The Belgian treasury market in 2025 reflects a function that has largely moved beyond basic cash management and into a more strategic, experience-driven role within organisations. Across sectors, companies are looking for treasury professionals who can operate independently, manage complexity, and contribute to financing, risk management, and transformation initiatives.

By looking at seniority levels, industry distribution, and geographic concentration, a clear picture is painted of how treasury roles are positioned in Belgium today, and where demand is structurally strong or limited. The data below highlights not only who is being hired, but also what kind of treasury function organisations are building.

Seniority Level:

The Belgian treasury market in 2025 was clearly tilted toward experienced profiles. Senior and managerial roles made up 36% of the market, closely followed by mid-level positions at 35%. Together, this means over 70% of treasury hiring targeted professionals with solid hands-on experience rather than entry-level talent.

Executive and Head of Treasury roles accounted for 15%, which is relatively high and points to ongoing leadership turnover, transformation projects, and succession planning. Junior and entry roles remained limited at just 7%, confirming that Belgium continues to be a tough market for early-career treasury profiles.

Industry Overview:

From an industry perspective, demand was well diversified but still higher in traditional sectors. Banking, insurance, and asset management led with 21.6%, narrowly ahead of industrial, FMCG, and manufacturing at 20.3%.

Infrastructure, energy, and utilities followed strongly at 16.2%, reflecting continued investment, financing complexity, and cash management needs in capital-intensive sectors.

The public and semi-public space also played a meaningful role at 11.5%, while consulting and advisory firms represented nearly 10%, underlining sustained demand for treasury transformation and project expertise.

Location Overview:

Geographically, the market remained highly centralized. Nearly 57% of roles were based in the Brussels region, including key business hubs such as Zaventem and Diegem. Flanders accounted for 23%, driven mainly by Antwerp and surrounding industrial clusters, while Wallonia represented a smaller share at 9.5%.

The remaining 10.8% reflects roles with a national scope or less specific location data, often linked to hybrid or multi-site setups.

Taken together, the 2025 data paints a picture of a mature and selective treasury market. Demand is concentrated at experienced levels, leadership roles are actively evolving, and junior entry points remain structurally limited. Industry demand is diversified but still rooted in financial services, industry, and infrastructure, while geography continues to favour Brussels as the dominant treasury hub.

For employers, this means competition for experienced treasury talent remains high. For professionals, it reinforces the importance of depth, adaptability, and cross-sector exposure. Belgium in 2025 is not a high-volume hiring market for treasury, but it is a market where expertise, leadership, and strategic capability are clearly valued.

If you want to discuss more on this topic, reach out to our Belgium specialist, Haia Aaraj.

After two years of growth our team stabilized at about 11. As from our start in 2009, we record all relevant job openings and potential assignments. This has always been for internal analysis purposes. For the first time we will give you some insight into treasury labour market developments. Team Germany and Belgium will be the first in this, keep an eye on what they publish. What I can say is that we see a gradual growth in all our markets.

We do see a shift in the three most common sources of success in recruitment:

1. Active search by employers themselves, often by internal recruiters;
2. Hiring managers going into their warm networks sourcing their new employees;
3. Recruitment agencies.

The first source remains important, advertising used to be print or job board oriented, nowadays social media, both for advertising as well as direct approach becomes more prominent. We notice that recruitment colleagues with a generalist approach have it harder than niche players like we are.

In the interim market we read and hear a lot around regulatory and compliance topics. There is a lot of concern but reality is that nothing changed for those companies who need temporary support. Especially Ron had an excellent second half of the year and we do not see that market slowing down.

As to the seniority of the candidates we find a new position for, we see an increase in success at group treasurer level. Personally I think in 2024 a bit too much of my time went into our internal organisation. In 2025 I enjoyed working on assignments at senior level. What is nice this does not go at the expense of junior assignments, we find from second career step up to retirement and are able to mirror this into our team: junior consultants for junior candidates, senior for seniors. And what is not standard in our industry, our consultants stay with the most junior already almost 2 years in the team.

One market plan I am very happy with, how it evolves, is our focus on what we internally call “treasury providers”. When we started, we had a sole focus on corporate treasury. Increasingly our clients asked for candidates with an expertise in consultancy, with TMS providers and from banks. And we were able to deliver. Very organically, these providers started asking us for staff and that client group is growing. We now have two specialized recruiters for this market.

