Treasury Career Corner Live in London

I've got the amct. And within our team, we do require that to be something that they do, and mainly because it's a great foundation of treasury practices, best practices, of just the fundamental understanding of why we're doing.

What we're doing and how many are in the team. Just perhaps explain the treasury setup.

We've got about 10 people in our team, from the group treasurer down, our treasury split between, roughly evenly between Sharjah and the us, uae. And in the uk, of that, we've got four now fully qualified in the mct. Two of them are starting to work towards it. What we have found, though, is we don't push later qualifications. What we do want is we do agree with the idea of study, study, study, but whether that's branching out and doing an accounting qualification, whether it's doing a Level one cfa, whether it's an mba, that's very much down to the.

Individuals, but it is supported.

And part of for that is we don't want, for example, to send every single person down the same educational route, because then you're going to have everyone just thinking exactly the same way. And we need people in our team to kind of challenge each other and whatnot. So it's great to have a fundamental understanding. I'll always support that. But I think people should then be encouraged to find what interests them, what they're skilled at, and try and build on that as well.

If you have a team, you have to invest the time. It's not just something that you do whenever you happen to have time and then postpone. It's something you have to allocate an X amount, X percent of your time. It's important because you're not going to be able to do all by yourself. You've hired a team and you have to trust your team that they are professionals and they're going to deliver for you. So take care of them. That's one thing you need to probably ask your HR people, if you have such, you know, departments, to give you some tools, if not develop them yourselves, to have decent discussions and conversations, because, well, you spend eight hours a day, five days a week with these people. You know, it's a lot of time. And so it makes sense to learn a little bit more on what's going on there and then you can sort of go through all the ups and downs. Another one that I had to learn was to stop micromanaging and delegate and then trust that things get done. Otherwise you just kind of kill yourself with the workload and it doesn't mean that things don't necessarily get done any better at all. And so one of the things is that, well, if you think you've hired the right people, you've got the right team, then let them do their job, focus on other things, look forward, don't look back, throw them challenges because, you know, and involve your team into the wider picture because they also want to know what they're doing. Where does the information go to these decisions? What's the impact? And so it's almost a responsibility to make sure that, you know, they get involved and they get given challenges because that's how they grow and that's how they get different kind of exposure to many things. And that also tends to prolong the life of your team because if they get chances inside the company, they don't necessarily have to think about switching jobs.

I think ultimately it's down to empowerment. Make sure your team feel empowered. They have the opportunity. You create that opportunity. You create that opportunity for development. You create that opportunity for them to present to some of your more senior stakeholders, get them the visibility that they're actually hunger for. And to top his point, investors invest your time and it's not kind of, you know, giving feedback at the half year and the full year. It's about giving feedback on a, on a consistent basis. You know, you, you have a meeting, it was perhaps, you know, not, not the best delivery in that meeting. You know, have, have that quiet conversation and, and see, you know, perhaps what, what could be done a little differently.