How Treasury Careers Really Get Built | KyribaLive 2026 Panel

Thank you very much. So, as Steve says, it does work. It does, yes. This is what I do. I talk to you guys. My main job is as a Treasury Recruiter, so I help you find new opportunities, new roles. In addition to that, I also do a podcast. A lot of people are going, "Oh, you do a podcast? What, couple of them?" No, we've now done 425, 250,000 downloads. But more for you guys in this room, you get CTP credits for listening. Yeah, now you're looking, aren't you? So that's the team. I'm going to introduce my panel in a second. This is going to be the structure of the session. But before I do that, I'm actually going to ask you, a few of you I can see looking down at your phones. I wonder if your company is paying extra for the time you're giving them. Are they investing in you by you looking at these guys giving your energy. So first of all, I'm going to get— well, I'm going to get each of my panelists to introduce themselves. We're going to go through their Treasury careers, how they started, where they are now, where they see themselves and the Treasury profession going to next. There will be chance for Q&A at the end. We'll run to time as well, and then we'll do some takeaways. So firstly, lovely Sabrina. We told her not to do karaoke, but there is a danger.

But I'm really good.

Yeah, there you go, you see. Well, Doesn't worry about it now.

I am really good.

Oh, there you go.

So I'm Sabrina Janulis. I'm a Director of Treasury at Baxter International. I manage our Americas and APAC cash management teams and also treasury operations. Started my career at Deloitte. I did 5 years in the forensic and dispute group doing fraud investigation, litigation support, and then moved to Baxter. I've been with Baxter for about 15 years, and I moved into Baxter in audit, then spent 2 years there, went into internal controls, then from internal controls, was asked to take a role in our business transformation office. We went through a divestiture in 2015 and had a lot of cost reduction that needed to be done as a result of that divestiture. And so I was leading our key operating expense reduction project. And then in 2020, I had twins. So in February, right before the everything shut down, and when I returned from maternity leave, I, I got a phone call from our treasurer. I'd never met her before. She was new 6 months prior to that. And she said, she started giving me a hard sell on a role, a treasury transformation role. And she said, at the end of it, she said, "And the role is yours if you want it." And I said, you know, I'm like shocked. I don't, I'm surprised. We've never met each other. I don't even know why you're calling me. I don't know treasury, I don't know cash. I actually don't know anybody on your team and have been here for 10 years. And so, and she said, "Well, that's actually exactly why." I called you is because I've heard your name, I've heard really great things. A lot of leaders really support you, and I'm looking for somebody who can bring that cross-functional alignment and work well with others and help lead a transformation so that people do know who Treasury is. And so I took that role and it was a lateral, and actually at the time I was in a position where I was possibly gonna be promoted into a director position, but I was like, I gave up that promotion to take this new opportunity because I knew it was a skill that I would learn, something brand new. The promotion was gonna be in audit. I kind of hated audit, so it wasn't that big of a decision, I would say. And so I, you know, took a leap of faith, moved into treasury, and after 2 years doing transformation, I led the Kyriba implementation in that role, and then also did some, we were, we did a big finance transformation with all of the other functions. And my boss at the time, who was the director, left the company, and I was then offered her role. And so that's how I came into the role that I'm in right now. And I will say, when I came into treasury, I was very much like, I'm not a treasury per— like, every time I got on a call, I'd be like, I'm not a treasury person. I just want to, like, make sure everybody knows. Like, there was a lot of, like, imposter syndrome. And I thought I would only be in treasury for 2 years. So it was, like, very shocking to me when I took the role that was, like, a real treasury role. And then all of a sudden, I couldn't tell people I wasn't a treasury person because then I was a treasury person.. And so now I've been in this role for about 3 years or 4 years. I've been in Treasury now 6 years. So it's been the best career decision that I've personally made. Fantastic.

Unexpected. So we'll pass across to Ben. Ben will introduce himself and Ben has been on the podcast so you can catch up with his story as well. But Ben, over to you.

