Treasury Manager

The Treasury Manager owns the mandate. Liquidity, funding and financial risk stop being processes to run and become outcomes you are answerable for: the group must not run short of cash, funding must be available at a defensible cost, and currency and interest rate exposure must sit inside a policy you can justify to the CFO and the audit committee.

Bank relationships change character here. You negotiate rather than administer — facility pricing, cash management fees, credit lines and service levels — and you decide the wallet allocation that keeps those banks engaged. Debt work becomes real: drawdowns, refinancing timelines, covenant headroom and the modelling behind each.

The role is also the treasury voice inside finance. Working capital initiatives, acquisition funding, dividend and repatriation planning and cash-flow-at-risk analysis all route through this seat, which is why strong Treasury Managers move as easily into controllership as they do up the treasury ladder.

Where this sits: the fourth rung of the Treasury pathway, between Assistant Treasury Manager and Regional Treasury Manager. Common exits are Finance Manager and Financial Controller in the Accounting pathway.

• Own group liquidity: the cash forecast, funding plan and headroom against every committed and uncommitted facility.
• Set and execute the FX and interest rate hedging programme within board-approved policy, and report its effectiveness.
• Negotiate bank facilities, cash management pricing and service levels, and manage wallet allocation across the bank group.
• Manage debt: drawdowns, repayments, refinancing timelines, covenant compliance and lender reporting.
• Design and maintain the cash structure — pooling, in-house bank arrangements, sweeps and repatriation routes.
• Own treasury policy, delegated authority limits and the control framework, and defend both in audit.
• Lead the treasury team, typically two to five people, including hiring, review standards and development.
• Advise finance and the business on working capital, funding cost, counterparty risk and cash implications of commercial decisions.

• A degree in accountancy, banking and finance or economics, with a completed professional qualification.
• Seven to ten years of treasury experience, including team leadership and direct bank negotiation.
• Demonstrated ownership of a funding or refinancing event, with the covenant and modelling work behind it.
• Strong command of hedging instruments and of how hedge accounting affects reported earnings.
• Experience operating a treasury policy and defending it to auditors and, ideally, to a board committee.
• ACT AMCT, CA (Singapore), ACCA or CFA is the market expectation; regional exposure is a strong differentiator.

• Open with the mandate you held. Balance sheet size, facilities, currencies and entities — scale frames everything else.
• Bring a funding event. A refinancing or facility negotiation with the pricing outcome is the most persuasive evidence available.
• Defend a hedging policy. Explain the coverage ratio you chose and why, including what you deliberately left unhedged.
• Show the bank group logic. Wallet allocation reasoning demonstrates commercial, not administrative, thinking.
• Ask who owns the policy. If the CFO sets it in detail, the role is execution; if you own it, it is a genuine mandate.