A further nice development, not scheduled, was an increase in DCM and other funding assignments. Next to cash, risk, IT and other sub task fields, we always found funding experts but now the revenue share of this group grew, especially in the German market. Often this career station is the last before rising to group treasurer level and the strategic impact of these job holders can be huge.

As to what you can expect from us, we will not drastically change our ways. We remain niche recruiters, knowing more about corporate treasury than others and in most cases know the candidate before we find his/her next job. Two aspects will be prominent: technology (AI) and events.

I will not try to cover all that will change due to technology in our organization. But you might have noticed that Monique and Bianca both left our team after being with us over 10 years. In both cases, their initiative. In both cases to choose a whole new path in their career: HR and care. We will miss them and wish them well. Monique did a lot of meeting planning. As some of you might already have noticed, we implemented automation, where you can plan directly into our agenda.

This is a new, convenient and efficient way. Bianca worked a lot on updating and coding of files, so consultants can make the best matches. It will not surprise you that AI can make coding partly redundant. We are very happy Yvonne started because Monique and Bianca did so much more and not all can be automated.

In times that LinkedIn, WhatsApp and other channels become more prominent and many live meetings are replaced by video meetings, we notice that real dialogues remain essential in building real relations. This is why we will continue to invest in events. You can expects us at Eurofinance, FinanzSymposium, ATEB, ATEL, DACT and other events. Especially with the people of treasuryXL we have some exciting plans and personally, I will continue to moderate webinars.

Of course I will not and cannot disclose all details of our operations and plans but I want to wrap up with an internal, shared ambition. As confirmed at a recent DACT event, treasurers have a chance to have an increased impact on the strategy and results of their organization. Often their plans are solid, the step to take is claiming a place at the table. This also applies to leadership of teams. Success of treasury relies on quality of team members and how they are managed. This of course implies that the owner of a treasury recruitment process is the hiring manager. Our ambition is to support all hiring manager in reaching next level leadership impact.

On behalf of Team Treasurer Search, looking forward to making 2026 a success with you.

Pieter

Früher oder später stellt sich (fast) jeder diese Frage. Bevor es aber ernst wird, sollte man sich ehrlich klar machen, was man sich davon erhofft und dies auch in Relation zum Arbeitsmarkt stellen.

Wenn es um mehr Geld geht, kann ich eine Annahme aus meinen Gesprächen definitiv bestätigen! Häufigere Wechsel bringen höhere Gehälter. Kandidaten, die alle zwei bis drei Jahre wechseln, fordern deutlich mehr als andere mit gleich langer Erfahrung, die aber lange bei einem Unternehmen geblieben sind. Häufigere Wechsel können aber auch dafür sorgen, dass man von einigen Unternehmen als Job-Hopper angesehen wird und sich damit einige Chancen selber verbaut. Das kommt aber meiner Klientenerfahrung nach gar nicht so oft vor, wie ich anfangs mal vermutet hatte. In Deutschland gingen unsere bestbezahlten Vakanzen alle in die Richtung der Kapitalmarktfinanzierung, also dieser Bereich bringt auf jeden Fall höhere Gehälter mit sich.

Neue Aufgaben sind ebenfalls ein häufiger Grund für einen Wechsel. Hier ist es auch wichtig zu verstehen, wie die Unterschiede zwischen Junior-, Mid- und Senior-/Director-Vakanzen sind. Allgemein lässt sich sagen: Je senioriger die Stelle, desto weniger Vakanzen gibt es und desto größer wird auch die Konkurrenz aktuell, weil einfach viele seniorige Kandidaten Interesse haben, sich zu verändern. Die einzige Branche, wo es aktuell anders scheint, ist die Beratung. Dort gibt es nicht genug Seniors und es wird viel nach diesen gesucht. Zu den neuen Aufgaben, die man sich erhofft oder die einem versprochen werden, höre ich öfter etwas, was mich ein bisschen verwirrt. Und zwar, dass Kandidaten Aufgaben und Aussichten versprochen werden, die dann aber nicht eingehalten werden. Daher würde ich Kandidaten raten, in den späteren Gesprächen wirklich konkret zu werden und im späteren Bewerbungsprozess (zum Beispiel wenn es ein Angebot gibt) die eigene Kandidatenmacht zu nutzen, um Details einzufordern. Je klarer die Erwartungen, desto geringer das Risiko einer Enttäuschung, und im besten Fall legt man vertraglich einige Aspekte fest, sodass man auch etwas sicherer bleiben kann, sollte ein Wechsel der Führung der Grund sein für die nicht eingehaltenen Versprechen. Das scheint zumindest der häufigste Grund dafür zu sein.

