We successfully placed a Treasury Risk Manager in Hamburg, after joining a search that was already well underway.

Four other recruitment agencies were already looking for the right person when we became involved. The client had been searching for some time, and several candidates were already in the process. We knew we were joining late, but felt there was still an opportunity to bring in our network.

The role required someone with experience in financial risk management, including FX, interest rates, liquidity and investments. The client also needed someone who could work independently and help build structure in a treasury function that was still developing. We focused on understanding that combination properly. The technical experience mattered, but so did the candidate’s ability to work in an environment where not every process was already in place. We were looking for someone who could contribute from day one and take ownership of their area.

Eight days after we joined the search, we introduced the candidate who was eventually placed. That was a great result, especially considering the head start the other agencies had. The process still took a little longer to complete. Holidays and other candidates already in the process meant that the final decision needed some time. But the client and candidate remained interested, and the placement was successfully finalised.

Joining a search late, with four other agencies already involved, is never the easiest starting point. But a good network can still make a difference.

This placement was a good reminder that the timing of a search does not decide the outcome. Sometimes the right candidate is still out there, and the right introduction is all it takes to move things forward.

Are you looking for a treasury professional who fits both the role and the team? Get in touch.

AI has made it possible to write a job description, publish it, search online profiles, compare CVs and produce a shortlist in far less time than before. For straightforward roles, that may be enough, but treasury tends to demand more.

The question is whether the process identifies the person who will perform well in your organisation, with your stakeholders, systems and pressure points. In my eyes, a successful treasury search has four parts: defining what success requires, reaching the relevant talent pool, making an informed assessment and prioritising the candidate experience.

1. Define what success requires

A strong search starts before anyone writes the job description. The hiring manager needs to explain why the role exists, what the new person must achieve and what could make the appointment difficult.

Job descriptions usually focus on responsibilities and experience. They may list cash management, funding, FX, banking relationships or TMS expertise. Those details matter, but they do not describe the full assignment.

Three Treasury Manager roles with similar job descriptions can require very different people. One organisation may need someone to introduce structure and controls. Another may need a strong strategic treasury manager to challenge senior stakeholders and drive change. A third may have the technical foundations in place but need someone who can build trust across the business.

Before starting the search, hiring managers should answer:

• What must this person achieve in the first twelve months?
• Which relationships will determine whether they succeed?
• What is difficult about the role that does not appear in the job description?
• Which skills can be learned, and which behaviours are needed from day one?
• What kind of person will work well with the team and leadership style?

This changes how candidates are assessed. Someone may meet every technical requirement and still struggle because the organisation needs a more hands-on leader, stronger commercial instincts or confidence in challenging a CFO. Another candidate may miss one listed requirement but have the judgement and adaptability to perform well.

AI can help structure the brief and identify gaps in it. The hiring manager still has to provide the answers. They understand the work, the pressure within the team and what success will look like.

2. Reach the relevant talent pool

A job advert mainly reaches people who are actively looking. That group is useful, but it is only one part of the market.

Some strong treasury professionals are performing well in their current role and have no urgent reason to move. Others have not seen an opportunity that gives them a reason to start a conversation. They don’t often enter a process through an advert alone.

A search based mainly on applications may produce a shortlist quickly, but the choice will be narrower. Reaching the wider market requires knowledge of where relevant professionals work, a network that has been built over time and direct conversations based on a credible opportunity.

The right candidate may also be difficult to identify through keywords. Their job title could be different. They may work in another sector. Their experience may be relevant for reasons that are not obvious from the wording of their CV.

A cash manager may describe their responsibilities differently from the job description. A treasury professional who has worked through a refinancing, acquisition or major systems change may offer more than someone whose CV mirrors every requirement but whose experience has been gained in a more settled environment.

A specialist recruiter adds access to people who are not applying, knowledge of the treasury market and the ability to explain why an opportunity may be worth considering. This matters most with passive candidates. A generic description will likely not persuade someone who was not planning to move. They want to understand the business, the mandate, the leadership team and the room they will have to make a difference.

We see this regularly at Treasurer Search. Many of the candidates we eventually place were not looking for a job when we first contacted them. They were already known to us through our database and previous conversations, so we could call them directly and discuss the opportunity in the context of their experience and ambitions. The process begins with a conversation, often before the person has decided whether they want to become a candidate.

