Financial Management for Treasury Managers Training Course

Course overview

Treasury managers are expected to keep cash available, protect liquidity, fund operations at an acceptable cost, and provide management with reliable forecasts despite volatile rates, currencies, collections, and payment cycles. This requires more than monitoring bank balances. It requires a disciplined financial management approach that connects cash positioning, working capital, debt, investments, foreign exchange exposure, banking arrangements, and financial risk to the organisation’s operating plan. Weak controls or poorly structured decisions can result in idle cash, unnecessary borrowing, forecast errors, covenant pressure, and avoidable market losses.

This five-day course equips treasury managers to analyse and improve the financial decisions within their remit. Participants build rolling cash-flow forecasts, calculate liquidity requirements, assess working-capital drivers, compare short-term funding and investment options, and evaluate interest-rate and foreign-exchange exposures. They apply debt and covenant analysis, use scenario and sensitivity models, establish treasury performance measures, and strengthen controls over payments, bank accounts, counterparty exposure, and treasury reporting. The course also addresses the practical relationship between treasury, finance, procurement, sales, tax, and operational teams.

Instruction combines expert-led treasury briefings with spreadsheet modelling, realistic corporate cases, and facilitated decision workshops. Participants work with a treasury case organisation to produce a board-ready Treasury Financial Management Action Plan: a practical pack containing a cash forecast model, liquidity policy recommendations, funding comparison, risk-control priorities, dashboard measures, and a 90-day implementation roadmap. This deliverable gives both the attendee and their manager a clear basis for applying the learning immediately.

The course is designed for treasury managers and experienced finance professionals who already handle cash, bank relationships, funding, or financial risk and now need a stronger management framework for making and defending treasury decisions.

Course objectives

By the end of this course, participants will be able to:

• Build a rolling 13-week cash-flow forecast using direct-method cash forecasting assumptions and variance analysis
• Calculate minimum liquidity buffers and short-term funding requirements under base, downside, and stress scenarios
• Assess working-capital drivers using DSO, DPO, inventory days, cash conversion cycle, and collection forecast data
• Compare revolving credit facilities, overdrafts, commercial paper, and money-market investments using all-in cost and yield analysis
• Evaluate foreign-exchange and interest-rate exposures using exposure registers, sensitivity analysis, and hedge decision criteria
• Analyse debt maturity profiles, financial covenants, refinancing risk, and lender reporting requirements
• Design treasury controls for bank-account governance, payment approvals, counterparty limits, and fraud escalation
• Produce a treasury management dashboard and 90-day financial management action plan for senior stakeholders

Benefits of attending

Target competencies

Who should attend

• Treasury Managers — who must balance liquidity, funding cost, financial risk, and governance across the organisation
• Assistant Treasury Managers — who prepare cash forecasts, manage bank relationships, and support funding decisions
• Corporate Finance Managers — who need treasury analysis to inform capital, debt, and liquidity planning
• Cash Managers — who oversee daily cash positioning, payment flows, and bank account structures
• Financial Controllers — who rely on robust treasury forecasts, controls, and reporting for financial oversight
• FP&A Managers — who must connect operating forecasts with cash, borrowing, and liquidity implications

Requirements and prerequisites

Participants should have practical experience in corporate treasury, financial control, FP&A, accounting, or cash management. They should be comfortable reading a balance sheet, income statement, and cash-flow statement; interpreting basic financial ratios; and working with spreadsheet formulas such as SUM, IF, XLOOKUP or VLOOKUP, and simple charts. Familiarity with bank accounts, payment cycles, borrowing, or foreign currency transactions is useful. Participants should bring a laptop with Microsoft Excel or equivalent spreadsheet software. Prior use of a treasury management system, Bloomberg Terminal, derivatives valuation software, or formal treasury qualifications is not required.

