A few months ago, we held one of our Treasury Leaders Roundtables in New York.

We had senior treasury professionals from a range of businesses sharing what was working, what wasn’t, and the challenges they were all facing.

The conversations were brilliant. Everyone at the event walked away with some amazing insights.

But I made a mistake.

I had pages of notes, recordings, and ideas… but apart from sharing a few snippets afterwards, most of those insights never left the room.

My business coach asked me the question:

“What follow-up did you do?”

And the answer was not enough.

So, when we held our London Treasury Leaders Roundtables recently, I was determined not to make the same mistake again.

This time we captured everything.

Originally, we’d organised the afternoon around four topics that had been chosen by the participants themselves rather than by me or any of our sponsors.

1. AI & Automation
2. Risk & Regulation
3. People & Leadership
4. Cash, Liquidity & Capital Management

But when I reviewed all the notes afterwards, there was something I didn’t expect…

The conversations weren’t really about those topics.

They kept coming back to the same practical challenges…

Questions like:

• Where are treasury teams spending time that adds little value?
• Are we trying to solve technology problems or data problems?
• How do you actually make AI useful today, rather than just talking about it?
• What risks are treasury teams worrying about that weren’t even on the radar a few years ago?

In the end, we realised we’d uncovered eight themes that almost every treasury team seemed to be wrestling with.

So rather than filing my notes away (again), I’ve turned them into something practical.

A Treasury Leaders Playbook

It’s a practical guide built from real conversations with treasury professionals about what’s actually happening inside treasury teams today.

Each section finishes with a handful of reflective questions you can use to help your own team, whether you’re reviewing technology, improving cash forecasting, thinking about AI, or simply trying to decide where your priorities should be over the coming months.

If you’d like a free copy, you can download it here.

I always say the magic of our live events doesn’t happen on the stage – it’s from being in the room.

But with our events being all across the globe, I know not everyone can make it to them all. So I hope this Playbook will bring that magic to you.

Best regards,

Mike

I still receive about 5-10 emails every single week from people working in banking who want my help to move into corporate treasury.

So if you’ve emailed me recently, please don’t take this personally, but my answer is often the same.

And it’s not always the one you’re hoping for.

I was challenged on this recently by someone from banking treasury, and to be fair, he made a very good point…

Some bank treasury professionals have deep experience across funding, liquidity, risk, regulation, systems and stakeholder management.

In smaller banks or broader financial services treasury teams, they may have covered a huge amount.

I don’t disagree with that.

My point has never been that bank treasury people can’t move into corporate treasury.

Some absolutely can…

But the real issue is competition.

If a banking treasury person applies for a corporate treasury role, they are not being judged in isolation.

They are entering a very crowded market.

And at the moment, that market is incredibly competitive.

It is not unusual for them to be sitting alongside 49 or 99 other candidates, many of whom are already working in corporate treasury.

Katie and I recruited two Group Treasurer roles earlier this year, and we had over 150 corporate treasury professionals apply for each position before I even looked at anyone from banking treasury.

In one sense, I was delighted.

A tremendous response is never a bad thing.

But I was also disappointed…

Because it says something about the current state of the corporate treasury market.

There is not enough movement.

And a healthy market needs movement.

It needs people progressing, changing roles, stepping up, moving sideways and creating opportunities for others.

At the moment, too many strong corporate treasury professionals are looking at the same limited number of opportunities.

That is the reality people from banking treasury are stepping into.

It does not mean they are not good enough.

It does not mean their experience has no value.

It means the competition is fierce.

And if a client says to me, “Find me the strongest corporate treasury person,” I will often ask whether they would consider someone from banking or financial services.

Sometimes they will.

But often the answer is:

“Do we need to?”

And in the current market, if there are strong corporate treasury candidates available, the honest answer is often no.

That might sound harsh, but it is not meant to be.

I am not the judge.

I am the facilitator.