3. Make an informed assessment

Finding candidates creates options. The next part of the search is working out which option is most likely to succeed.

Looking purely at a CV you can identify whether someone has worked with a TMS, led cash forecasting or managed banking relationships. It can compare evidence against agreed criteria, prepare interview questions and point to gaps that need further discussion.

Some evidence only becomes clear through conversation. A structured interview process gives you a good basis for comparing candidates against objective requirements. Asking candidates to explain specific situations in which they demonstrated the desired behaviours in the past, using the STAR method for example, provides more insight into both their expertise and their ability to communicate it clearly.

Useful questions might include:

• Tell us about a time when you improved the quality or reliability of cash forecasting. What was happening before, what did you change and what was the result?
• Describe a situation in which you had to challenge a senior stakeholder on a treasury or financial risk. How did you approach it?
• Tell us about a banking relationship that was not working as expected. What did you do?
• Give an example of a treasury transformation, refinancing or systems implementation you helped deliver. What did you personally own?
• What would your first three months in this role look like, and what would you need to understand before making changes?

The point is not to create an unnecessarily long interview. It is to ask questions that reveal how a person thinks and behaves in situations relevant to the role. A candidate can have impressive experience but be unable to explain their contribution. Another may have a less familiar background yet demonstrate sound judgement, curiosity and a clear understanding of how to work with others.

A specialist recruiter can help by providing market context and an independent perspective. They can probe areas that may not be covered in an interview, explain how a candidate compares with the wider market and identify any concerns before they become surprises. They also give candidates a confidential setting in which to discuss motivations, reservations and the type of environment in which they do their best work.

We have worked with candidates who did not tick every box in the job description but became strong candidates once we spoke with them. A CV could not show the full relevance of their experience, how they approached problems or how well their working style suited the organisation. Because we knew the candidate and understood the assignment, we could explain why they deserved to be considered. Some of those less obvious candidates went on to be placed.

4. Prioritising the candidate experience

A good search can still lose its strongest candidates if the process is slow, unclear or too detached from the hiring manager.

A lot of the time people underestimate how important it is that the hiring manager actively participates in the recruitment process, and is not passively leaning on their HR department. HR can provide structure, protect consistency and coordinate the practical and legal requirements. The hiring manager is the one who can explain the work first-hand, assess how the candidate thinks and give them a credible view of the team.

While you are assessing the candidates, the candidates are also assessing the organisation. Slow decisions, vague feedback and limited access to the hiring manager can weaken an otherwise attractive opportunity. This is especially true for candidates who were approached directly and were not already considering a move.

Strong hiring managers make time for candidate conversations, give clear feedback and decide quickly while good candidates are still available. They do not need to become recruiters, but they do need to own the appointment.

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The four parts work together 

These four parts are connected. A weak definition of success leads to a vague search. A narrow search limits the quality of the options. An unstructured assessment makes it difficult to distinguish between a good match and a polished interview performance, and not prioritising the candidate experience can lead to losing out on good candidates.

The opposite is also true. A clear brief helps identify people with relevant but non-obvious experience. Access to the wider market creates a stronger choice of candidates. A structured assessment then tests not only whether someone can do the work, but whether they are likely to do it successfully in this particular organisation.

This is why speed should not be the only measure of a search. AI and digital tools can make parts of recruitment faster, and they can be valuable when used well. They can organise information, improve consistency and reduce administrative work. They cannot replace the conversations needed to understand the assignment, reach people who are not actively applying or judge how someone will operate in a complex treasury environment.

A successful treasury appointment is not simply the person whose CV contains the most matching keywords. It is the person whose experience, judgement, communication style and motivation fit the work that actually needs to be done in the environment it needs to be done in.

That requires a process that starts with the reality of the role, reaches beyond the obvious candidates, assesses evidence in context and is managed with pace and ownership. Those are the four parts of a successful treasury search.

Late to the party, but still in time to find the perfect match.

August is often seen as a difficult month for recruitment. People are away enjoying their well-deserved holidays, decision-making slows down, and calendars can be hard to coordinate. This placement was a good reminder that the right network and one focused day can change that.

