I recently placed a really promising candidate who the client liked right away and wanted to move forward quickly. When it came to negotiations, there was a mismatch in expectations, the offer didn’t fit what we had discussed initially.

This is exactly where my role as an external recruiter shows its value. I stepped in, talked to both the candidate and the company, clarified everything, and smoothed out the miscommunication. In the end, the issue was resolved and the match went through successfully, with the salary aligning with both sides’ expectations.

Moments like these really show how working with an external recruiter can add unexpected but important value. When companies make full use of their recruiter, it avoids rushed decisions, leading to better results and a smoother, more enjoyable process for everyone involved.

Lately, I keep getting the same question from my interim pool: “How is the market?”

At first glance, it might look like we have been quiet. But the truth? Far from it. With over 250 treasury professionals in our network, and up-to-date info on their skills and availability, I usually already know who fits a role before it even hits the public channels.

During an intake, I rarely spend time on slides or job postings. I pick up the phone, call the right candidates, and fill the role efficiently. That is why our assignments are often fulfilled faster than you would expect.

A few roles we have placed in the past few weeks: Interim Treasury Analyst, Interim Treasury Specialist, Interim Part-Time Group Treasurer, Interim Financial Risk Specialist, Interim Treasury Director, and so on.

Takeaway: Candidates, stay in touch to stay top-of-mind. Employers, if you need a temporary treasurer quickly, you know exactly where to turn.

Over the past six months, I have been sharing weekly talent spotlights on my page and on Treasurer Search’s page. If you would like to get a feel for the types of profiles we typically work with, have a look.

In our work, we are in constant contact with corporate treasury teams in transition: building, downsizing but most definitely also TMS and other technology implementations. TMS vendors and treasury consultants do a great job driving innovation and we are happy we can also help them finding their right staff members.

Sometimes we encounter a situation where, after the implementation, only a small portion of the solution is used. Also we hear corporates who simply cannot find the budget for both the license cost as well as the implementation.

This is to inform you about a “non-standard” solution that worked well with a few of our clients:

The standard solution 

A corporate asks a treasury consultant to support in a vendor selection and asks the same consultant to do the implementation afterwards. It also happens often that the vendor screening is done by the corporate and the vendor also implements or suggests an implementation consultant. There are pros and cons in working this way but for many results are fine.

The non-standard way

I mentioned tackles, to a certain extent, cost and making the most of the software you bought. The idea is quite simple: instead of letting externals assume the role of both project leader as well as content matter expert, the own treasury staff takes as much of these roles as possible. The work they cannot do, because they have to invest time in the implementation, is covered by operational, relatively cheap interim treasury support.

Of course most corporate treasurers do not have expertise at the level of vendors or consultants but with their help, leading the project, they will have to learn more, feel more ownership and use the solution better. It would also be naïve to assume that treasurers, on average, have the same project management skills as consultants have, but many of them can get the job done at substantially lower cost.

We constantly keep an eye open for who is available, especially for interim assignments. Finding candidates who can do the operational and are available on interim basis is not easy but our network is there for you.

We look forward to your call!

My colleague recently had an intake meeting with an NGO that was looking for a part-time permanent position to set up a small treasury function. Since this was something completely new to the organization, my colleague quickly realized that building it from scratch would normally require several years of experience. However, she also pointed out a potential issue: once everything was up and running, a senior candidate might quickly get bored and move on.

To solve this, she suggested starting with an interim professional who could design and establish the treasury function, and later hand it over smoothly to a junior colleague in a permanent role. That is where I came in. As soon as I heard the story, three names immediately came to mind.

After a short introductory call with the client, I reached out to my three interim contacts and proposed them for the assignment. The first interviews were scheduled very quickly, and despite the holiday season, the follow-up meetings soon followed. The decision was made in no time, and now my interim professional is about to start building the NGO’s brand-new treasury function.

How could it be any other way?

With a client where we had previously made a successful placement, we were once again invited to find them an Interim Group Treasurer and a new Interim Risk Manager. Thanks to our strong partnership and a crystal-clear briefing of their needs, we were able to present suitable candidates within just 24 hours.

The summer holidays could have slowed things down, but not this time. The hiring manager stayed fully engaged, even taking video calls from his holiday spot!

As a result, we had contracts signed and sealed within just one week of the initial intake. Now that is what we call teamwork.

This past month has been a great reminder of how powerful your network can truly be when it comes to making the right match. I was able to support several clients simultaneously, all with very different needs,  including a Treasury Director Risk role and an Investor Relations Manager.

The key? Staying close to both sides of the market and knowing exactly who to call when the right opportunity comes up.

One of the highlights was successfully filling a “tough-to-crack” role through someone in my extended network, someone I had spoken to over a year ago. That connection, built on mutual trust and a bit of patience, turned into a perfect fit for a so-called “warm” client of ours. It was a great reminder: the best matches don’t happen by chance; they are built over time.

Juggling multiple candidates and clients at once pushed me to be sharper than ever. Communication had to be clear, consistent, and quick. I have learned that managing expectations on both ends, is half the battle. And sometimes, the best thing you can do for a candidate or client is simply to listen before offering advice.

Looking back, I realize how much my earlier experiences shaped this month’s success. From learning how to ask better questions to recognizing when someone is truly “ready for the next step,” every interaction adds up. This job is about people, not just placements – and every good match reflects that.

