your first red flag right there.

A proper recruiter will want to understand you first:

• Your background
• What you’ve actually done
• What you want next
• Whether the role even makes sense

They should NEVER just fire your CV into the market and hope for the best.

A few years ago, this was mainly candidates being targeted. Now it’s treasury professionals, recruiters, and anyone with a visible LinkedIn profile.

So, if you’re active or visible in the market, you’re a target.

I even covered this in a recent podcast with Ben Loper. One thing he’s done is remove his real photo from LinkedIn and replace it with a cartoon image so it can’t be scraped and reused. It sounds drastic, but it shows how far this has moved.

Ben made some really important points throughout the podcast. He explained that the old ways of verifying people online simply don’t work anymore.

In the past, if someone contacted you, you could:

• Google them
• Check their LinkedIn
• Look at their company website
• Watch a video of them speaking

…and assume they were genuine.

Now, AI can create fake websites, cloned voices, realistic avatars, and even fake video calls that look completely legitimate.

That’s why Ben said treasury teams are bringing back some “old-school” fraud checks again:

• Code words
• Known contacts
• Secondary approvals
• Manual verification calls

Because sometimes the simplest checks are now the safest ones.

He even replaced his real LinkedIn photo with a cartoon avatar to stop fraudsters scraping and reusing his image online

“I used to say, okay, this person called me. I can do a Google search. I can go to their website. I see their picture, I see ’em on video. Okay. This is really that person. Now with AI avatars and the ability to create synthetic voices, you can’t do that anymore.”

“It doesn’t take a lot of resources to completely fabricate a vendor or anything like that.”

In the show he also explained that they had changed their photos on certain platforms because;

“Cartoon avatars are nice because obviously if a cartoon calls you that something’s up…”

Now, to give you one real example, I was recently approached by a firm called “Global Executive Careers.”

They offered to introduce a candidate to me for free – how generous, right?!

…it wasn’t.

They were charging the candidate and then pushing their CV out to recruiters under the guise of “introductions.”

So, now how do you spot these fake “recruiters” when, at first glance, they appear perfectly normal…

If you work in treasury recruitment every day, it’s easy to spot. If you don’t, it’s very easy to miss.

You just have to do a little digging.

If you’re ever in doubt, here are the questions you should be asking:

1. Does the recruiter actually have a track record?
2. Do they have recommendations?
3. Have they placed treasury people before?
4. Do they understand treasury properly?
5. Can you find evidence they’ve been around for years rather than weeks?

Or does it all feel a bit… thin?

One really useful trick is to reverse search an image.

I had a fake “treasury recruiter” years ago using what turned out to be a stock image.

One quick reverse image search later, and the same woman was apparently a furniture model, a travel blogger, and an executive recruiter… that’s quite the career portfolio!

Here’s how to do a reverse image search:

• Right-click the image
• Save it
• Google a reverse image search engine and upload it

You’d be amazed at what comes back.

You have to be especially careful these days, and I fear it’s only going to get harder to tell the real from the fake.

But if you’re ever in doubt when you’re approached about a treasury role, just slow things down. Ask yourself if this recruiter REALLY understands you. Make sure you’ve spoken to them properly and see if their online presence actually stacks up.

Most treasury professionals are technically very strong. But this isn’t about technical treasury knowledge. It’s about awareness.

The scams ARE getting better. The emails are cleaner. The profiles look more convincing.

And that’s exactly why people are starting to get caught out.

But once you know what to look for, you’ll be back to spotting them from a mile away.

Best regards,

Mike

P.S. If you’re feeling doubtful about a recruiter’s credibility, let me know and I’d be happy to take a quick look into them for you.

There’s a myth I’d like to bust.Some candidates ask me:

“Wouldn’t it be easier to resign first so I’m more available and can start sooner?”

I can see the logic. But in reality, it rarely works like that.

Good companies will wait for the right candidate. And if they won’t, they were probably not the right opportunity to begin with.

That question usually gets asked after they say something like…

“Mike, I’ve had enough. I can’t stand it anymore. I’m thinking of handing in my notice.”

And I get it.

You might feel stuck. Frustrated. Undervalued. Or maybe the progression you were promised hasn’t materialised.

But here’s the key point:

You never want to go from a bad situation to a worse one.

Because that’s exactly what can happen if you leave without a plan.

You resign with good intentions, to take your time and find the right role…

But then reality kicks in.

The bills don’t stop. Mortgages. Rent. Family. Life…

Suddenly, urgency replaces strategy, and you start thinking:

“I just need a job – ANYTHING.”

