Maybe a few points to complement already important elements raised above:
I still believe that the reporting function of Treasury needs to be to the CEO. For one, not many understand the role of Treasury… many believe it is somewhere part of the finance dept’s operations…
As a Group Treasurer lately, I made it a priority to be in front of Board members (of each group company) to educate them on the role of Treasury… cash mgt, execution, risk management, banking relationships, policy, regulation, technology… but also the strategic side of the function…
Treasury has clear KPIs, and I believe Treasurers have to leverage on this to push management and Boards to recognise their contributions beyond the regular Treasury tasks… hence cross functional support and the need fo ongoing development of soft skills… Treasurers have to be part of innovation and change but also be the drivers of some of these themselves…
