What’s Driving Treasury Hiring Demand remains strong for senior and specialist treasury professionals, particularly those able to support cash, liquidity, funding and risk strategy within regulated financial services environments. Interim and project-based hiring has increased, driven by treasury transformation initiatives, TMS implementations and wider strategic change programmes. Hybrid working models have now largely standardised across UK financial services organisations, with flexibility often prioritised over rigid office attendance. Digital and technology capability continues to grow in importance, particularly across automation, data and the early application of AI within treasury operations. Where Hiring Remains Difficult Specialist treasury talent remains scarce in high-value areas such as Asset and Liability Management and TMS implementation expertise. Hiring processes are often slow and complex, leading to candidate attrition in a competitive market. Economic and regulatory uncertainty caused some financial services organisations to delay or pause hiring decisions, while increased candidate availability did not always translate into improved skill alignment, extending search timelines. Hiring Outlook Looking ahead to 2026, demand is expected to remain strong for technology-enabled treasury roles, particularly in cash forecasting, real-time data analytics and AI- supported decision-making. Interim hiring is likely to continue at pace, especially for TMS implementations, treasury transformation and M&A-related activity. By contrast, demand for lower-complexity treasury execution roles may moderate as automation reduces manual processing requirements. Advice to Hiring Managers Move proactively rather than reactively, particularly where treasury transformation, refinancing or M&A activity is anticipated. Secure internal sign-off before interviewing, limit processes to two or three stages, and provide feedback within 48 hours to avoid losing strong candidates. Be clear and realistic about hybrid working expectations within regulated environments, as inflexible mandates significantly reduce the available talent pool. Where appropriate, utilise interim support to deliver transformation or transaction- led work, and plan treasury hiring needs six to twelve months ahead to reduce the risk of reactive recruitment.
27
Made with FlippingBook - professional solution for displaying marketing and sales documents online