Zum Thema der Weiterentwicklung habe ich vor kurzem einen der bestbezahlten Treasurer Deutschlands gefragt, was ihn erfolgreich gemacht hat. Er sagte mir, man solle bereit sein, Risiken einzugehen. Besonders wenn sich einmal eine Möglichkeit im Ausland bei der eigenen Firma ergibt. Da gibt es heutzutage laut ihm viel weniger Bewerber als noch vor einigen Jahren und das hat seiner Karriere immens geholfen. Einen weiteren sehr erfolgreichen Head of Treasury habe ich gefragt, wie man am besten Head of Treasury wird. Er empfiehlt den Einstieg in ein kleines Treasury-Team, da man dort alle Facetten des Treasury kennenlernt und so sehr generalistisch aufgestellt wird. Das laut seiner Meinung macht einen fit für die Leitung und Übernahme des gesamten Bereichs, früher oder später.

So oder so würde ich immer empfehlen, sich einen guten Überblick über die Risiken zu verschaffen. Wie sieht der aktuelle Treasury-Stellenmarkt aus? Gibt es genug Stellen, die auch das gewünschte Gehalt zahlen würden? Wie groß ist der Umkreis, in dem man sucht, und wie viele Unternehmen gibt es in diesem, die auch interessant für einen selber sind? Denn wenn es schlimmstenfalls dazu kommt, dass man eine neue Stelle annimmt und diese nicht die richtige ist, ist man meiner Erfahrung nach aktuell nicht in einer guten Position, schnell eine neue Stelle zu finden.

Ein Jobwechsel bringt (fast) immer mehr Geld, neue Aufgaben und eine Weiterentwicklung. Er ist aber auch mit Risiken verbunden und diese sind manchmal höher als zu anderen Zeiten. Die beste Vorbereitung ist Klarheit über die eigenen Wünsche und Ziele und ein ernsthafter Einblick auf den Arbeitsmarkt. Für diese Informationen ist ein spezialisierter Recruiter sehr hilfreich, zumindest würde ich es so machen. Hier aber trotzdem immer fragen, woher diese Informationen kommen, da Recruiter gerne als Experten gelten wollen (was aber nicht unbedingt der Fall sein muss).

Also eine Sache, die mir wirklich hängen geblieben ist von der Zukunft Personal, ist die Menge an Benefit-Anbietern. Von Essensgutscheinen über steuerfreie Sachbezüge bis hin zu Mental-Health-Programmen und bedruckten Flaschen, alles war vertreten. Es scheint also, dass es einen Markt gibt und Unternehmen viel Geld in Benefits investieren. Aber machen diese Angebote wirklich den Unterschied?

Ich spreche täglich mit Treasury-Kandidaten über ihre Beweggründe für einen Wechsel. Und die Antworten sind sehr konstant: Es geht um die Aufgaben, Homeoffice, das Gehalt und manchmal auch um die Industrie. Was nie den Ausschlag gibt? Ob das Deutschlandticket mit 25 Euro bezuschusst wird oder nicht. Was bei einem Jahresgehalt von 80.000 Euro kein Wunder sein sollte.

Was sagen die Studien?

• Die WTW Global Benefits Attitudes Survey 2024 zeigt, dass 32 Prozent der Beschäftigten wegen besserer Benefits den Job wechseln würden, aber nur, wenn Gehalt und Tätigkeit gleich bleiben. Gleichzeitig bleiben Vergütung und Jobsicherheit die Top-Faktoren.
• Die Studie von Lurse & MBWL bestätigt: Neben Gehalt sind Remote-Arbeit, Work-Life-Balance und Weiterbildung die entscheidenden Benefits. ESG-Faktoren wie Gesundheit und Entwicklung werden zunehmend wichtig.

Was höre ich fast immer von Treasury-Kandidaten?

• Juniors wollen Entwicklungsmöglichkeiten. Eine Vakanz als Chance, sich einzubringen und durch die Arbeit das eigene Wachstum zu fördern.
• Seniors suchen Gestaltungsspielraum. Die eigenen Ideen und Erfahrungen wirklich einbringen zu können und Vertrauen in die Kompetenzen des Kandidaten zu spüren.

Benefits sind Teil des Marketings, aber sie müssen ehrlich sein. Ein Obstkorb oder ein Zuschuss zum Ticket sind nett, aber für Niemanden ein Grund für einen Wechsel. Entscheidend sind Rahmenbedingungen, Perspektiven und Wertschätzung.

