Tamara Saront-Eisner talks about treasury's role as a business partner. She covers managing teams, growing as a manager, and how treasury leaders need to understand company risks to support the business effectively.
Now I have a team to manage and that is extremely difficult. To become a manager and manage people and manage their expectations, their frustration. It is extremely challenging. So that's why I say that getting out of your comfort zone and I didn't have received any course, any training before on the first time becoming a supervisor of people, I think I learned by doing. Of course I then got into more management courses. But it is challenging, it is extremely rewarding on the other end. So I was able to build trust, to build that bridge with your team where you can rely on others doing things and achieving goals and then of course you become better at doing it. But that is in I think all of us, in all of our careers there is a point where if you want to continue doing, you know, into a management path, you have to go into managing people. And that's challenging. And that's something that you can I continue learning and changing the way I relate with my team constantly. So it's an, to me it's a never ending role. You have your personality, you have your way of managing, but you continue evolving. You want to be deep in treasury but not narrow to Treasury. You don't want to be perceived just that you only do Treasury. You want to show that you can handle more but that you have a deep understanding of what treasury is. The way that I find that I tried really to mentor my team is finding those projects that are critical or are in the agenda of the business and be part of those projects treasure project. So I have now at this point conversation with our business leaders leaders to try to understand what are their priorities for next year, to understand how treasury can help on those and how can we from that agenda define the agenda for treasury and there are restrictions and there are limits. But at least to have that first conversation I think it is very important and from there my team to be really part of projects where they can learn the business as well. All the collateral conversations, all the counterparty risk conversation with our business is a great opportunity for treasury to now the business actually. So these are, you know, it's a constant conversation and we shouldn't be looking to a big project to say, well now I will be working in a business project and I will know the business. I think it's a matter of keeping and maintaining the conversation all the time and with different businesses, with different leaders from the business and try to ask questions and try to understand how it works and then what are the drivers and what are the risks? Is it an interest? Risk is fx. Risk is a construction risk. So I think that is where treasury really is extremely well positioned to be a partner, because it's not. We can cover all type of risk to help the business. It's not necessarily a reporting issue, but it is really business risks that we need to work together.