Yeah, well, thank you for the introduction. Thank you for joining the panelists and thank you firstly to everybody coming and showing up today and who's gonna listen to the podcast in the future. But my name is Benjamin Seal. I'm the director of global treasury and risk management for a company called Inotiv. But I always say that my career path's a little bit different than everybody else. And as you speak to people in your network, you'll find out nobody's— typically nobody has that linear pathway. But for my pathway, it's more like a child took a crayon and you said draw a straight line, and then he hopped on a roller coaster. So it's all over the place. And the reason why is because I have a background also in the medical field. I had come out of school, I was an emergency medical technician, I became a respiratory therapist, but my segue into the treasury space was I started in accounts receivable as an account analyst and I transitioned into another company managing, basically business analyst in their shared service department, then credit manager and director of shared services, and for a company called Simveo. We went through a restructuring, but prior to restructuring they wanted to restructure their treasury department. And my boss, boss's boss at the time, asked me to come in and take over the department based on my process improvement achievements. So I went through that whole entire process, loved it, glad I did it. And we did a lot of stuff during COVID I think I always say that if you lived through COVID as a Treasury professional, you probably added 20 more years to your life. Like it was just bad. Like in the experience, because I've been in Treasury now for going on 10 years and I do feel like it's been like 20 years. Just because of COVID And I've always typically been a department of one. So I, 3 years ago, transitioned to Innative, which is a life science contract research organization based out of Indianapolis, Indiana. And I'm remote-based, but it's probably been the best decision I've ever made because I never had that global aspect to touch the EMEA and Netherlands and various other countries in that. And that's really greatly improved my understanding of, you know, global banking as well. And like I said, it's been probably the best transition I've made. I love the company, love the people, and that's the best thing is if you find a company that you have great employees, great bosses, it just makes a difference.

Cool. All right, hand over to Brian.

All right. Hello all. Pleasure to be here on the best treasury podcast in the world.

Thank you. I am paying them for that.

Brian Gittleman. I'm Deputy Treasurer for Capitus. We're a small business a lender based in Times Square, New York City. We extend credit or loans to small businesses. We usually fill that up in a warehouse and we ABS those deals out. We usually issue 1 or 2 deals a year. We're working on 1 now. How I got into Treasury was, well, I was a finance major and I got in my head that I wanted to be an attorney and I went to law school, Villanova Law right outside of Philadelphia. And I was there, I lasted about a semester. I thought, you know, let me go back to basics. Let me try to find a finance job. And I was lucky enough to land with an organization, a large food service company called Aramark, as a banking analyst. And I've been in Treasury longer than I care to admit, but I was earning my teeth, probably saving $300K a year, getting paid substantially less at the time because, like I said, I've been in Treasury for a long time. After one of my colleagues had left for a chemical company, Auto FMC Corporation, he invited me to come along with him after, after him being there a few months. He thought there was a need for some strong cash management, so I went over to FMC Corporation, and we really went from a mid-tier diversified chemical company to one of the largest agricultural chemical companies in the world. So to be with a company during that growth period was certainly an experience. After— on the, on the path for, for MC Corporation to become a focused ag chemical company, one of the things that they decided to do was spin off their lithium division, and I was tapped to stand up the treasury organization at a concern called Livent, which is now part of Rio Tinto. And it, that was probably where I had the most hands-on in, in building and implementing a treasury management system, as well as coming up with policies, controls, etc. After being in startup land for a few years, I was, had an opportunity at a very large insurer, which, Chubb Insurance. I, I took that role and there was I could see some restructuring going on, and one of the things that I did which allowed me to parlay my experience into working for a finance organization that lends out money is I took a certificate program through Wharton for fintech, and that allowed me to become a deputy treasurer over, along with other experience, at Capitas.

Yes, nice. We're going to come, we're going to explore with each of the panelists how they've made their career moves. When it moves, there you go. So we'll come back to you, Sabrina. So with you, you were a forensic accountant into Treasury, natural step obviously, but joking aside, what transferable skills did you find that you brought from that? And then again, for this audience listening, you know, they might move from accounting. What are the things that you kept with you, if you like?

