We often describe treasury evolution in terms of systems, platforms and automation. Digital tools are transforming how we forecast, manage risk and make decisions. Forecasting models are powered by AI. Payments are instant. Dashboards deliver real-time insights. The promise is clear: less time doing, more time thinking.
We recognise that automation will free us to focus on ‘value-add’ work. But what does that actually mean? If we don’t understand the inputs behind the data, how can we interpret the output with confidence? If we’ve never built the model, how can we challenge its assumptions?
Treasury professionals must be more than data consumers; we must be data translators. That means asking better questions, understanding context and knowing when a number doesn’t feel quite right. That requires curiosity, judgement and a willingness to dig deeper.
In a world where decisions are increasingly data-driven, the ability to interpret, contextualise and communicate that data is a skill that sets influential treasurers apart.
Recent and continued market volatility has made treasury more visible than ever – but visibility doesn’t equal influence. Being invited to the meeting isn’t the same as shaping the agenda. To be a truly strategic business partner, treasurers need to build trust, and trust isn’t built on dashboards, but through relationships. It’s earned through a combination of competence, communication and consistency.
Think about those moments that matter: presenting to the board, negotiating with banks, aligning with the CFO. These aren’t just technical exercises; they are human ones. Can you explain your hedging strategy in a way that resonates with non-finance colleagues? Can you persuade a business unit to change its payment terms?
These skills are not taught in a system upgrade; they are developed through experience, empathy and intentional practice.
But here’s the paradox: as technology gets smarter, the human skills we need are getting harder to find.
So, how do we develop the skills that don’t show up on a dashboard?
Mentorship, coaching and cross-functional exposure are just as critical as technical training, and we need to model the behaviours we want to see: curiosity, humility, ownership and a bias for clarity over complexity.
We also need to be honest about the gap between aspiration and reality. We say we want to spend more time on strategic thinking, but are we equipping people with the skills to do that? Are we helping them communicate their insights in a way that lands with impact? It’s also about helping others find their voice. If we want our teams to add value, we need to show them how. That means building confidence, not just competence. It means creating a culture where insight – not just output – is welcomed.
The next generation of treasurers won’t just need digital fluency, they’ll need emotional intelligence, narrative thinking and the ability to lead through ambiguity.
The future of treasury is digital, yes. But it’s also deeply human. The systems will keep evolving. The tools will get smarter. But the treasurers who thrive will be those who can connect the dots, tell the story, and bring others with them. Because in the end, it’s not solely about the data, it’s the story we tell with it.
Louise Woodroffe FCT is head of treasury at Hastings Insurance Services and chair of the ACT’s Future Leaders in Treasury group
This article first appeared in The Treasurer Issue 3, 2025