Treasury is evolving from a transactional function into a strategic business partner. As organizations contend with economic uncertainty, rapid technological change, growing data demands and increasing expectations from executive leadership, treasury teams are being asked to do more than manage cash. They are expected to anticipate risk, guide decision-making and provide timely insights that influence business strategy.
In this episode of Markets Plus, hosted by Vicky Albovias, Head of Specialty Markets and Industry Verticals Treasury Sales at BMO, and featuring Giannine Cohoon, Senior Vice President of Business Development at Robert Half, the discussion explores how treasury talent requirements are changing and what organizations can do to build future-ready teams. The conversation highlights the importance of financial expertise, business acumen, data and technology fluency, strategic communication, adaptability and modern approaches to hiring and development.
Listen to the complete discussion:
Below are highlights of the conversation.
Why is treasury getting more attention from senior leadership today compared with five years ago?
Treasury now sits at the intersection of many major business priorities, including liquidity, risk, growth, technology and resilience. As the pace of change accelerates, treasury teams are increasingly expected to look beyond reporting what happened. They must anticipate what could happen, model the potential impact and help leadership determine how to respond. Doing that effectively requires not only technical expertise, but also a strong understanding of the business and the ability to communicate clear, practical recommendations.
What treasury skills are becoming more valuable as routine operational tasks become increasingly automated?
As technology takes on more routine activities such as processing, reconciliation and reporting, the value of treasury professionals is shifting from producing information to interpreting it and applying it to business decisions.
The value of treasury is driven not by producing the numbers, but by interpreting what they mean for the organization. Treasury professionals must be able to bring analysis to life by identifying the actions the business should consider and clearly articulating the potential impact on cash flow, risk and broader business priorities.
Equally important is the ability to translate changing market dynamics into business and cash flow implications. By connecting external shifts to the organization’s operations and financial position, treasury can help the business anticipate potential impacts, prepare for different scenarios and make more informed decisions.
Where are organizations experiencing the largest talent gaps among treasury teams?
Organizations may have experienced treasury professionals who understand liquidity, cash management and risk, but fewer professionals bring that expertise together with knowledge of ERP platforms, treasury management systems, automation and advanced analytics.
The gap is not limited to technical skills. Organizations also need professionals who can connect finance, treasury and technology while understanding the broader business context. This includes validating and governing data, asking the right questions, explaining complex information clearly and building relationships across functions so insights can support reliable forecasting and decision-making.
What will the next three to five years look like from a treasury skillset perspective?
The most sought-after capabilities are likely to fall into four interconnected areas.
First is advanced analytics and scenario modeling. Treasury professionals will need to assess how different economic, liquidity and risk conditions could affect performance and use those insights to support business decisions.
Second is technology fluency, including treasury management systems, ERP environments, automation and the responsible use of AI. The goal is not simply to use new tools, but to understand their outputs and apply them appropriately.
Third is risk, controls and governance. As organizations use more technology and real-time data, they will need people who understand both what can be automated and what requires oversight, review and judgment.
Fourth is strategic business partnership. Treasury professionals who stand out will be able to connect cash, liquidity and risk decisions to broader priorities such as investment, growth and operational resilience. Strong communication, curiosity, adaptability and cross-functional collaboration will be essential to turning treasury expertise into business impact.