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.

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.

Treasury Consultancy is one of those rare career paths that combines complexity, innovation, and opportunity in equal measure. At Treasurer Search, we recognize the unique appeal of treasury consultancy, where each day presents new challenges and fresh chances to make a tangible impact. Additionally, various treasury consultancy firms seek our expertise in scouting new talent. Let’s explore the factors that make this career path so appealing, while also exploring some drawbacks to keep in mind.

Why Treasury Consultancy?

High Investment in Education: Starting a career in treasury consultancy requires a solid financial foundation. Many employers invest in their employees’ education, covering certifications like CTP, ACT, RT, or CFA. This investment equips consultants with the expertise to navigate complex treasury demands and deliver valuable solutions to clients.

Ambitious Environment:  Treasury consultancy attracts ambitious individuals who thrive in fast-paced, intellectually stimulating environments. Working alongside like-minded peers promotes innovation and quality, driving consultants to continually excel and reach their full potential.

Growth Opportunities: In treasury consultancy, learning is continuous. Consultants stay current on regulatory changes, new technologies, and interpersonal skills, gaining numerous opportunities for personal and professional growth. The structure of consultancy firms allows successful individuals to advance, taking on more people management, client-facing, and expert roles.

Corporate Treasury Career Path:  For those aiming to transition into corporate treasury roles, consultancy provides an ideal foundation. Exposure to diverse industries and financial challenges gives consultants invaluable experience, positioning them as strategic assets in corporate finance and treasury teams.

Challenging and Exciting Projects:  Treasury consultancy projects, from optimizing cash management to restructuring companies, are diverse and challenging. Each engagement allows consultants to apply analytical skills, think critically, and make a real impact for clients. Never a dull moment!

Impactful Work:  Consultants have the satisfaction of making a tangible impact on clients’ financial strategies, contributing to their success and growth.

Navigating Challenges

Work-Life Balance:  While the dynamic nature of treasury consultancy is intriguing, it often involves demanding workloads and tight deadlines. Despite the rise of remote work, maintaining a healthy work-life balance requires proactive time management and prioritizing self-care.

Client Expectations:  Meeting client expectations requires technical expertise, strategic thinking, and effective communication. Consultants must adapt to each client’s unique needs, balancing priorities and navigating complex organizational dynamics. Often, the best solution competes with the most acceptable one, making it a challenging task.

Travel Requirements: Depending on the nature of consultancy engagements, extensive traveling may be required. While this can offer valuable opportunities for professional networking and cultural engagement, it’s essential to consider the potential impact on work-life balance and personal commitments.

Job Insecurity: Consultancy roles may be subject to market fluctuations and economic downturns, leading to job insecurity during uncertain times or when projects are scarce. Considering demographic developments in the current labour market, this is less of an issue nowadays.

Working in treasury consultancy offers a rewarding journey taking on complex financial activities to drive sustainable growth. At Treasurer Search, we’re committed to supporting talented professionals as they undertake this rewarding career path, helping them unlock their full potential and achieve their goals in the field of treasury consultancy.

Feel free to contact us if you want to enter treasury consultancy. We’re also here to support experienced treasury consultants looking to transition to corporate roles or other consultancy firms.

Not every strong hire is immediately obvious from the CV.

In a recent search for a Senior Treasury Analyst in a private equity-backed business, one candidate created some hesitation early on. The concern was not about capability, but perception. Based on years of experience, the profile seemed slightly junior for the role. That was a fair first impression.

However, after spending time with the candidate, I saw something different. It was not just about what they had done, but how they thought, how clearly they communicated, and the level of ownership they were already looking to take. There was a maturity that did not come through in the timeline of their experience, which made us look beyond the initial judgment.

We encouraged the client to have an initial conversation and explore that potential in more detail. That meeting changed the perspective.

What the client experienced directly matched what we had seen from the start. Someone who could operate comfortably in a PE environment, bring clarity into discussions, and grow into the role quickly while adding value early on. Within 3 to 4 weeks, an offer was made.

It is a good reminder that the best fit is not always the most obvious when reviewing profiles. Experience matters, but so do trajectory, mindset, and how someone will operate within a specific environment. These are not always visible at first glance, but they often make the difference once you engage with someone directly.