My job is to help the client find the best fit for the role they are hiring for.

The emails I receive are often very similar.

• “I’ve worked with corporate treasurers for years.”
• “My role overlaps with treasury.”
• “I’ve got transferable skills.”

All of which may be true.

But transferable skills still have to compete with direct experience.

That is the bit people sometimes underestimate…

I often point people back to Keith Gaub’s story on the Treasury Career Corner podcast.

He successfully made the move from banking into corporate treasury, but he did something most people are not prepared to do…

He took a step backwards first.

Less money, a different title, but a chance to build broader corporate treasury experience.

That was his own decision, not one I helped him with, but it paid off for him in the long run.

So if you are sitting in banking or financial services treasury wondering whether corporate treasury is the right move, here’s my advice:

Be realistic about the competition.

Do not assume transferable skills will be enough on their own.

Be ready to explain exactly how your experience translates into a corporate environment.

Speak to people who have actually made the move.

Build relationships with corporate treasurers.

And be prepared to take a sideways step before you move forwards.

It might still be the right move.

But don’t underestimate what that move actually involves.

Best regards,

Mike

P.S. If you are already working in corporate treasury and looking for your next move, that is where we can really help. It has been our specialist focus for more than 25 years.

People often ask me why we put so much effort into our treasury events.

After all, they’re free to attend, so what’s in it for me?

And the answer is pretty simple.

Because when I looked around the treasury profession a few years ago, I realised something was missing.

There were conferences, industry events, and networking evenings.

But too often there was an agenda attached.

A service would want to sell something, or a sponsor would want stage time (I know because I’ve had to turn down plenty of them myself!).

I wanted something different…

My goal was to create a space where treasury professionals could simply learn from and meet each other without the sales pitch.

That vision came to life once again at what has now become our biggest-ever Treasury Career Corner LIVE event in London last month.

We had 32  senior treasury practitioners sitting around the room from 3pm to 6pm discussing the challenges they’re facing right NOW!

What’s working.

What’s not working.

Career development.

How they’re approaching treasury systems. New technology.

It was amazing, but to me, it wasn’t the best bit.

You see, I’m often at events filled with people at the start of their treasury careers… but how often do those people actually get the chance to sit down with an experienced Group Treasurer and ask whatever they want?

For most people, probably never.

But we gave people the chance to change that; to learn from people who’d already walked the path ahead of them.

We had 24 treasury professionals from Treasury Assistant to Senior Treasury Manager sitting with Stuart Case the Treasurer at Sky, Louise Woodroffe, Head of Treasury at Hastings Direct and Tanja Holden the International Treasurer from Acrisure sit with each group and answer the questions they wanted to ask about their treasury careers.

• How did they get into treasury?
• What mistakes did they make?
• What would they do differently?
• What advice would they give their younger selves?

Those are the sorts of questions that can genuinely change someone’s career trajectory.

And afterwards, I got the same feedback from everyone…

“That was incredible.”

People often think networking means awkward conversations, business cards and LinkedIn requests. But that couldn’t be more wrong.

The best networking happens when people are learning together, sharing experiences, and building relationships BEFORE they actually need them.

That’s what this event was designed to do.

And this event itself was a great reminder of why networking matters.

Because throughout the questions, conversations, and stories, one theme kept coming up:

The strongest careers are rarely built alone.

So, a huge thank you to everyone who attended and contributed to making our London event such a success.

Whether you joined the roundtables, the panel discussion, the networking afterwards, or all three – you helped create exactly the sort of conversations we wanted these events to encourage.

And if you missed this one…

Don’t make the mistake of saying “Maybe next time.” Instead, make sure you’re there!

I’ll see you at the next one.

Best regards,

Mike

Katie came to me recently with an interesting candidate situation…

A treasury professional was approached about a role from a good company, and it looked like a great fit for them personally.

It was well worth exploring, and the candidate was told that.