A client contacted us about an urgent interim treasurer need after first trying to find the right person through another agency. That is why we were late to the party, but our interim network gave us a strong starting point. With the largest interim treasurer pool in the Benelux and DACH region, we were able to move quickly and identify the right  match for this assignment.

Within the first couple of hours, we spoke with the right candidates, checked the details of the assignment and we were able to present the right candidate that turned out to be the perfect match for the client’s needs.

The placement was completed within a single day, which is often the standard for our interim assignments.

This is what a strong interim pool makes possible. Even during the summer holidays, the right professional can be found when the network is active, the brief is clear and the search receives focused attention.

One day. One candidate presented. One successful interim placement.

Can I help you too in finding a perfect match? Get in touch.

Since the start of Treasurer Search in 2009, we keep track of the markets we are active in. Originally fully manual, gradually automating further. It will not come as a surprise we nowadays include AI in these processes. In this article we want to share what analysis of the treasury labour market shows. In gathering data we of course aim at full coverage but do know that is not feasible. At executive level, for example, recruitment processes often are not visiible to us. At entry level, we see in various countries that people enter the labour market in different ways.

Treasury hiring across the Netherlands, Germany and Belgium in the first half of 2026 produced  aproximatelly 1,300 vacancies in our database. Read together rather than separately, those three markets tell a story that no single country report can: the same function, recruited in three structurally different ways.

Germany hires across the full depth of the ladder and builds capability internally. The Netherlands hires for technical execution and has been reshaped by employers who were not competing for treasury talent a decade ago. Belgium hires almost exclusively for experience and has effectively stopped developing its own.

Looking at volume, seniority, sector demand and geographic concentration reveals where each market is strong, where it is stretched, and what that means for anyone hiring or moving across borders.

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Market Volume

Germany produced 1,014 vacancies against 238 in the Netherlands and 126 in Belgium. Much of that reflects the relative size of each economy. What the sector split adds is that manufacturing accounts for 18.9% of German vacancies against 8.4% in the Netherlands, pointing to an industrial base that carries treasury headcount of its own.

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Seniority Level

The clearest divergence is at the bottom of the ladder. Germany placed 18.2% of its vacancies in internships and traineeships, with a further 5.9% in junior roles, meaning close to a quarter of all German treasury hiring sits at entry level. The Netherlands recorded 12.2% in internships and 4.2% junior. Belgium recorded a single treasury internship across the six months and six junior vacancies, together under 6% of its market.

That difference is institutional rather than cyclical. The Werkstudent, Praktikum and Ausbildung system gives German employers a structured route to build treasury capability internally. Dutch employers use internships to similar effect, though at lower volume. Belgian employers do neither at any scale, and are consequently buying almost every treasury professional they need from a pool nobody is replenishing.

At the top, the pattern reverses. Executive and Head of Treasury roles accounted for 7.1% of the Belgian market against 4.8% in Germany and 2.5% in the Netherlands. On absolute numbers this reads differently: 49 leadership vacancies in Germany against nine in Belgium and six in the Netherlands. Germany is the only market where treasury leadership search runs at a steady frequency; elsewhere it is an occasional event.

The middle of the ladder is where the comparison gets slippery. Belgium put 59.5% of its vacancies at mid-level against Germany’s 31%, and Germany carried 40% in the senior band against Belgium’s 27.8%. Job titles drive these bands, and German employers apply the Manager label more readily than Belgian ones, so read the gap as indicative rather than exact.

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Industry Overview

Banking, insurance and asset management remains the largest single sector in Germany at 25.1%, and shares the lead in Belgium at 18.4%. In the Netherlands it has been overtaken. Technology, software and telecom led the Dutch market with 23.5% against banking’s 20.6%, with Booking.com, Adyen and ASML now competing directly with ABN AMRO, ING and Rabobank for the same profiles. That reordering has consequences for pay benchmarks that reach well beyond the technology sector itself.

Manufacturing and industrials accounted for 18.9% of German vacancies, the second largest sector there and roughly double its share in the Netherlands. Siemens, BASF, Salzgitter and the wider Mittelstand run treasury as a standalone function rather than an appendage of group finance.

Belgium’s distinguishing sector is healthcare and life sciences at 18.4%, level with banking. Johnson & Johnson in Beerse, UCB, IBA and Eurofins give the country a life-sciences treasury base with no equivalent concentration in either neighbouring market.