That is where we add value. Not just by presenting candidates, but by understanding them properly and recognising when someone can step into a role, even if their background does not fully reflect it yet.

For clients, this means staying open to a perspective beyond what is written down. For candidates, it means having someone ensure that their potential is not overlooked too early.

Because sometimes the right hire only becomes clear once you meet them.

In recruitment, the “perfect” match does not always reveal itself immediately. Sometimes, timing and perspective make all the difference.

In a recent search, we revisited a candidate who had been introduced to the client before. At the time, he was considered slightly overqualified for the role, and both sides moved on. Fast forward to a new intake, where the client reflected on their needs and concluded that more seniority and independence would actually add value to the team.

With that in mind, we reintroduced the same candidate. Rather than focusing on the earlier decision, both sides approached the conversation with a fresh perspective and genuine curiosity about the potential fit.

That shift in approach proved decisive.

During the discussions, it became clear that what was once seen as “too much” experience was now exactly what the role required. The candidate’s background, combined with the client’s evolved expectations, created a strong and natural alignment.

The result: a successful placement, starting May 1st. For the candidate, after nearly a year and a half of searching with limited feedback, this role ticked all the boxes: the right challenge, the right environment, and the right location.

This case is a good reminder that a “no” is not always final. Sometimes, the right match is already known, it just needs the right moment to come back into focus.

Preparing for an interview has always required reflection, structure and practice. Today, AI tools have entered the mix, promising perfectly phrased answers and instant feedback. Used well, they can sharpen your thinking. Used poorly, they can undermine your credibility. The difference lies not in the tool itself, but in how you approach it.

AI as a Sparring Partner: Clarifying Your Story

One of the strongest uses of AI in interview preparation is structuring your experience. Many professionals struggle not with competence, but with articulation. You know what you have done, but explaining it clearly and concisely under pressure is another matter.

For example, you might ask AI to help you structure a complex project using the STAR method. Instead of a vague answer like:

“I was responsible for liquidity forecasting and improved the process.” 

You can refine it into:

“In my previous role, our 13-week cash flow forecast had frequent variances of over 15%. I led a review of assumptions, aligned with FP&A and implemented weekly variance analysis. Within three months, forecast accuracy improved to within 5%, which strengthened our short-term funding decisions.” 

The substance is yours. AI simply helps you structure it. In this role, AI acts as a mirror, not a substitute.

Where It Goes Wrong: Over-Engineering Your Answers

Problems arise when candidates outsource their thinking entirely. Overly polished, generic answers are easy to recognise. They sound impressive but lack depth. For example: “I leverage cross-functional synergies to drive stakeholder alignment and optimise strategic financial outcomes.”

It sounds sophisticated. It says very little.

Interviewers will probe. When they ask for a concrete example, hesitation follows. If your preparation relied on memorising AI-generated scripts, you may struggle when the conversation moves off-script.

Worse, some candidates use real-time AI tools during virtual interviews. Aside from ethical concerns, this creates unnatural pauses and inconsistent language. If your tone suddenly shifts from conversational to textbook-perfect, it raises questions about authenticity.

Best Practice: Preparation, Not Performance

The most effective way to use AI is before the interview, not during it. Use it to:

• Generate potential follow-up questions.
• Stress-test your answers with critical feedback.
• Identify gaps in your experience compared to the job description.
• Practice behavioural and technical questions tailored to your industry.

Then personalise everything. Replace generic phrases with specific figures, names of systems, real challenges and lessons learned.

Remember: interviews are not exams. They are professional conversations. Authenticity, clarity and self-awareness matter more than flawless phrasing.

The Real Question: What Are You Optimising For?

Are you trying to sound impressive, or are you trying to be understood?

AI can help you sharpen your narrative and anticipate tough questions. But it cannot replace genuine reflection on your motivations, strengths and limitations.

If used thoughtfully, AI becomes a powerful preparation tool. If used as a crutch, it becomes a risk.

Ultimately, the strongest candidates are not those with the most polished answers, but those who can think clearly, respond honestly and adapt in real time. AI can support that process. It should never replace it.

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.