Their response was:

“Yes, I’m interested. But they’ll need to move quickly because I’m looking at a couple of other offers.”

Now, to me, that sounds a bit like going to look at a house and saying;

“I might put an offer in, but I’m looking at other houses first.”

Then you come back later, and guess what… the house is sold.

That’s exactly what happened here.

And worse off, the candidate wasn’t actually sitting on multiple offers.

They seemed to have forgotten something fundamental:

Yes, you’re assessing the company. But they’re also assessing you.

Neither side gets to dictate all the terms.

I see this mistake surprisingly often…

Someone assumes the market is waiting for them, that opportunities will still be there whenever they decide they’re ready.

They think recruiters, hiring managers and companies will pause everything until they’ve made up their mind.

Unfortunately, that’s not how it works.

A few weeks pass…

The interviews happen…

The shortlist moves forward…

An offer gets made, and someone accepts.

Then suddenly I get the call:

“Actually Mike, I’ve had a think, and I’d like to go forward for that role.”

Too little, too late. And they’re often genuinely surprised.

“What do you mean it’s gone!?”

Well, while you were deciding whether you were interested, somebody else decided they were.

Now, before anyone misunderstands me, I’m not saying you should rush into every opportunity.

Far from it.

You should absolutely ask questions, challenge assumptions, and have a genuine think about the role to make sure it’s right.

But there’s a difference between making a considered decision and assuming the market revolves around your timeline.

About a year ago, I wrote a newsletter about a candidate who had left a £60,000 role and immediately decided their next position had to pay £80,000.

Not because the market said so.

Not because employers agreed.

Simply because that’s what they wanted.

A month later, they came back ready to discuss roles they’d previously dismissed. And by then, those opportunities had already gone.

The lesson hasn’t changed.

The market doesn’t care what salary you think you deserve or how frustrated you are with your last employer.

And it certainly doesn’t wait indefinitely while you decide whether you’re interested.

What matters is the value you bring right now.

So one of the most valuable traits a treasury professional can have is self-awareness, not technical ability.

If you understand your strengths and market value, and are ambitious without being unrealistic, then you should be able to spot a good opportunity when it appears.

But remember that opportunities, like most things in life, have a shelf life…

And sometimes the biggest career mistake isn’t taking the wrong job, it’s missing the right one because you thought it would wait.

Best regards,

Mike

I got called a treasury influencer last week…

It made my skin crawl.

Now I know they meant it as a compliment, but I still hate it.

Maybe it’s because when I hear the word influencer, I immediately think of people trying to get attention for attention’s sake.

• Look at me!
• Look what I’m doing!
• Look where I am!

But that’s never been what I’ve been trying to do.

In fact, if you go right back to why I started most of the things we do today, none of them began as some grand marketing plan.

I simply wanted to help treasury professionals.

17 years ago, when my daughter was eight.

She asked me;

“Dad, what do you do for a job?”

I started to try to explain about treasury, what corporate treasury was and how it fitted into the finance team, etc…

In response, I got a very blank-faced look from Emma, and another question: “So what do you do?”

After a bit more thought on how to help, it makes sense, I vividly remember saying;

“I get people jobs.”

And that’s still probably the best description.

Everything else has grown around that.

The podcast came from wanting treasury professionals to share their stories…

The salary survey came from wanting to help people understand what they were worth….

The live events came from wanting to help treasury professionals network in a constructive, education-filled environment…

This very newsletter you’re reading came from wanting to share the advice I found myself sharing each week.

None of it was designed to make me the centre of attention. Quite the opposite.

That’s why in our podcast, I’m never the star. The guest is.

I’ve spent over 25+  years talking to treasury professionals, and I find their careers and the stories of their careers fascinating.

• How did they get into corporate treasury?
• What mistakes did they make?
• How did they build their careers?

Those are the stories worth hearing. Not mine.

What happened over time was something I never really planned…

Our salary survey gained traction. Our events expanded. The newsletters were shared.