Am Ende geht es nicht um mehr Benefits, sondern um die richtigen: Flexibilität als Standard, Weiterbildung als Teil des Jobs und Gestaltungsspielraum.

Und genau hier liegt die Chance: Statt den Fokus auf den nächsten Gutschein oder das Deutschlandticket zu legen, lohnt es sich, die gesamte Vakanz so zu formulieren, dass sie die echten Beweggründe der Kandidaten anspricht.

Denn das überzeugt und nicht der Obstkorb.

When treasury talent is discussed, the spotlight usually falls on senior experts with long track records. But there is another group that often gets overlooked: junior treasury professionals. These are the analysts, assistants and consultants at the start of their careers. They may not have decades of experience, but their adaptability, curiosity and digital skills make them an asset to any treasury team.

Who Are Junior Treasury Professionals?

By “junior”, we mean professionals with around one to three years of experience in treasury, financial operations, corporate finance, or related areas. Their work often includes:

• Monitoring and forecasting cash flows
• Preparing reports and analyses
• Supporting treasury systems
• Liaising with banks and colleagues

They are still developing their expertise, but that is exactly what makes them valuable. They are flexible, eager to grow and open to new ways of working.

Why They Add Value

• Adaptability and willingness to learn – Because they are still shaping their professional paths, junior treasurers are quick to adjust to new processes and tools. They are less likely to be bound by habits and more willing to accept and lead change. This is particularly useful in treasury, where regulations, technologies, and work models are constantly evolving.
• Comfort with technology – Having been trained in digital environments, many juniors are already familiar with treasury management systems, data tools, and dashboards. They often have practical skills in automation and data visualization, which can help teams adopt new systems more efficiently.
• A fresh perspective – Because they have not spent years in the same processes, juniors are often able to identify inefficiencies or question routines that have long gone unchallenged. Their curiosity and willingness to propose new ideas can lead to more effective processes, improved reporting, or even new approaches to risk management.

Junior treasury professionals might not always be in the spotlight, but their contribution is important. With their energy, ideas and digital know-how, they strengthen treasury teams today and help prepare them for the future.

Es scheint, dass bei manchen Leuten immer noch die Idee im Kopf ist, dass sich Kandidaten heutzutage einfach aussuchen können, wo sie arbeiten wollen.

Fragen Sie sich doch mal selbst: Können Sie sich frei aussuchen, wo Sie arbeiten möchten? Falls die Antwort Nein ist, wäre die nächste Frage: Wer sind bitte all diese Menschen, die sich das angeblich aussuchen können? Kommen die alle von Harvard oder McKinsey oder ist es, wie üblich, nicht so einfach, wie man es hört? Darum hier mal kurz aus meiner Sicht: wie es aktuell wirklich aussieht und wer sich inwiefern aussuchen kann, wo er oder sie arbeiten möchte.

Treasurer sind gefragt und es gibt gerade so viele Vakanzen wie noch nie. Der Treasurer hat in der ersten Hälfte dieses Jahres 254 Jobs gezählt, wir bei uns im Team haben über 300 gefunden – liegt aber auch daran, dass wir auf mehr Kanälen suchen. Die Nachfrage ist also groß, die Möglichkeiten damit auch.

Vor allem in Hamburg sehen wir, wie viele Unternehmen seit Monaten suchen und ihre Stellen nicht besetzen können. Heißt: Treasurer, die bereit für einen Umzug sind, haben dort im Moment richtig gute Karten.

Aber: Der Treasury-Markt ist nicht riesig. Die meisten Unternehmen haben 1–5 Leute im Team, mehr ist selten. Und wenn die Jobs besetzt sind, kann man sich eben nicht aussuchen, dort zu arbeiten. Nur weil es mehr Auswahl gibt, heißt das nicht automatisch, dass man frei entscheiden kann.

Mehr Auswahl bedeutet nicht automatisch freie Entscheidung.

Jedoch, abseits der Big Four ist die Konkurrenz für viele ausgeschriebene Jobs ziemlich überschaubar. Wenn man also schon im Prozess ist und es grundsätzlich passt, sind die Chancen hoch, dass man auch wirklich ein Angebot bekommt. Und wenn die Stelle nicht in Frankfurt, Düsseldorf/Köln oder München ist (Hamburg ist gerade ein Sonderfall), dann sinkt die Zahl der Mitbewerber nochmal deutlich.

Was heißt das konkret?