So I do. So I have a CFE, so Certified Fraud Examiner. I'm also a CPA and then most recently now a CTP. So we were joking like I like to collect letters. Yeah. And I would say the biggest thing. So Baxter had people in their Treasury Department historically that were in their Treasury Department for many years. And what that means is that some of the processes stayed the same for many years. and none of them, they all were treasury people at the core. So they did their entire career in treasury. So the thing that I think I was able to come in and add value is I do have a background where I am skeptical, and I also understand a control, like what a good solid control environment is. And so an example is when I came in, you know, there were a lot of manual payments that certain teams relied on us to make because, 'cause they were their friends. It wasn't because there was a good reason that we were necessarily doing them. It was just that was what they were allowed to do. And so I had to come in and kind of be the bad guy, but I was okay with it because I always explained to my team that if you issue a payment that ends up being fraudulent for some reason because you don't know exactly what's going on, and by the way, a vendor master file change and banking information, that process is a well-controlled process and it's in place on purpose. And a manual payment means that everything's manual that goes with it. The accounting is manual, the payment entry is manual, the collection of information is manual. And I just made it very clear to my team, you know, if you do something and it ends up being bad, like, I can't stop you. But what I can say is if we come in and we have to be the bad guy to change the process and put in the control, that's a defendable move. And I know that my boss and the head of internal controls and everybody else is going to be Okay, that I've maybe made some people in legal mad because I can explain why I've done it. And so I think that was one of the biggest transferable skills or things that I was able to bring to the team that kind of made things better and was able to improve processes and definitely make audit and internal controls a lot happier when they came in and did our SOX testing and stuff.

Yeah. So with you, Ben, you've got a quite different background. You went very quickly past it. Could you explain for the audience, you were actually a therapist as well within respiration and you did that differently and then you came into Treasury, so accounting into that. And then what, how come, you know, what about your career ladder? How come you've fallen in love with Treasury?

Well, I say it's because I jumped around because of adult ADHD. I got to keep moving and being curious. And that's one of the things that for me, it's, to quote the great Ted Lasso, be curious, nonjudgmental. And what I bring is the aspect of being able to take back and look at the processes and how to develop it. And not be judgmental to why they're doing it the way they're doing at the time. And I think that's one that respiratory therapists, like, you're always moving and trying to reinvent, and you have to be adaptive. I think that's really what helped me exceed in my career with Treasury is because I can adapt on the fly. And even that, with adult ADHD, I joke about, is the fact that if I have a— I can't find the solution to the problem, I can step away. And that's why I like Treasury too, is because I can turn around and go to another department, help them out with something and then integrate that in with Treasury. So, and then I can always go back to that problem and it's easier to find that solution. And it also allows you to work with other departments and pick their brain too.

And I know that you've also partnered with the business very well and you've moved industry recently. So you were in envelopes and everything else and now you're in sort of, well, just explain the past couple of companies and how that's different in Treasury terms.

Yes, when I first started off, it was actually manufacturing with with the powder metal injection. But with the Treasury one, it was with Senvéo, so it was a leading manufacturer of envelopes in North America. And, you know, I told Mike Richards, too, you know, with manufacturing, a widget's a widget. You know, it's easy to kind of cash flow and you know your ins and your outs. But when you go into a life science organization, which is a contract research organization, it's more for biotechs, it's more scientific, and you're working with excellent, brilliant people. But because of the kind of the lumpiness of some of the collections and stuff, you have to do a little bit more diving on the cash forecasts, disbursements a little bit more different than you would with the manufacturing. So it's different. I really like it. It's like I said, I've been there for 3 years and it feels like day 1. I learn something every day. I'm never the smartest one in the room and everybody's always willing to provide the education about the company, the science. And it's just, it's just amazing.

Paraskosta, Brian, with your career, you've gone from analyst all the way up to Deputy Treasurer so far. We've got a room here, a lot of people at earlier stage of their careers. What are the moments that, you know, that stand out for you, the pivotal moments that perhaps other people should think, oh, I should do that? Or what were the— what were your bits?