Training methodology

The course uses instructor-led treasury briefings to establish the financial management framework, followed by guided Excel modelling using a corporate treasury case. Participants interpret bank balances, receivables, payables, debt schedules, and currency exposures; test decisions under changing assumptions; and compare alternatives in small-group treasury committee discussions. Case work includes a liquidity shortfall, covenant pressure, an FX exposure decision, and a payment-control incident. Each day closes with a practical output that is incorporated into the participant’s final Treasury Financial Management Action Plan and implementation roadmap.

Course outline

Day 1: Treasury financial management and liquidity control

• Treasury’s role in financial management, value protection, and capital efficiency
• Cash positioning versus liquidity forecasting and funding planning
• Treasury policy architecture, delegated authorities, and risk appetite statements
• Direct-method 13-week cash-flow forecasting structure
• Forecast data sources from receivables, payables, payroll, tax, and capital expenditure
• Cash forecast accuracy measurement through forecast-versus-actual variance analysis
• Minimum liquidity buffers, trapped cash, and liquidity concentration principles

Workshop: Build a 13-week direct cash-flow forecast for the case company and identify its first projected liquidity shortfall.

Day 2: Working capital, banking, and cash optimisation

• Cash conversion cycle analysis using DSO, DPO, and inventory days
• Receivables collection forecasting and customer payment-behaviour segmentation
• Payables timing, supplier terms, and early-payment discount evaluation
• Bank account rationalisation and account-purpose mapping
• Cash pooling, notional pooling, and zero-balancing structures
• Bank fee analysis, pricing schedules, and relationship bank scorecards
• Payment controls, approval matrices, and treasury fraud-prevention checkpoints

Workshop: Diagnose working-capital and bank-account issues in the case company and produce a prioritised cash optimisation register.

Day 3: Funding, debt, and investment decisions

• Short-term funding instruments including overdrafts, revolvers, commercial paper, and receivables finance
• All-in borrowing cost calculations including margins, fees, commitment charges, and utilisation
• Debt maturity ladder construction and refinancing risk assessment
• Financial covenant calculations, headroom monitoring, and breach escalation
• Surplus-cash investment policy, permitted instruments, and duration limits
• Money-market yield comparison, liquidity tiers, and counterparty concentration
• Funding scenario analysis for base case, delayed receipts, and market stress

Workshop: Prepare a funding recommendation that compares three liquidity options and tests covenant headroom under downside assumptions.

Day 4: Foreign exchange, interest rate, and counterparty risk

• Transaction, translation, and economic foreign-exchange exposure identification
• FX exposure registers by currency, timing bucket, entity, and certainty level
• Forward contracts, swaps, and options as treasury hedge instruments
• Interest-rate exposure mapping across floating-rate debt, deposits, and leases
• Interest-rate sensitivity analysis using parallel rate-shift scenarios
• Hedge decision criteria, hedge documentation, and effectiveness monitoring
• Counterparty credit assessment, limits, collateral, and concentration reporting

Workshop: Create an FX and interest-rate exposure register, then recommend risk actions for the case company’s treasury committee.

Day 5: Treasury reporting, controls, and implementation

• Treasury KPI selection for liquidity, forecasting, funding, risk, and banking performance
• CFO and board treasury dashboard design principles
• ISO 20022 payment-message implications for payment data and controls
• Treasury management system data governance and reconciliation controls
• Segregation of duties, bank mandate management, and payment exception review
• Treasury incident escalation for fraud, covenant risk, and liquidity events
• Ninety-day treasury improvement planning and stakeholder ownership mapping

Workshop: Present a board-ready Treasury Financial Management Action Plan with dashboard measures, control priorities, and a 90-day implementation roadmap.

Tools & standards covered

Microsoft Excel, Kyriba Treasury Management System, Bloomberg Terminal, ISO 20022

A typical training day

Live online deliveries follow the same structure in the East Africa Time zone, with shorter screen blocks and longer breaks.

What the fee includes

How you can take this course

Certification

Participants who complete the full five days receive the Skillset Development Certificate of Completion, stating the course title, course code, dates and delivery format — suitable for professional-development records and employer reimbursement.

Frequently asked questions