Consulting and advisory tracks the size of the underlying market: 9.3% in Germany, 8% in Belgium and 4.2% in the Netherlands. Where that share is low, treasury transformation work is more likely being resourced internally.

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Location Overview

Geographic concentration varies more sharply than any other measure. Belgium is the most centralised market: 55.2% of vacancies sit in the Brussels region including Zaventem, Diegem and Machelen, with Flanders adding 28.8% and Wallonia registering a single vacancy across six months. Treasury in Belgium is a Brussels and Flanders function, and any search built on a different assumption will exhaust its candidate pool quickly.

The Netherlands is concentrated but not closed. The Amsterdam metro area accounted for 40.3%, with Rotterdam and The Hague at 19.3% and Utrecht at 12.6%. Hybrid arrangements out of Amsterdam draw candidates from both without requiring relocation, which effectively widens the pool beyond what the headline figure suggests.

Germany has no dominant hub at all. Frankfurt led on 9.7%, followed by Hamburg at 8.6%, Munich at 8.4%, Duesseldorf at 8% and Berlin at 7.1%. No single city passes 10%, and the top fifteen cities together account for only 55.6% of vacancies, with the balance spread across a further 244 locations. Recruiting in Germany means engaging with several regional markets plus a long industrial tail rather than one national one.

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Taken together, the H1 2026 data describes three markets that are converging on the same profile of treasury professional while approaching the supply problem in opposite ways. Germany builds, the Netherlands partly builds and partly buys, and Belgium buys. Where volume is smallest, competition for experienced practitioners is sharpest, because there is no pipeline behind them.

For employers, the practical implications differ by market. In Belgium, the absence of any junior intake means competition for mid-level talent will not ease on its own, and interim mandates are already filling part of the leadership gap. In the Netherlands, salary benchmarks are increasingly set outside financial services. In Germany, the assumption that Frankfurt is the answer is worth testing, since Duesseldorf, Munich and Hamburg often offer deeper local supply and materially less competition.

For professionals, the cross-border picture is encouraging at mid and senior level, where all three markets are active, and considerably harder at the top. Between them, these markets produced approximately 60 Executive and Head of Treasury vacancies in six months. Depth, systems fluency and cross-sector exposure remain the qualities that separate candidates in every one of them.

While some recruitment partnerships begin with a single placement, the strongest ones continue to grow over time.

This collaboration began when a candidate we knew recommended us to a client they were working at. One conversation led to a search, and that search led to a placement.

This  long-standing client once again asked us to help find a new treasury professional for the team. Over the years, that partnership has grown into eight placements across a wide range of roles, from interim to permanent, from Treasury Specialist to Group Treasurer.

That kind of relationship is built on consistency, trust, and results. By now, we understand not just the job requirements, but also how the organisation works, what kind of professional fits, and what success in the role really looks like. making every new search sharper.

This time, the search was for a Senior Corporate Finance Analyst, a role combining treasury, financing strategy, and financial analysis. The outcome: a strong match on both sides. A candidate with analytical depth and commercial instinct, joining a client that values and invests in its people.

Eight placements is a milestone we are proud of. More than that, it reflects a partnership built on trust and a track record of getting the match right.

Can I help you too in finding a perfect match? Get in touch.

The Belgian treasury market in the first half of 2026 reflects a function that continues to be built almost entirely through experienced hires. Across sectors, organisations are looking for treasury professionals who can operate independently from day one, and they are showing very little sign of developing that capability internally.

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 covers 126 vacancies and highlights not only who is hired, but also what kind of treasury function organisations are building.

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Seniority Level: 

The Belgian market was heavily weighted toward experienced hands-on roles. Mid-level positions made up 59.5% of the market, with senior and managerial roles at 27.8%. Together this accounts for 87% of treasury hiring, leaving very little activity at either end of the ladder.

Executive and Head of Treasury roles accounted for 7.1%, nine vacancies in total, four of which were interim or freelance mandates. This points to turnover within a small leadership pool, with a meaningful share of demand met through flexible arrangements rather than permanent headcount.