Sure. So when, when I came into, into Treasury, I liked it. I liked what I was doing. I didn't want to analyze bank fees forever, but I did like being exposed to the capital markets side of Treasury. The cash management, liquidity, forecasting. I liked all that. And even though my focus was on bank fees, so since it was a place I wanted to be, I thought to myself, okay, I had just finished up an MBA. So after dropping out of law school, I did continue my education, just which I think is important. But with finding Treasury, I committed to— I was in study mode and I said, you know what, let me do the CTP now. And I did that. Shortly after I received my MBA, and I really think that allowed me to learn more about just more than what just my company's Treasury Department looked like, what other Treasury Departments can look like, and the breadth and depth of, of the Treasury function. And I think that is, is one of the things that allowed me to stand out. And the other thing I'd say is Hey, try be easy to work with. I mean, you, you, one of the things is you, you want to, you want to earn a reputation that if somebody has a problem or an issue, you help solve it. And be easy to work with, approachable, and build that reputation early.

And we'll stay with you for a moment. When you went to one of your previous roles, Arcadium, you'd gone in, there was a blank sheet of paper. What was your checklist? We talk a lot on the podcast each week with people have gone into roles and they're like, right, we've got to get this right. Is it the cash, foreign exchange, or what the, you know, Sabrina was just talking there as well, you know, those are the right things to do. What would you say?

I would say that one of the first things that you'd want to set up, especially if there's any complexity to the organization, is a treasury management system. And we're, so that was one of the first things to implement. The other thing is you want to choose a good banking partner. From my experience in working with many banks at the larger company that, that was spinning off Livent, then Arcadium Lithium, I had preferences on which systems that I liked working with, which bankers I liked working with, and I was able to carry over my past experiences. Again, getting back to who was easy to work with, what portals were easy to work with. Easy to work with, who created that easy to work with and approachable reputation with me. And that's, that's who I wound up giving business to as far as banking. Of course, policies and procedures, that's— you can't just copy and paste policies and procedures from a larger organization into a smaller one. That has to be— there's different risk tolerances, there's different There's different cost of capital. There's all sorts of different other considerations to make. But we were fortunate enough to help. There was a major accounting firm that was involved in the split, so to speak, or the spinoff. So they were there to assist as well. But I know who I wanted to work with. I know what we needed. And I think that was pivotal in standing true.

Okay. We'll come back to Ben now. Ben, we're here at Kairiba Live technology, lots of different vendors in the room. There's lots of tech chat, particularly at the moment, the advancing of— how do you see through it? How do you filter through all the noise that's coming through for you as a treasurer? And then we'll do the same to yourself, Sabrina, as well. So, no, I'm good, I've done this before.

Yeah, yeah, I can tell. I don't know, it's really just to kind of network with all individuals and kind of listen to the webinars and stuff. That's how you feed through what's best for you. So you listen to the information and I would say too, you have to know the past in order to know where you're going. So you have to have the data there to be able to even take advantage of that technology, especially with AI coming. If you don't have the technology or technology like Kribah with the historical data, you're going to be behind the 8-ball and that's where you got to get it going. But yes, networking, speaking to the vendors, getting, gaining information. I mean, at lunch I was speaking to an individual that does banking for me as an advisor. That's one of our next steps is doing a cash pool system. But I didn't know how to set it up. I've never had that experience. So just doing that, then she can provide that guidance to me now to how to do that. So it's very helpful.

Sabrina, and we will ask you, Brian, the same question because I know because you've got some good views on it.

So I would say I mean, I'm skeptical. I already said that. I would say one of the things that I always try to do when I'm like looking at new technology is ask a lot of questions and also ask, okay, in order for this to be successful, what is the level of information or data that is required? Because I will say, even when we did implement Kyriba originally, we had a lot of delays in that project going live because nobody told us in order for this to be successful, You need X, Y, and Z first. And so then we kind of got caught up in a lot of delays because we were having to fix things that we didn't know needed to be fixed until we were in the middle of the project. And also understanding that like when you're being presented a new technology, whether it be by a consultant or the technology company itself, they're gonna show you the best case scenario. It's filtered information. It's, they're gonna press a button, it's going to work perfectly, and that is not the reality. So like, Understanding that sometimes it looks pretty, but you can't always trust that's how it's gonna work when you move forward. So just make sure you ask a lot of questions and get other people's feedback and kind, and know who the people or groups are that you can ask for information. I think Treasury is a very lucky, like one of the things I love about Treasury compared to the other roles that I've been in is that there's a big external network. And so you can go to your banks and they'll tell you advice for free. Now what I'll say is we did a global cash pooling, notional pooling presentation. We asked 3 banks to come and present to us on it last year. All 3 of them recommended something completely different from the other ones. And I would say, you know, after the first one I was like, okay, yeah, this makes sense. And then we went to the second one and I was like, well, this makes less sense because they're saying opposite of what that one said. And then I got to the third one and was like, well, that's, I didn't know there was a third option for this. So you have to kind of also understand the place that those people are coming from. If they're trying to sell you something, they may be tailoring it to that. But at the end of the day, they will come and consult for you for free, which is not normal, I would say, in other industries. You're not going to find a lot of free help. And then there's also peer groups and things like that that you can kind of reach out to, or through Kairiba. I know I've done a lot of referral calls for the consultants that implemented Kairiba and for Kairiba itself. And those are ways, like, if you want to be connected with somebody, you can go to those people as resources to just say like, hey, I just want to talk to somebody who already does this and see how they made it work. And just like understanding who are your resources, I think is the best thing you can do.