• In Gehalts- und Vertragsverhandlungen haben Kandidaten tatsächlich ein bisschen mehr Power.
• Leute, die nicht direkt aus dem Treasury kommen, haben bessere Möglichkeiten einzusteigen, weil Unternehmen flexibler sind, was Backgrounds angeht, gerade auch beim Bildungshintergrund.
• Leute die flexibel sind in Ihrer Ortswahl, erweitern Ihre Möglichkeiten extrem.

Mit meiner Kollegin Alana werde ich auch nochmal ein kurzes Gespräch aufnehmen, in dem wir über die Lage in Deutschland sprechen und Fragen beantworten können. Falls Sie Interesse haben oder Fragen mitbringen, gerne schon vorher schicken: 🔗 https://forms.gle/TYeMGKVKtBygYMKc7

As recruiters, we are regularly approached by candidates who need help with their career planning. Some people know from an early age exactly what they want to become when they are older, while others need more time exploring their interests, skills, personality and values to decide which path to take.

This process can be complicated – where do you start? Thankfully, there are great tools available to help you make a strategic plan to reach your career goals. One of them is the SWOT analysis, a marketing tool that can also be projected on the labour market. In this article, I will discuss how you can use this tool to “find your bliss.”

What is a SWOT Analysis?

A SWOT analysis is a strategic planning tool that can also be applied to career planning. After you have identified your career goals, this tool can help you:

• Organise, visualise, and evaluate internal and external factors
• Examine your Strengths and Weaknesses (internal environment)
• Assess Opportunities and Threats (external environment)

How to Perform a Personal SWOT Analysis

1. Strengths

Your strengths are internal positive aspects that you control and that make you stand out in your field. Ask yourself:

• What do other people view as your strengths?
• What skills, abilities, knowledge, education, certifications or connections do you have that others don’t?
• What activities make you happy in your job, and why? (There is a strong correlation between what you like and what you are good at.)
• Which professional achievements are you most proud of, and which of your qualities contributed most to this success?
• Do you have a strong network? Are there people in your network who can give you advice?

2. Weaknesses

Weaknesses are internal negative aspects that you control and can improve (or avoid in your next career step). Examining weaknesses can be uncomfortable, but to make a successful SWOT analysis, it’s vital to be as objective as possible. Sometimes others notice things you might be blind to – asking colleagues for feedback can help. Consider:

• What do other people view as your weaknesses?
• Are there gaps in your education, skills, or training?
• Which activities make you insecure or do you avoid, and why?
• What are your worst work habits? (e.g. lateness, disorganisation, short temper, difficulty prioritising, poor stress management)

3. Opportunities

Opportunities are positive external conditions you do not control but can take advantage of. Ask yourself:

• What does the market look like? Are there positive trends in your field (growth, globalisation, new technology)?
• Could enhancing your education create new opportunities?
• Is there an unmet need in your company or industry?
• Are there new technologies you can learn to improve your performance?
• Has your company started new initiatives or projects you could join?
• Can you take on more responsibilities aligned with your career goals?

4. Threats

Threats are negative external conditions that you cannot control but may be able to mitigate. Reflect on:

• Is your company or industry struggling in the current economy?
• Are jobs in your field declining?
• Are you encountering significant obstacles at work?
• What does the competition look like? Do they have skills, knowledge, or education you don’t? (For example, an influx of foreign workers with strong education and lower income expectations.)
• Is demand for your skills declining? Are technological advances changing your job in a negative way?

Putting It All Together

Once you have answered these questions and written them down, the analysis will give you a realistic view of your situation. You will see:

👉 What strengths you can capitalise on
👉 What weaknesses you need to improve or avoid
👉 Which opportunities align with your strengths
👉 Which threats you should avoid or mitigate

Next Steps

A SWOT analysis is only the beginning of career planning. After completing it, ask yourself:

What direction do I want to take?
What steps are needed to get from where I am now to where I want to be?

Tools that can help:

Gap analysis – to develop a practical action plan.
Personal marketing plan – to position yourself effectively in the job market.

Final Note

I hope this will give you some guidance in your career planning. By using a SWOT analysis, you can approach your next career move with clarity and strategy.

You have probably noticed it: big corporate HR teams are now throwing around words like machine learning, predictive analytics, and AI-powered talent pipelines.
Some even look at you like, “Thanks, but we have got ChatGPT now. We will find our own people.”.

Cue the collective sigh from agencies everywhere. Are we still relevant? Do we even have a seat at the table anymore? Spoiler alert: Yes. Absolutely. 100%. But our role is changing, and that is actually a good thing.