Entry-level hiring was close to absent. Junior roles represented 4.8% and internships or traineeships only 0.8%. Belgium continues to be a difficult market for early-career treasury profiles, and the near-total absence of a pipeline tightens the mid-level pool that every employer is already competing in.

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Industry Overview: 

From an industry perspective, demand was well diversified across three sectors of comparable weight. Banking, insurance and asset management led with 19%, narrowly ahead of healthcare and life sciences at 18.3%. That healthcare figure is driven by Johnson & Johnson in Beerse, UCB, IBA and Eurofins, and gives the country an unusually strong life-sciences treasury base.

Technology and telecom followed at 15.1%, ahead of manufacturing and industrials at 11.9%, where Bekaert, Umicore, Atlas Copco and Daikin remain consistently active.

Infrastructure, energy and utilities accounted for 8.7%, including Fluxys and Equans, while consulting and advisory represented 7.9%, underlining sustained demand for treasury transformation and project expertise.

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Location Overview: 

Geographically, the market remained highly centralised. Just under 55% of roles were based in the Brussels region, including key business hubs such as Zaventem, Diegem and Machelen. Flanders accounted for 28.6%, driven mainly by Antwerp, Ghent, Leuven and the Beerse pharmaceutical cluster.

Wallonia registered a single vacancy across the entire six months. Treasury in Belgium is a Brussels and Flanders function, and any search built on a different assumption will exhaust its candidate pool quickly. The remaining 15.9% reflects roles with national scope or less specific location data, often linked to hybrid or multi-site setups.

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Taken together, the H1 2026 data paints a picture of a mature and highly selective treasury market. Demand is concentrated at mid-level, leadership roles turn over within a small pool and a significant share arrive as interim mandates, and junior entry points remain structurally limited. Industry demand is diversified across financial services, life sciences and industry, while geography continues to favour Brussels as the dominant treasury hub.

For employers, this means competition for experienced treasury talent remains high, and with almost no early-career intake that competition will not ease on its own. For professionals, it reinforces the importance of depth, adaptability and cross-sector exposure. Belgium in H1 2026 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.

The Dutch treasury market in the first half of 2026 reflects a function built around depth of execution rather than breadth of leadership. Across sectors, organisations are hiring treasury professionals who can run cash, liquidity and risk processes independently, and increasingly they are hiring them into technology companies rather than banks.

By looking at seniority levels, industry distribution and geographic concentration, a clear picture is painted of how treasury roles are positioned in the Netherlands today, and where demand is structurally strong or limited. The data below covers 238 vacancies and highlights not only who is being hired, but also what kind of treasury function organisations are building.

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Seniority Level: 

The Dutch market was clearly weighted toward the professional core. Mid-level positions made up 48.7% of the market, with senior and managerial roles at 32.4%. Together, this means over 80% of treasury hiring targeted professionals with established hands-on experience.

Executive and Head of Treasury roles accounted for just 2.5%. On that volume, leadership openings are occasional events rather than a steady stream, pointing to a settled top layer with slow turnover rather than active transformation.

(Good to keep in mind that, at executive level, recruitment processes may not be always visible to us. )

Junior roles remained limited at 4.2%, but internships and traineeships added a further 12.2%. The Netherlands builds its early-career pipeline through structured internships rather than junior-titled permanent positions, and the two figures need reading together to see the real entry point.

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Industry Overview: 

From an industry perspective, demand has shifted away from the sector that traditionally defined it. Technology, software and telecom led with 23.5%, narrowly ahead of banking, insurance and asset management at 20.6%.

Booking.com, Adyen and ASML are now competing directly with ABN AMRO, ING and Rabobank for the same treasury profiles.

Manufacturing and industrials followed at 8.4%, with transport and logistics at 7.1% and energy and utilities at 5.9%, reflecting financing complexity and working capital needs in capital-intensive sectors.

Consulting and advisory represented 4.2%, a modest share suggesting most treasury transformation work is being resourced internally rather than bought in. A further 21.4% sits with companies whose profile did not map cleanly to a sector, mostly smaller B.V.s and scale-ups where treasury forms part of a broader finance mandate.

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Location Overview: 

Geographically, the market remained concentrated but not closed. Just over 40% of roles were based in the Amsterdam area, including Amstelveen, Hoofddorp and Schiphol. Rotterdam and The Hague together accounted for 19.3%, with the Utrecht region at 12.6%.