I'll pass it across to you, Brian. But just before we do, one of my upcoming guests actually who I'm interviewing in Luxembourg later this year, Jean-Philippe de Weller, International Treasurer, Johnson Controls. He said, Mike, and we were doing a session a few years ago now, and he was saying, if you employ a new person, 'You take references, right?' I was like, 'Yeah, we do them for people and our clients.' And they said, 'If you're bringing in a new treasury system, how many references do you take? How many past customers are there?' Not their, their, you know, their pinnacle clients and yeah, they're great and stuff. 'Who else do you ask?' Because a lot of people just go, 'Oh yeah, well, this is a really good system, it looks really great,' exactly to your point. And he was saying, 'Yeah, reference them. Get at least 2 or 3 of their customers. What's the good, bad, and the ugly?' And that was one of the key things he brought up. Brian, over to you.

I would say— sure, I would say talk to people. And that's echoing what you're saying, Mike, Sabrina, Ben. It's— there's a lot of resources. There's a large community that you can be a part of. There's national organizations, there's regional organizations for Treasury, which I find great value. And there's membership organizations as well. I would say talk to people. I'd also use the old adage, you know, the insurance company, If you're not using somebody certified, they'll make you get 3 quotes. And I think that once you start seeing the different offerings for tech providers and banking services, whatever the case might be, you start getting more and more insight on that. I think it's important to, to come to conferences, networking events, and also stay well-read when you are looking at tech stack. I'd also say you wanna see everything can be integrated, but at what cost? Are there preexisting APIs between systems? That's one of the big things that I'm very cognizant of, especially seeing when there's not out-of-the-box APIs, what's involved.

And we'll stay with you for a moment as well. What I will say actually before we, next question, we've got about 10, 15 minutes left. So you are gonna get a chance to ask these guys some questions. So do think of them because you don't often get the chance to actually quiz some treasurers. Brian, we're going to just talk about banking relationships and banking partnerships because I think it's something that has been coming up from here and some of the people. How do you maintain those relationships with banks when you haven't got too much going on? Say it's a quieter period or unsettled and you're still wanting to get, you know, keep on the good— they know there's not much wallet share. How do you keep on going with those guys? What's your secret?

Well, I think you want to keep— first of all, you don't want to put too much on your plate than you can handle. I know a lot of organizations are stuck with having 12, 15, 20 banks, and I understand that that might be the case at a larger organization because of acquisitions and whatnot. But I think a handful of banking partners will give you the diversification that that you need the appropriate comparison between strengths and weaknesses and also better views into pricing as well. We usually, we usually have a cadence of— at one organization we had a bank week because we had so many bankers. They would come in once a week. I would say with, with where I am at Capitas, since we do have so much going on and we don't necessarily necessarily need to have a bank week or bank quarter where different banks come in for the whole, whole week. We, we are in constant contact with our banking partners.

Yeah, no, I mean, for us, we always keep at least an annual meeting in place, but I always try to meet the rep at least quarterly. But it's always touching base points because I'm always looking at ways of looking at process improvements for our banking relationships as well. So constantly staying in contact and seeing what, what diversifications there, what their viewpoints are, because like I said before, you never know where the solution can come from. So, and they've been in, they have other clients that they can refer to as well if you need assistance with items or any references. So just stay in contact with those reps on a constant basis, tell them what you're working on, and maybe they might have a solution or a client that's been through the same ordeal as well.