On to the next!

Working with an external recruiter should and definitely can be more than just sending over CVs. When you treat your recruiter as a true partner, you get more out of the relation.  Like a faster process and stronger matches.

One of my clients truly understands that. They actively involve me in profile definition & search processes,  and trust my judgement. That allows me to introduce candidates who might not fit perfectly on paper, but have the right mindset and potential to deliver more than the obvious ones.

That is exactly what happened this month and is therefore the match of the month. I spoke to someone with no experience in the industry of our client but saw his potential and a the potential great fit. The client trusted my advice, invited him, and one interview later, he is about to start with our client.

This is the second successful placement in two months for this client,  more candidates are still in  process. This is when recruitment becomes more efficient, more enjoyable, and simply more successful for everyone involved.

Last month we celebrated that Monique joined Team Treasurer Search 10 years ago. At the time we were a 4 person team, all working remotely most of the time. In 2015 that was rather uncommon. Together we are on a special journey with many highlights!

The team grew to 15 members, we moved into an office-centre and after a while bought our own office building from 1919. We evolved from a group with just support and consultants to a team with specialists consultants (interim, Germany, senior, etc) and specialist support (marketing, control, data entry, etc). And from Venlonaren just speaking Venloosch to many nationalities and company language English.

During this time Monique became a pillar the team can build upon. She learned new tasks, new software and brought her English language skills to the level where it should be. Luckily she was flexible in picking up new tasks, sometimes handing them over and train new team members. She is what we call in Dutch a “cultuurdrager” (company culture carrier) with a special focus on waterproof communication processes and keeping it personal.

As colleagues we consider ourselves lucky having her in the team and hope she will stay with us for a long time.

On behalf of the Team, thank you Monique and congratulations.

Market pressure and Recruitment Agency Behavior

The interim management market is under pressure. Not only due to economic uncertainty and corporate restructuring, but also because of the ongoing ambiguity surrounding regulatory frameworks like the Dutch DBA Act. The result is a market characterized by hesitation on the client side, shifts in demand patterns, and an observable tension among certain agencies.

This tension sometimes gives rise to behavior that, while perhaps understandable in context, poses a long-term risk to the integrity of the market. The recruitment industry’s reputation does not meet the standards we aim for. When speed starts to outweigh transparency, and placement becomes more important than partnership, both clients and candidates should take notice.

This article is a call for awareness. Not to point fingers, but to collectively protect the standards of a market built on trust and professionalism.

A Changing Market and Emerging Patterns

Recently, we’ve seen several situations that highlight the need for a discussion about agency conduct. These are not isolated incidents but rather signs of a wider pattern.

For example, some agencies advertise interim roles without a formal request or mandate from the client, sometimes even contradicting what the client explicitly stated. In one case, a client made it clear that they would only commit to a month-to-month arrangement. Yet the same role appeared online through third parties, advertised as a fixed three-month assignment. The client was unaware of this, and did not endorse it.

In another instance, multiple candidates were approached for an interim role at a company that hadn’t even approved the budget for external recruitment or initiated the request. The individual who might eventually need interim support hadn’t yet discussed the matter internally. Still, agencies were already introducing candidates based on rumors or anticipation.

These tactics seem to be on the rise, likely as a response to a slowdown in the interim market and increased competition between agencies. But they raise an important question: What should or can clients and candidates reasonably expect from a reliable agency?

What Reliability Actually Means in Our Opinion

In a fast-moving market, reliability is often mistaken for responsiveness. But real trustworthiness is built on more fundamental principles:

When these principles are sidelined, candidates are prematurely circulated in the market and clients lose grip on their employer brand and hiring process.

The Risks at Stake

Time to Reset the Standard

This isn’t just about agencies. Clients and candidates also play a role in shaping a healthy, transparent interim landscape.

• Clients should clearly define when and how agencies may use their name, and ensure roles are only shared externally once green-lit internally.
• Candidates should ask questions: Is this a confirmed assignment? Has the client approved your involvement? What are the actual terms?
• Agencies must prioritize long-term credibility over short-term placement wins.
• Trust isn’t built through volume or urgency, it’s built through consistency, honesty, and respect.

In Closing

Yes, the interim market is evolving. Regulatory uncertainty, such as the ongoing implications of the DBA Act, has created hesitation. But that uncertainty should not serve as a license to abandon basic professional standards.

By holding ourselves and each other accountable, we can ensure this market remains one where clarity and trust are the rule, not the exception.

Let’s protect that standard. Together.

One of our clients reached out after struggling to retain junior analysts. The hires were qualified, motivated, and capable, but they kept leaving. The reason? Long commutes. Despite great onboarding, the location was simply too much of a hurdle, and turnover remained high.

We knew it was time for a more strategic approach. Instead of casting the net wide, we narrowed the focus, targeting candidates in our network who lived closer, valued stability, and were looking for something long-term. Within a short time, we introduced a shortlist of strong local profiles.

The client chose someone who not only matched the role but also happened to live just around the corner. Since then? A team that’s stronger and more stable.

Sometimes, it’s not about changing the job, it’s about changing the search.

Looking to make your next hire last? Let’s talk about how a targeted approach can make all the difference.