Eindhoven and the southern provinces represented 9.7%, driven by ASML and the Brainport industrial cluster. The remaining 18.1% reflects roles with national scope or less specific location data, often linked to hybrid or remote setups.

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Taken together, the H1 2026 data paints a picture of a technically demanding treasury market. Demand is concentrated at mid and senior levels, leadership openings are rare, and entry points run through internships rather than junior roles. Industry demand has tilted decisively toward technology, while geography continues to favour Amsterdam as the dominant hub.

For employers, this means competition for experienced treasury talent now extends well beyond financial services, and salary benchmarks set by technology employers are reshaping the mid-level market. For professionals, it reinforces the value of systems fluency alongside treasury depth. The Netherlands in H1 2026 is a strong market for experienced practitioners, but a patient one for those targeting leadership.

If you want to discuss more on this topic, reach out to our Netherlands specialists: Pieter de Kiewit, Ron van Haeff, Kim Vercoulen, Haia Aaraj.

Die Rolle von Corporate Treasury entwickelt sich seit Jahren kontinuierlich weiter – und mit ihr wächst die Bedeutung von Technologie, Systemlandschaften und spezialisierter Beratung. Insbesondere im Umfeld von Treasury Management Systems (TMS), Implementierungen und treasury-nahen Beratungsleistungen entsteht aktuell ein dynamischer Teilmarkt, der sowohl fachliche Tiefe als auch Kommunikationsstärke erfordert.

Wir beobachten diese Entwicklung schon länger und bauen aktuell gezielt unsere Präsenz in diesem Segment in Deutschland aus.

Aktuell begleiten wir mehrere Mandate in genau diesem Umfeld.
Drei Beispiele, die die Bandbreite gut widerspiegeln:

• TMS Project Manager (m/w/d), Remote (DACH)

Fokus auf Implementierung von Treasury- und Cash-Management-Lösungen, Steuerung komplexer Projekte sowie enge Zusammenarbeit mit Fachbereichen und IT.
Gehaltsrahmen: ca. 70.000 – 100.000 €

• Innovativer Sales Manager Treasury Tech (m/w/d), NRW (Hybrid)

Aufbau und Weiterentwicklung von Vertrieb im Bereich Treasury Tech, mit starkem Fokus auf Verständnis von Kundenprozessen und nachhaltige Geschäftsentwicklung.
Zielvergütung: ca. 150.000 € OTE + LTI

• Treasury Systems & Advisory Manager (m/w/d), Berlin oder München

Kombination aus fachlicher Treasury-Expertise und beratender Rolle im SaaS-Umfeld, inklusive Kundeninteraktion, Use Cases und Marktentwicklung in DACH.
Gehaltsrahmen: ca. 110.000 €

Diese drei Suchen stehen exemplarisch für eine zunehmende Nachfrage nach Profilen, die Treasury, Technologie und Kommunikation miteinander verbinden.

Warum dieser Markt gerade jetzt spannend ist

 Viele Treasury-Abteilungen befinden sich in einer Phase der Transformation: 

• Systeme werden erneuert oder konsolidiert
• Prozesse stärker automatisiert
• Daten und Transparenz gewinnen an Bedeutung
• Zusammenarbeit mit internen und externen Stakeholdern wird komplexer

Dadurch entstehen neue Rollenprofile, oft an der Schnittstelle zwischen Finance, IT und Business.

Wen wir ansprechen

Wir kommen aktuell mit vielen Menschen in Kontakt, die sich in diesem Umfeld bewegen, zum Beispiel:

• Treasury-Professionals mit Interesse an Systemen und Projekten
• Beraterinnen und Berater mit Fokus auf Treasury oder Finance Transformation
• Spezialisten aus dem TMS- oder FinTech-Umfeld
• Vertriebsprofile mit inhaltlicher Nähe zu Treasury-Themen

Nicht jeder Kontakt passt unmittelbar zu einer konkreten Rolle – aber oft zu einer Entwicklung, die in den nächsten 6–12 Monaten relevant werden kann.

Offener Austausch statt punktueller Ansprache

Anstatt ausschließlich einzelne Positionen zu adressieren, möchten wir den Dialog in diesem Markt breiter öffnen.

