Strategic Treasury

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Future Treasury Leaders The final session of the EACT Summit featured younger treasury professionals who are already making a major impact on their respective organisations in senior roles, and are amongst those who will shape the treasury function of the future.

Future Treasury Leaders

Future Treasury Leaders 

The final session of the EACT Summit featured younger treasury professionals who are already making a major impact on their respective organisations in senior roles, and are amongst those who will shape the treasury function of the future. 


Pascaline Caron, Group Treasurer, CNIM
Michael Lipinski, Treasury Manager, EOS GmbH
Nicolas Tusseau, Global In-House Bank Manager, A. Schulman Holdings S.à.r.l.
Maerle Wasmann, Manager Business Treasury, EMEA Treasury, AkzoNobel NV
Moderator, Helen Sanders, Editor, TMI


Which of the issues we’ve discussed over the past couple of days have resonated most with you?

Maerle Wasmann
Maerle Wasmann

Maerle Wasmann, AkzoNobel
There have been many interesting takeaways from this event, and one in particular for me is the issue of cybercrime and the critical need for protection. What is clear is that it will need continuous effort from all of us, across the entire organisation, to protect the company's cash and to remain vigilant against cyberfraud.

Michael Lipinski, EOS
What strikes me is the diversity and breadth of topics that treasury deals with. While treasury is well-established as a business function in most large multinationals, it is now becoming more important to mid-size companies. This is a trend that seems likely to continue as it does not make sense to deal with complex treasury issues across multiple departments and business units, both operationally and strategically.

Nicolas Tusseau, A. Schulman
Digitisation and the implications for treasury was something I found interesting. With robot technology and machine learning becoming more prevalent, a large proportion of the treasury tasks we do today could be automated. As a result, we need to consider the quality and value of the role we perform as treasurers, not simply the quantity of tasks and data that we perform.

Having now worked in treasury for a few years, and established senior roles, what are your perception of treasury as a profession?

Michael Lipinski
Michael Lipinski

Michael Lipinski, EOS
Treasury has become very IT and data-driven, so issues such as automation and standardisation are high priorities. As a result, someone entering the treasury profession today needs to deal with systems and software to a far greater degree than even a few years ago. In some respects, we take this for granted: after all, we were the first generation to have grown up with a Nintendo entertainment system and PlayStation, we worked with the first personal computers with Windows 95 at home. Then the first smartphones came along, and we were amongst the early adopters. We therefore welcome the opportunity that technology provides to avoid spending time on routine, day-to-day activities and spend more time on more interesting, value-added activities. At the same time, however, the regulatory burden is increasing, and there are more and more questions over treasury compliance and ethics. There is a great deal of paperwork and reporting associated with these growing demands, which creates an imbalance: a treasury transaction may take seconds to conclude, but the benefit of this is limited if the related documentation then takes 15 minutes to complete.

Pascaline Caron, CNIM
What has struck me is how little people from outside the treasury profession are either aware of or understand treasury. This contrasts with audit, accounting, controlling etc. with which people are familiar. There doesn’t seem to be much dedicated treasury training or education from universities or business schools, so there is also little direct graduate recruitment into treasury. 

Maerle Wasmann, AkzoNobel
What we are seeing in our organisation is a move from a transactional centre into a centre of expertise. Senior management are asking us more and more for information to drive decision-making and shape risk management strategies. This requires a different set of skills: less operational and more strategic, able to become a partner to senior management and the wider business. One of the difficulties in taking on this role within the organisation, however, is the point that Pascaline raised, namely treasury’s lack of visibility and familiarity.


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