That’s when people take the wrong role out of desperation. And six months later, they’re looking again.

Now your CV starts to raise questions. It looks like job hopping, even though you left for the right reasons.

All of that because of one rushed decision.

That’s why my advice is simple:

Don’t leave without something else lined up.

And when you do move, it has to be a genuine step forward – something that develops you, challenges you, and moves your career in the right direction – not just an escape.

Otherwise, you’re just resetting the same problem in a new company.

And a similar point applies to interim roles.

Should you go interim while you figure things out?

They can work, but go in with your eyes open…

Most companies bring in interims to clear backlogs and handle the work others don’t have time for. The more visible, high-impact work usually stays with the permanent team.

That’s just how it works.

And if you bounce between short-term roles, it can start to create a pattern that raises questions.

So again, it’s not necessarily a bad option, but it needs to be a considered decision, not a reaction.

So what should you do if you’re in a role you don’t enjoy…?

It might not be what you want to hear, but…

You should stay. For now.

Keep getting paid, but use that time properly:

Get clear on what you actually want next. Be selective about the roles you explore.

Then move when the opportunity is right, not when the frustration peaks.

There’s a big difference between leaving strategically and leaving emotionally.

One moves your career forward, the other can set you back.

Don’t make the wrong choice.

Best regards,

Mike

 

I genuinely wish I could say yes every time someone asks for my help.

But the reality is that I have to tell a lot of people…

“Sorry, but I can’t”.

It’s not because I don’t want to. It’s more that, in some cases, I simply have no power.

We’re a specialist corporate treasury recruitment firm. That means we go deep. Not broad. 

And because of that, there are a lot of situations where I’m simply not the right person to help.

However, rather than just saying “no” and leaving it there, I thought I’d put this together to actually help you understand where I can add value and where I can’t.

So, here are the most common situations where I’m probably not the guy you need to be coming to.

The first one is the most common…

1. If you’re working in banking and you reach out asking about corporate treasury roles…

I get it. You’ve heard about corporate treasury. It sounds interesting. You want to make the move.

But here’s the challenge…

Our clients don’t come to us and say;

“Find me someone from banking who wants to try treasury.”

They come to us and say;

“Find me someone who has done this before.”

Cash management. Liquidity. FX. Systems. Funding. All of it in a corporate environment.

It’s a different skill set. A different shape of role.

So when I say I can’t help, it’s not a brush-off. It’s just being honest about what clients are asking for.

That doesn’t mean it’s impossible.

But it does mean the route is usually longer, and often involves stepping sideways or even backwards to get the right experience first.

2. Experience (or the lack of…)

We don’t recruit entry-level treasury roles.

So if you’re just starting out or trying to break into treasury from scratch, I’m not going to be able to place you.

Again, that’s not me being unhelpful.

It’s just not what we’re hired to do.

But what I can say is this: Treasury is a practical profession.

All you need is a little exposure…

That might come from moving internally, picking up treasury-related projects, or building experience alongside your current role.

But sending your CV to a specialist recruiter without that foundation won’t get you where you want to go.

3. “Do you have fully remote roles?”

Short answer: almost never.

When companies are fully remote, they typically hire directly. They don’t use a specialist recruiter.

And in treasury, most teams still want some level of collaboration. Being in the room still matters.

So if your search is only focused on fully remote roles, you’re narrowing your options significantly.

4. It’s the geography.

If you’re based in a region we don’t cover, I can’t represent you there.

If you don’t have the right to work in the region, I can’t legally place you.

And I know that’s frustrating. But there are still options; it just requires a different approach…

Think about local recruiters, internal moves, or targeting companies that offer sponsorship.

Those are your best ways in.

Now, every single week, I hear from at least a handful of people who fall into one of these categories, whom I just can’t help. But here’s the important bit:

If you read any of this and your heart sank thinking I could’ve been talking about you, know this: 

None of this is a dead end. Think of it as direction.

What frustrates me isn’t people reaching out. It’s when people ignore the advice and keep pushing in the same direction… Or they send the same generic message to twenty recruiters and hope something sticks.

That never works.

The people who make progress are the ones who take a step back and think, “OK… if this route isn’t working, what do I need to change?”

They go on to build the right experience.

And when they come back a year or two later…

That’s when I can actually help.

So if you’re thinking of reaching out to me, here’s the simplest way to approach it.

• Be specific.
• Be relevant.
• Do a bit of homework.

And if I can help, I will.

If I can’t, I’ll nudge you in the right direction.

My goal has never been to get someone a job. It’s to help them get the right one, even if I’m not the person who places you there.

Best regards,

Mike

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