Pratik Mohta shares how to build treasury expertise and stay valuable in your role. He covers learning currency risk management, setting KPIs that matter, and finding ways to add value beyond your job description.
I mean, I felt that I knew nothing. They felt a little bit like, okay, I, I don't know what I'm doing. I mean, I need to really understand things. And that's where it really helped me, that I had good people around. So I asked people to just help me think. Yeah, a simple thing like, okay, how do you think about this? That was the question which, which I focused on, okay, how do I think about currency risk in this context rather than what should I do? I mean, that's the question which I focused on. And that I think really helped me learn more and in a much more deeper way develop the understanding of what it means for us in our context and in the company and in our business. And that was kind of the launching pad. Then once I had done that for a few years, it gave me enough confidence that I can do this, I can understand things, more complicated things, and I can have an impact within the company and within, within treasury, to be honest. So from that point on, it became more of, what more can I do? How more can I get interesting things to do? How more I can add value? So then I started basically just asking that question to everyone who I knew in the company. What else can I do? What more can I do? How can I help you? Ultimately, you have to find the best way. How do you manage your time? Right? I mean, there is no secret formula or a silver bullet that, okay, you do this and it works. I mean, everyone's situation is different and from time to time, your own situation will change. You have to just go with the flow, keeping the eye on the end goal, on, okay, why I'm doing this and how does it link? How does everything link together to create more value for the shareholders? Ultimately, I think the one thing which has, it's a very simple idea or concept which has helped me in driving that is working with the team to set up KPIs. You would think at all it's basic, but it helps a lot. It's as simple as, okay, we are working on various things. What is the impact and how do we measure ourselves? So we set three or four KPIs at the start of the year and say, okay, we are going to measure that and monitor ourselves against that. And it can be as simple as, okay, I want to reduce the number of bank accounts, for example, as simple or as basic as that. But once you have it and you are talking about it on your weekly monthly calls with the team, it helps you and the team, all of you, to focus on it. And it's the precursor for innovation.
