This is a YouTube video titled "How to Develop a Successful Treasury Department with Nick Taylor" containing an English talk or interview from October 2018 featuring Nick Taylor discussing treasury management strategies, including managing assets versus liabilities, aligning treasury functions with firm objectives, and focusing on cost savings and value enhancement.
Up until joining Schroder's treasury for me was, you know, it's the textbook definition of having the right amount of funds in the right currency, in the right place at the right time. Yeah. But in other firms I've worked at, you know, the capital structure has involved debt or some debt in order to try and get the equity to debt mix. Right. For efficiency purposes, Schroeder's is different. We don't have any debt, and that's by design. And instead what we have is a large pool of assets. So from a treasurer, I went from managing liabilities and debt to managing assets. Although my treasury function is not a profit center, the culture is such that I am encouraged. Well, not, not just encouraged, asked. I have been asked to record and keep a record of things that we do as a function that either save money or, you know, enhance returns. So enhanced returns might sound like we're, you know, we're chasing yield and we're risky. It's not about that at all. It's just, I suppose, encouraging us to stop and think about what we're doing and what is the impact on costs and what is the impact on revenue and actually making sure we, you know, we write that down. Get the best value. Yeah, and get. And get the best value. I mean, the question and expression that is quite common in traders is what would you do if it was your own money? Right. So, you know, you need to think whenever we're doing anything, if this was our own money, what would we do? I think what's important is to have a clear sense of direction and purpose. So, you know, defining what it is that this particular treasury function is here to do so that everyone in the team knows the direction we're going in. So what we're doing needs to be aligned to what the firm is doing. So we can look at what the firm's strategic objectives are and then we can define what it is we need to do to help contribute towards those that gives you the overall direction. I think the other thing that's important is some clear annual objectives in order that we will maintain focus.
