Building the Future of Treasury: Are We Equipping Junior Professionals for Long-Term Success?

The treasury function is evolving rapidly, and with that comes an increasing need for fresh talent. As the demand for skilled treasury professionals grows, one question remains: are we truly setting up junior treasury professionals, whether in entry-level roles like Junior Treasury Analysts or Treasury Assistants, or in more structured development programs, such as treasury internships, with the skills they will need to succeed and to thrive in an increasingly complex, technology-driven environment?

While some larger treasury teams see internships and junior roles as essential pathways for developing the next generation, I often find myself questioning whether enough is being done to equip these professionals with the right skills and mindset. The shift towards technology, strategic decision-making, and deeper specialisation is reshaping what junior treasury talent needs to succeed, and there’s a growing need to ensure companies are addressing this challenge head-on.

From experience, I can name numerous companies that intake a decent amount of finance, accountancy, and economics graduates, but often silo junior talent into narrow remits with a purely cyclical focus, typically, without exposure to the wider treasury function. More often than not, these roles are very back-office focused. It’s not unusual for these early-career professionals to start looking to the external market after just 12 to 18 months in search of a broader remit.

This does pose issues. I often tell clients that 70% alignment between someone’s current remit and the new role is ideal for considering career progression. You need to offer at least 30% growth for me to even consider a career move for someone. Otherwise, it’s lateral at best. But if you pigeonhole people into narrow roles early in their career, without exposing them to other areas of treasury, even 70% alignment becomes a challenge.

Expectations vs. Reality: What Junior Treasury Professionals Need from Day One

Based on countless conversations I've had at this level of the market, more than I could possible even try to remember, starting out in treasury can feel like a mixed bag. Entry-level roles like Junior Treasury Analysts or Treasury Assistants are typically seen as stepping stones, opportunities to learn the ropes and gain insight into core treasury functions like liquidity management, foreign exchange, and cash flow forecasting.

But here’s the rub: too many junior professionals end up spending a significant portion of their early careers focused on repetitive, low-impact tasks like data entry and administrative support. While these tasks are important, they’re not enough to build the strategic mindset or technical expertise that today’s treasury professionals need. In fact, they can hinder the development of key analytical and financial decision-making skills, which are crucial for advancing in the field.

It’s time to rethink how we set up junior professionals for success. More structured, hands-on opportunities, such as shadowing senior colleagues, participating in strategic meetings, and tackling impactful projects, can bridge the gap between theory and practice. These experiences are essential for developing a deeper understanding of the critical role treasury plays in business decisions.

Excel vs. Treasury Management Systems: The Manual vs. Digital Divide

When it comes to tools and systems, there’s a clear divide between what many junior professionals expect and what they actually encounter. Treasury Management Systems (TMS) are touted as the key to unlocking efficiency, agility, and insight in modern treasury functions. However, a reality check often reveals that teams still rely heavily on Excel to carry out day-to-day tasks.

Excel is an essential tool, it helps treasury teams develop a deep understanding of data management and offers flexibility when working with complex financial models. But let’s be honest, too much reliance on Excel can be a hindrance. It holds back young professionals from learning the automated, scalable solutions that modern treasury roles demand. If we want to nurture talent capable of working in tech-forward treasury environments, it’s essential to start introducing them to automated TMS solutions that can streamline operations, improve accuracy, and deliver insights faster.

In this transition, it’s important to strike a balance. While Excel will continue to play a vital role in foundational treasury tasks, integrating TMS systems into day-to-day workflows ensures that junior professionals are not just learning the basics, but also building the skills that will help them thrive in the future.

Fostering Agility: Encouraging Junior Professionals to Be Flexible and Tech-Savvy

Adaptability is one of the most important skills for today’s up and coming professionals, and this certainly isn’t exclusive or specific to treasury. Whether it’s pivoting quickly to manage market fluctuations or responding to the complexities of global finance, junior treasury professionals need to be proactive, flexible, and quick-thinking. I can think of one way to foster these traits, by incorporating real-life case studies, scenario-based learning, and decision-making opportunities into entry-level roles and training programs.

Being adaptable also means being comfortable with technology. The future of treasury is digital, and the sooner we equip junior professionals with the tools, systems, and knowledge to succeed in this space, the better.

Mentoring & My Final Thoughts: A Key Piece of the Puzzle

A final but equally important piece of the puzzle is mentoring. While mentoring programs like those run by the Association of Corporate Treasurers (ACT) can and certainly do provide valuable guidance and industry insights, they are limited to members. There’s a clear gap in the market for inclusive mentoring programs that are accessible to all professionals in the treasury field. Mentoring can be a game-changer for developing talent, especially for those in diverse or underrepresented groups. By fostering relationships with experienced professionals, junior treasury staff can gain valuable advice, perspective, and career insights that they might not have access to in a more traditional work environment.

There’s no doubt that entry-level treasury professionals, whether in Junior Treasury Analyst or Treasury Assistant roles, are integral to the future of treasury. But surely if we’re going to build the next generation of skilled, tech-savvy, adaptable professionals, we need to do more than just offer administrative tasks. We need to provide structured learning, mentorship, and hands-on experiences that help these professionals develop both the strategic and technical expertise that today’s treasury demands.

Surely if there is more of a balanced exposure to both manual and automated workflows, fostering specialisation, and ensuring adaptability, we can help junior professionals not only succeed but thrive in an increasingly complex and globalised treasury landscape.

As the UK market continues to build a pipeline of future treasury leaders, I’d love to hear your thoughts. How can we ensure that the next generation of treasury talent is fully equipped to take on the challenges of tomorrow’s finance world?

Subscribe to The Treasury Market Playbook to stay updated on trends, insights, and opportunities in the corporate treasury landscape, and please feel free to share this article with your network!

?

Author – Craig Ryan Perkins