So at Baxter, we have 80 operational banks. When I started in my role 6 years ago, we had 120, so we've done a lot of work. That was actually one of the big projects and things that I've been working on with my teams is trying to reduce banking relationships. So we've made a pretty big effort. Only 6 of them are strategic from an operational standpoint, and then we have 12 that are in our revolver, and those aren't— the 12 that are in the revolver are not necessarily all in our operational banking. It does become complicated when I have a, maybe wanna make a change to make things more efficient on the cash management side, but that bank is in the revolver. And so there's a push and pull, I think, from both teams where we kind of have to make sure there's an alignment from a strategy perspective. But it can be rather challenging in a company, I think, as big as mine and with so many, so much wallet share that we have to worry about. I'm interested, though, to find out about your bank week. Did you not let anybody come in except for that one week per year?

Pretty obviously.

Here, I want more.

You can talk to him afterwards.

I know. I know.

The Q&A is in a minute. Sorry about that.

Well, hey, you know, you get first dibs. So, yes, yes, we had so many banks at the large insurer, we would dedicate one week. Everybody had to be on site.

And we had back-to-back meetings for a whole week annually, like 51 weeks out of the year.

Nobody came. Well, no, occasionally we would get called, or if we're— if we were working on projects. But with— so, and, and to your point there, we had, we had really 3, 3 strategic banks. The rest of them again were in the revolver or were for a special purpose because of various countries who we were doing business in. But yeah, it was with so many you had to schedule and bankers would come in.

Best way to do it. Yeah. So we're going to go to Q&A in a second, but one question to each of you. We'll go back from you, Brian, as you've got the microphone. Advice to your younger self, or maybe some of the advice that you give to— again, we've got Treasury professionals here coming up through the ranks and starting What advice would you give to those guys? Maybe you do when you're over coffee, or your team, or maybe looking back at yourself, you know, what earlier advice?

Looking back, uh, I— the advice that I would give, and I know that this isn't for, for everybody, but I just feel that my network and the organizations I've been able to be a part of have increased exponentially once I started working for a New York-based company. The amount of people you can meet and organizations and fountains of knowledge that you can sip from, whether it be an industry-specific event or, or people that you talk to at rating agencies or in structured finance or at law firms or at the local Treasury Management Group, which is which is extremely active in NYC. So looking back, yeah, I wish that I worked in NYC sooner than I did. The other thing that I'd suggest is it took me a while to find— I studied, I majored in finance and got my MBA in finance, but it's so different working for a finance-based organization where we manufacture financial products. It's— everything is Treasury related at a finance organization. We're— of course, Treasury touches everything in any type of organization, but especially a financial services company. And I just— I'm just really happy with the industry being involved with that because it's where my interests truly lie.

Yeah. Ben, the younger self, or, you know, to some of the younger members of the audience, you know, earlier in their career?

I feel like I could write a book on this, by the way, but mainly focus on, you know, being intentional with your experience or your knowledge, getting it, get your CTP, find a mentor, network, and the big thing is find that mentor to lead you and guide you, but make sure it's the right mentor too. Fits your personality, the one that actually has the experience, CTP, goes to AFP, goes to networking, that It can help you along the way because there's a lot of experience out there. It's just find that right connection.

For me, it's relationship building and the importance of it. So I always say that I've been very lucky at Baxter since I came into Baxter. Every role that I've had in this 15-year journey, somebody came to me and said, I want you for this role. I haven't applied to anything since then. And it's not actually luck. Really what it is, is I built relationships And even though I mentioned it at the beginning, I didn't love my time in audit, but my time in audit was the real reason why I've actually gotten at least 3 or 4 of my roles since then is because I went in and I approached audit differently from maybe others on the team and I built relationships and people actually liked me when I audited them, which was unique. And so, but really like if you can, nobody's gonna advocate for you the way that you should be advocating for yourself., and there's a lot of importance in making sure that you do put in the time, that people like to work with you, and just knowing that, like, you don't know necessarily who your next boss is gonna be or who will tap you on the shoulder. So be kind and try to work well with others and volunteer for things. And the other, I guess I have one other thing, which is, if somebody does tap me on the shoulder and say, "Hey, I think I have a role that's really good for you," I'm always open to listening to what it is, even though I don't necessarily see why at the time. Like, the treasury one for me was like, that one completely threw me. I was like, I don't have a finance degree. I'm an accountant. I have an accounting bachelor's and master's. So I don't even have that background. I've never done like true finance. And it was a completely new thing. But also, I knew that it was gonna give me a new skill and a new career that I didn't have as an option before. And so just be open to listening because you just never know what your next good opportunity will be.