Wenn Sie sich in diesem Umfeld wiederfinden:

• werfen Sie gerne einen Blick auf die genannten Mandate
• sprechen Sie uns an, auch wenn aktuell kein konkreter Wechsel ansteht
• oder leiten Sie diesen Beitrag an Personen weiter, für die das Thema interessant sein könnte

Wir führen viele Gespräche vertraulich und langfristig – oft ohne direkten Bezug zu einer konkreten Suche, sondern als Austausch auf Augenhöhe.

Kontakt

Wenn Sie mehr über eines der Mandate erfahren möchten oder sich grundsätzlich über Entwicklungen im Treasury-Tech-Markt austauschen möchten, freuen wir uns über eine Nachricht.

It is a conversation many senior treasurers recognise. You have built a strong track record, navigated complexity, and delivered results across multiple cycles. Yet when you re-enter the job market, things feel less straightforward than expected.

Many organisations lean towards medior candidates. They are perceived as more flexible, more affordable, and easier to shape. At the same time, senior professionals are sometimes seen as less adaptable or less energetic. These assumptions may not always be explicit, but they do influence decision-making.

The challenge is not to push back against these perceptions directly, but to address them through how you position yourself.

Be clear about what really matters to you

At a later stage in your career, the definition of a “good role” changes. Earlier on, progression often meant a higher salary or a broader technical scope. Now, the content of the role and the environment become far more important.

The strongest candidates in this phase are very deliberate. They understand what they are looking for and can explain it clearly.

Take time to reflect on questions such as:

• What type of challenges still give you energy
• In which environments you perform best
• What kind of role content you want to move towards

This clarity does two things. It helps you target the right opportunities, and it ensures you come across as focused and intentional rather than overqualified and exploring broadly.

Present your experience with focus, not volume

A long career often leads to a long CV. However, more detail does not necessarily create more impact.

In fact, a CV that is too dense can work against you. Hiring managers want to quickly understand why you are relevant. If they have to search for that message, it can get lost.

A strong senior CV is selective and easy to navigate. As a rule of thumb:

• Keep it to two pages, with three as an absolute maximum
• Focus on recent and relevant experience in more detail
• Summarise older or less relevant roles by title, company, and dates

The goal is not to document everything you have done, but to highlight what matters for this specific role. That level of focus signals clarity and confidence.

Actively bring energy into the process

This is often the most underestimated factor. Many hiring managers enter conversations with an unconscious bias that senior candidates may struggle in dynamic environments.

The interview is where you can immediately change that perception.

Energy is not about being louder or more dominant. It shows in how engaged you are in the conversation, how curious you are about the business, and how you connect your experience to their current challenges.

You can reinforce this by:

• Asking thoughtful, forward-looking questions
• Showing genuine interest in the organisation and its direction
• Sharing examples of how you have adapted to change or driven progress

What matters is that your experience feels current and relevant, not historical. You want to leave the impression that you are still building, still contributing, and still motivated by new challenges.

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For senior treasurers, the difficulty is not capability. It is perception.

By being clear about what you want, presenting your story with focus, and showing real energy in your interactions, you shift that perception. You move from being seen as overqualified to being recognised as someone who can add immediate value.

And ultimately, that is what every organisation is looking for.

This month we successfully placed another candidate, after a search that required patience from everyone involved!

This client came to us with a clear philosophy: they wanted the perfect match, and they were comfortable if that took up to twelve months to find. Perfect match or no match. That mindset shaped the entire search and, in the end, made all the difference.

They had already been looking for some time before they reached out to us. Once we got started, we relatively quickly identified a candidate we believed was an excellent fit. The feeling was mutual and things looked promising, until that candidate received another offer at the critical moment and chose to pursue it. So the search continued.

What followed was another few months of careful, persistent work. We kept our focus, stayed in close contact with the client, and continued refining our approach. That patience paid off. We eventually presented a candidate the client considered outstanding, and who was successfully placed.

This is one of the reasons that trust and a shared sense of direction between client and consultant matter so much to us. When a client knows exactly what they want and is willing to hold out for the right person rather than settle, persistence delivers. A long road does not mean the wrong road.

Can I help you too in finding a perfect match? Get in touch.