The Treasury Career Corner podcast has grown to over 430 episodes and over 280,000 downloads.

Eventually, they all started connecting together.

And it all helps me to help other people in different ways.

Some people come to us because they’re looking for a role, others want hiring advice.

Some people want networking opportunities, others want to benchmark their salary.

The funny thing is that recruitment itself comes down to two things:

1. Are you looking for a new role? Or…
2. Do you need to recruit someone for a treasury role?

That’s it.

Because for some recruiters, that’s where the relationship begins and ends.

A quick conversation. A transaction. Then silence until the next vacancy appears.

I’ve never wanted to work that way.

Treasury professionals deserve more than a recruiter who only appears every six months asking, “Got any jobs?” or “Ready to move yet?”

Sometimes they need advice about a career decision.

Sometimes they want to understand what the market is doing.

And sometimes they just want to connect with other treasury professionals facing the same challenges.

That’s why I’ve always believed the relationship should be bigger than the transaction itself.

Sometimes all you need is a conversation to help you avoid making a mistake.

So am I a treasury influencer?

I still don’t think so. I’d much rather be known as someone who helps treasury professionals.

The podcast, events, salary survey, newsletter, and the videos are all just different ways of doing that.

And if that occasionally influences people along the way…

Well, I can live with that.

Best regards,

Mike

You would think the hardest part of my job is matching the perfect candidate to the ideal role.

That is the case sometimes.

But there’s actually another challenge which is often much harder to overcome…

Deciding on the job title.

I know that sounds ridiculous, but believe it or not, it’s true.

Here’s why.

Recently, a client came to me looking for a Senior Treasury Analyst.

But when they explained the responsibilities, it sounded much closer to a Treasury Manager role.

So I asked the obvious question:

“If it’s a Treasury Manager role, why not call it Treasury Manager?”

Their answer was simple.

In their organisation, anyone with a Manager title manages people. This role didn’t. It was an individual contributor position, so they preferred Senior Treasury Analyst.

Fair enough.

But here’s the problem…

Imagine you’re already a Senior Treasury Analyst, and I call you with a new opportunity.

“Great company. More money. Bigger responsibilities. Exciting development plans…

“But you’ll be a Senior Treasury Analyst again.”

The challenge starts immediately.

Because no matter how good the opportunity is, most people compare the title first.

I’ve seen this countless times.

I once recruited for a global multinational where job titles were standardised worldwide.

On paper, that sounds sensible.

In reality, it created confusion.

One role was broadly equivalent to what many companies would describe as an Assistant Treasurer position. Internally, however, the title was Treasury Manager.

One candidate in particular struggled with the decision.

Not because of the work or the compensation…

His concern was how the title would look on LinkedIn.

Eventually, he decided to focus on the role rather than the label attached to it.

We agreed he would join, learn the business, establish himself and then gradually update his profile so it better reflected the reality of what he was doing rather than simply the internal title on his contract.

That proved to be the right decision.

His responsibilities grew, his remit expanded, and his profile evolved to reflect that growth.

Had he focused solely on the title, he would have walked away from a career-defining opportunity.

And that’s the danger with job titles.

They influence perception, but they rarely tell the whole story.

Treasury titles don’t mean the same thing everywhere.

Take a Treasury Director.

In the UK, that often means Head of Treasury or second-in-command.

In the US, it can be a mid-level individual contributor with no direct reports.

That’s why, as recruiters, we look beyond titles.

We ask:

• How many people do you manage?
• What are your responsibilities?
• What decisions do you make?
• Where do you sit within the organisation?

That’s how you understand someone’s true level.

So do job titles matter?

Unfortunately, yes.

People are influenced by them.

But a better question than “What’s the title?” is:

“Where could this role take me next?”

Because sometimes the best career move doesn’t come with the most impressive title.

It comes with the biggest opportunity.

And those two things aren’t always the same.

Best regards,

Mike

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