So questions from you guys. I'll grab this for a sec. Who's got a question? Oh, they had to be right at the back as well. There you go.

Yeah, I guess my question would be, so we recently had like our annual review and our treasury space is competitive and everything. But how do you position yourself for that next position or promotion and how can you advocate for yourself the best?

Great question. So who wants to take that first? One of you put your hand up. Yeah. Oh, Brian was first. Yeah.

One of the things that I think is important to do is if you don't have a one-on-one with your manager, you should probably set one up. Regular cadence, whether mine's every other week, at least once a month. I think that's important. I think it's also important to maybe once a quarter, every twice a year, something like that, have skip-level meetings and touchpoints with your boss's boss. One thing that I think really helps clarify what you're working on and, and why you matter is And between those one-on-ones, you come up with a list. Okay, these are the wins from the last one-on-one, and this is what I'm working on. And then you just keep racking up those wins. You save those. I usually, we have a, we have a system called, it's a, it's, it's a tracking system that's online. Or you can use, what, just put it on email. But you, you can take those, those documents, run it through AI, and it'll put together a nice year-end write-up.

Well, I'll chip in here as well. Emma Haywood, who's one of my past podcast guests, she's great, from Dowlace Group. And I've talked about this on a couple of the podcasts since, and she's a treasurer, and she measures her team and herself every week. But what she does, she sits down, has a coffee with herself on a Friday morning, right? What have we achieved as a team this week? Sends it, put it into, sends her an email, herself an email, what she achieved as a treasurer. Because there's nothing worse, as she said, the CFO comes up to you, goes, how have you got on this week? How have you got on this month? And she's like, whoa, hang on, like, because they're just swinging by your desk. And actually she's going, do you know what? And as Brian said, she summarizes it on a monthly basis, just puts it in. Now you can use ChatGPT and everything else, puts it in there. And so this month we've saved this, this month we've reduced this cost, and they're like, oh wow, because you've actually given it some, some value, if you like, and given it some clarity. So that's one of the other ways that I think that people have done it. Now I think we can, you can do questions afterwards. I'm going to let you do that because I do want to run to time because otherwise look at Steve, yeah, he gets angry. Yeah, yeah, watch him. But we've got some great takeaways for you. So Sabrina, we'll come to you first of all, but grab the microphone.

So it's like, I don't remember what I said here.

No, no, well you can just make it up. Have a read. Just, you got, there you go. I've got it up there for you.

Just, okay. Yeah. Oh, well, yeah. So don't, yes, don't chase the promotion. Number one, there have been a few times where I have taken lateral moves. Treasury was one of them. And be open to understanding what a lat, what skill or new thing you can learn that will just make you more valuable in the future that can kind of tack onto the skills that you already have. A promotion is one way to get new opportunities, but trying something new is another way. And it does work out sometimes. It's not always maybe, but in my experience, it worked out very well.

There's two.

Oh yeah. And then, yeah, I guess the other one is, I think a lot of people do tend to sometimes understand they're part of a process, but they don't necessarily understand how the thing, how it flows end to end in other areas that it's touching. So like in treasury, you've got cash on both sides, the accounts receivable team, the accounts payable team. You're also starting with an invoice. Trying to understand when you do something, who is affected by it. And I think the biggest example for, in my role right now are the manual payments. One of the benefits of me saying we're not gonna do manual payments anymore is that it pushes people to Coupa, which is our PO system, which automates the payment and the vendor master part and the accounting flows. If we do a manual payment, 4 other teams suffer with that manual payment along with us. And so, you know, understanding, like, by making one decision, you're not only necessarily impacting yourself.