1. AI can find skills. You can find the person.

AI is great at scanning résumés and spitting out a list of “qualified” candidates. But here is the thing: Treasury is not just about ticking boxes for cash management, FX, or liquidity risk.

It is about finding someone who can handle a surprise board meeting and explain why the overnight cash position is not where it should be, without breaking into a cold sweat.

You know those nuances. AI… not so much.

2. Your network is not in any database

Corporate HR may have LinkedIn Recruiter. You have warm, actual human relationships.

That senior Treasury professional who swore they would “never leave” two years ago? They might tell you over coffee that they are… let us just say, open to interesting offers. AI can’t eavesdrop on those conversations (and thank goodness for that).

3. You are not just a recruiter, you’re a market insider

Treasury salaries creeping up? Certain skills suddenly in demand? You can guide clients on pay, benefits, and how to make a role irresistible to top talent. Corporate HR teams love that kind of insider intel, it makes them look good internally.

4. Cultural fit still matters

Sure, AI can match hard skills. But can it tell if someone will mesh with the CFO who is allergic to PowerPoint animations? Or whether they will survive in a “meeting-heavy” culture without plotting an escape?  That is where your read on human dynamics beats algorithms every time.

5. Discretion is your superpower

Some roles are sensitive. Maybe the current Group Treasurer does not know they are being replaced. Maybe the company does not want the competition sniffing around.
Corporate HR can’t always do a quiet search, you can.

The Big Takeaway:

AI can make recruiting faster, but it cannot replace the trust, judgement, and deep market expertise of a niche recruiter. The clients who get that will keep calling you, not because you have the fanciest tech, but because you know their market, their people, and the unspoken rules that make great hires happen.

So, to every recruiter feeling the “AI squeeze” right now:
Pour yourself a coffee, remind yourself you bring something no algorithm can, and keep doing what you do best. After all, machines might be smart, but they still can’t network over lunch.

When you are actively job hunting, it is easy to lose track of where you have applied, especially if you are sending out several applications in a short time. But staying organised is not just a nice-to-have, but it is key to making a professional impression.

My colleagues and I often see candidates apply multiple times for the same role (once directly and once via a recruiter). While the intention might be good, it sends the wrong signal. To hiring managers, it may look like you are not paying attention or not that interested in their specific role.

Why Double Applications Hurt Your Chances

Applying twice for the same role might seem harmless, but it raises red flags. It shows:

• You are not keeping track
• You might be sending your CV without real interest
• You are possibly ignoring instructions from recruiters or the company
• Hiring managers want to feel like you are applying for their role, on purpose.

For many of you, this blog might come across as stating the obvious. As recruiters, we, on a regular basis, receive “double applications” and think this does not reflect well on the candidate.

To help you stay on top of your job search (and avoid common mistakes), here are some practical tips you can start using right away.

Focus on quality over quantity

Before we even get to tracking: simplify your process. Only apply for roles where you are truly qualified and tailor your application to each position. It is better to send 5 strong applications than 20 generic ones.

You can do this by personalising each CV and Cover letter based on the job description.

Create a spreadsheet

Whether you prefer Excel, Google Sheets, Word, or even a notebook, the key is to track every application you send. Here’s what to include:

• Company Name
• Job Title
• Job URL
• Print Screen / Copy of the Job Description
  💡 Tip: Job ads sometimes disappear. Save a copy in a dedicated folder on your laptop or cloud drive.
• Application Date
• Application Summary (e.g. CV + cover letter + other materials submitted)
• How You Applied (direct, recruiter, job board, etc.)
• Recruiter’s or Contact Person’s Name
• Contact Details (email, phone)
• Follow-Up Date (if you haven’t heard back after 10-14 days)
• Interview Details (date, time, names of interviewers)
• Current Status (e.g. awaiting reply, rejected, next interview)
• Additional Notes (Here you can keep track of any special circumstances around any of your applications)

Save and Organise Your Documents

Do not just track the applications, make sure your documents are organised. Create a folder structure with: saved job descriptions, customised CVs, cover letters, Interview notes.

Final Thoughts: Stay Sane, Stay Strategic

We know job hunting can feel overwhelming, especially in a tough market. But treating it like a project and staying organised will help reduce stress, avoid mistakes, and increase your chances of success.

✔️ Plan your actions
✔️ Track your progress
✔️ Follow up professionally

Good luck in your search! And if you are exploring treasury roles, we would be happy to support you. Get in touch with us or check out our latest vacancies.