Recap & Recording: Coaching Corporate Treasurers Through Growth and Change

The speakers highlighted that coaching is not about giving answers, but about creating clarity, building confidence, and helping people move forward with purpose. Pieter also brought in the recruiter perspective, showing how career development, coaching, and role transitions connect in practice.

The session featured insights from the following lineup of speakers:

Adriana Ciuche

Coaching is future-focused and helps people find their own answers.

“Mentoring is really referring on transferring knowledge from the past experiences, giving straight answers based on what I did in a certain situation while coaching is really future oriented and his main purpose is to bring awareness.”
What she emphasizes: coaching is not advice-giving; it is about asking the right questions so the coachee develops insight and a growth mindset.

Coaching helps people uncover when they are living by others’ expectations instead of their own.

“They eventually realized that they were leaving a borrowed ambition, a borrowed life, something choices that make to meet the expectations of the family, expectations of the society, expectation of the corporate or the company they were working for.”
What she emphasizes: coaching can reveal misalignment, prevent burnout, and help professionals reconnect with their own values and direction.

Bart Jansen

Coaching is about personal development, not technical problem-solving.

“For me, coaching is more about personal development to keep it simple and mentoring is probably more, as Adriana was saying, about transferring technical knowledge to the person.”
What he emphasizes: coaching supports long-term development, while mentoring is better suited to sharing specialist knowledge or practical experience.

A good coaching relationship depends on chemistry, independence, and mutual commitment.

“Pick up the phone, or we agree to drink a coffee and meet each other and see if there is a click. Obviously introduce yourself and myself and to understand if there is some chemistry, because that’s important.”
What he emphasizes: trust and fit matter, and coaching works best when both sides are clear on expectations and the coachee is willing to do the work.

Pieter de Kiewit

Coaching and recruitment overlap, but they are not the same.

“I always stress that within that hour of meeting that I have, there might be some remarks, some pointers, some tips that people can use, but if they really want to make a strategic career management plan, they should include me.”
What he emphasizes: recruiters can offer useful perspective, but long-term career planning needs a broader, more structured approach than a single conversation.

 Coaching should not be used as a punishment or a substitute for the wrong problem.

“I see people that go beyond their scope. So, for instance, if people have mental health issues and they go to a coach who is not trained in these aspects, you can get into really problematic situations.”
What he emphasizes: coaches need clear boundaries, and the right support type matters — coaching is not therapy and should not be used to fix every issue.