Yeah. Helping others as well. Yeah.

So Ben, two big items here. One is to be a sponge, absorb everything around you. Go to the networking events, go to the conferences, and, you know, just listen and absorb because you never know where you're going to get the next idea for you guys. The next one's going to be for speak less, Listen more. Everybody wants to talk, but you don't learn anything that way. It can go right through one ear and out the other. So you just got to continually continue to listen to people that's underneath you, above you, because you never know where the next idea is going to come from. And then I'll add a third one just to kind of reinforce the question before was just advocate for yourself. That's the big thing, just advocate for yourself. You want the next promotion, advocate. Take daily journals, put down what you're doing that day, and then when they're coming accomplished, mark it off. That's the greatest feeling in the world when you mark off a goal.

All right, well, I did have— initially had 7 takeaways, but you did, but we only had an hour. We only had an hour. So again, I think if you like Treasury, if it's where you want to be, go for the CTP, hands down. I'd also say as far as, as, hey, deliver value to your, to your company, and if you need to build a raft or get certified in, in what, whatever you want to specialize in or your industry area of interest, then do so. And also I'd say, and I can wind up doing this too much in New York, being part of industry events and networking events and whatnot, but you still have to get your work done, right? So I try to limit that to maybe once a week.

Yeah, he does. So that's one of the things hopefully you've been doing with the guys, you know, past few days— talk to people. And actually, well, it comes back to Ben's as well. It's about listening with purpose, but not just for yourself, actually to help them and build your network. That was one of the key bits. When you go away from this conference, the worst thing you can do is just— when I was connecting with people the past couple of days with LinkedIn I was going, we met, we spoke about this, and people are like, oh wow, you know, you've actually remembered it. Actually show an interest. So it goes back to the first bit. Don't just go, oh, LinkedIn connect without a message. Don't do it on your phones. You know, in fact, it's getting better on phones with LinkedIn, but then you can build a network because that network will help you. Now talking about that, we'll finish on— this is the challenge. So when you— you've still got an hour or so, a couple of hours, there's some closing drinks. You'll see Steve at the bar. That's what, you know He'll be handing them out, hopefully. But what I want you to do is make at least, before you go away, maybe even just as you're walking out here, and next event you go to, and Brian does it very well, make a couple of connections. Because you never know what that's going to do. You know, what we do in our main events, you know, when we've done them in New York, is we say you've got to meet 5 new people. And the people come up afterwards and they go, oh my God, I met 5, I met 8 people. And actually it really helps your network. So So without further ado, put your hands together for these amazing panelists. Thank you. Come on, I'm out of time. Thank you very much. Cool.

Good afternoon everyone, welcome to this very interesting panel being hosted by Mike Richards from the Treasury Improvement Company. This is approximately Mike's 40th panel that he's put together like this, really to talk about people in Treasury and their careers and how they got to where they are today. I actually first met Mike in 1998 when I was made redundant out of— I was working in Treasury. He didn't find me a job. Couldn't.

I tried.

So don't let that put you off. So without further ado, I'm going to hand to Mike to introduce his panel, and let's try and make this interactive, please.

Thank you very much. So as Steve says, it does work. It does. Yes. This is what I do. I talk to you guys. My main job is as a Treasury Recruiter, so I help you find new opportunities, new roles. In addition to that, I also do a podcast. A lot of people are going, "Oh, you do a podcast? What, couple of them?" No, we've now done 425, 250,000 downloads, but more for you guys in this room. You get CTP credits for listening. Yeah, now you're looking, aren't you? Right, so that's the team. I'm going to introduce my panel in a second. This is going to be the structure of the session. But before I do that, I'm actually going to ask you, a few of you I can see looking down at your phones. I wonder if your company is paying extra for the time you're giving them. Are they investing in you by you looking at these guys, giving your energy? So first of all, I'm going to get— well, I'm going to get each of my panelists to introduce themselves. We're going to go through their Treasury careers, how they started, where they are now, where they see themselves and the Treasury profession going to next. There will be chance for Q&A at the end. We'll run to time as well, and then we'll just