How to Build an Award-Winning Treasury Career with Rónán Clifford

No, I didn't necessarily pull the trigger but I had all the necessary skill sets that were transferable in order to maybe to move to the next step. So it's one of those three things that were if you are looking at a job, just because you don't tick all the boxes, it doesn't mean that your skills aren't transferable. And that's something to really kind of take to understand that when, when you are looking, you may not have be the perfect candidate but your skills should always most of the transferable and you just have to be able to sell yourself and to demonstrate how, where if there is a gap in your ability or a gap in your CV or a gap in your experience, you've got something to compensate. And in this case I was able to compensate this from the risk averse background that I had developed over the few years and thankfully worked. They gave me the job ACT courageous, which is one of our Honeywell goals. But ultimately what that means is to push yourself to do something that may be outside your comfort zone and demonstrate that either through your CV or to the interview process. So, and that then would depend on what level you're applying for. So maybe if you're applying for a more junior role that being courageous or pushing yourself could be getting those treasury qualifications and that could be the right would be where we would look at going, right, this person, you know, they're just out of high school or they're just out of university, they've taken the last year or so, they've done the ACT exams or what I did when I was in Ireland, I did the IACT exams in conjunction with Dublin City University to strengthen up my CV because my background was mathematics and politics, not necessarily pure finance. So again I took that step to plug a gap or just to strengthen my cv. You need to understand what's out there and then from understanding what's out there, what's relevant to your organization and what's going to be the right fit for your organization and then hopefully have the budget or have the time and have the right people to be able to implement that. Because I think if you are stuck in a way where you've got people that aren't challenging the team and they're doing the same thing over and over again, they're not going to be necessarily satisfied with their roles and you've got the risk then of potential high turnover and then you know, if someone leaves, can you replace them? Well, if you can get technology that removes non value add aspect of those people's jobs. So again, like robotics or particularly like utilizing your tms, you've got your team that are more, I wouldn't say more focused, but they're more engaged. They realize that they moved away from pure process driven situation or they're looking, no longer looking at non value add tasks to doing something that's more strategic. And I think that's what when you look at your treasury team, how do you make it more strategic? How do you bring more value add to the organization? How do you get the information, the visibility on your cash in order to either present to senior management or in order to make better investment decisions or to analyze your relationship with your banks?