Highlighted partner: Treasurer Search

| 3-7-2018 | treasuryXL |

Over the last two years treasuryXL built a community with and for corporate treasurers and all interested in the profession. Starting from the Netherlands our network expands into surrounding countries and we cooperate with more and more partner organizations. In the summer months we will present the most prominent ones.


Treasurer Search

In 2009 Pieter de Kiewit founded Treasurer Search after an international career of 15 years in consultancy and management of two prominent recruitment companies. In the first he learned about executive search of, amongst others, group treasurers of listed firms. In the second he was responsible for building a number of international subsidiaries of the Dutch market leader in the mid segment recruitment market. The German the most prominent one. Approaching 40, he decided to continue as entrepreneur.

Treasurer Search finds candidates for interim assignments and permanent positions. From graduate level to group treasurer of a listed firm. Clients are headquarters of large corporates, international treasury hubs, treasury consultants, non-profit organizations and some companies in financial services. In the Netherlands and increasingly international: recent recruitment has been done in Belgium, Luxembourg, Germany and Switzerland. Job types include cash & treasury operations management, risk, corporate & project finance, treasury IT and treasury control.

By now, Team Treasurer Search holds 6 members, 3 of them recruitment consultant. With their niche market approach they invest in thorough job content expertise and a very warm network. Over 90% of the placed candidates already had a meeting with Treasurer Search before the assignment was landed where he or she started in. The team is stable, something the recruitment industry is not known for.

Having a keen interest in what’s happening in treasury and knowing not each contact with a candidate and client can be about job openings, Treasurer Search takes a proactive network role. Most often as a courtesy Treasurer Search connects people with expertise with those seeking treasury knowledge. For this team members are in constant contact with educators, professional bodies and other suppliers of treasury solutions. All this makes Treasurer Search an obvious partner of treasuryXL.

For more information check out:

Pieter de Kiewit
[email protected] / +31 6 1111 9783

Pieter de Kiewit

 

 

Pieter de Kiewit
Owner Treasurer Search

 

Best read articles of all time – This is why corporate treasury is great – The laymen introduction to corporate treasury

| 26-06-2018 | by Pieter de Kiewit |

My father was a civil engineer and would have liked one of his kids to follow in his footsteps. Regretfully for him we all went in different directions, me landing an engineering degree of the wrong type. What I did like to learn from my first business management professor was about creating bridges between various functional areas. That is what I have been doing as a recruiter for almost 25 years, the last 8 solely in corporate treasury. Why treasury?

All organisations, even the small ones, can benefit from good treasury. Only the bigger ones hired permanent experts. The main three areas, perhaps oversimplified, they focus on are:

  1. Money logistics: opening and closing bank accounts, doing (bulk) payments, forecast money coming in and going out;
  2. Managing (treasury) risk: understand and manage the implications of interest or currency fluctuations. If your manufacturing costs are in Euro and you sell in Dollars and the price of the Dollar drops, what to do? What to do if you have excess cash on your current account;
  3. Funding: where do you get your money for new or current business? Bank loans, equity, mortgage, leasing?

This does not sound sexy, does it? But do understand that during the crisis treasurers found solutions for companies how to survive. They found funding to pay salaries, helped sales finding creative funding solutions to make complex transactions achievable, helped prevent companies going belly-up due to currency exposures, forced banks to offer better solutions at a more acceptable price.

Treasurers manage huge amounts of money and operate very close to the CFO. They are involved in mergers & acquisitions, reorganisations and international expansion. They act in small numbers but have huge impact if they would stop doing their work. And the job type evolves continuously. Creating new treasury bridges to traditional job types like accounting, tax, sales helps all doing a better job. The academic world is showing increasing interest. In the Netherlands the post graduate education at the Vrije Universiteit is becoming more prominent in the treasury community. Corporate treasury is very dynamic!

What I love doing is helping CFO’s, HR, internal recruitment and senior treasury managers with their staffing questions. What qualifications and personality type matches best with your current and future business situation. If you only hire one treasurer per year, what do you need to know to choose the best candidate? I hope now you can understand my passion for creating bridges in treasury and recruitment.

I look forward to your thoughts to the above and further contact,

Pieter de Kiewit
[email protected] / +31 6 1111 9783

Pieter de Kiewit

 

 

Pieter de Kiewit
Owner Treasurer Search

 

Geld ontvangen uit het buitenland: wat zijn de kosten voor een webwinkel?

| 13-06-2018 | by  Pieter de Kiewit |

Cash Pooling

Dat leek me een relevante vraag in de opbouw van een nieuwe e-commerce activiteit. Wat betaal ik, wat betaalt mijn klant? Een tamelijk frustrerende exercitie waarover onderstaand meer.

Als leek heb ik geleerd dat in de wereld van webwinkels er vele softwares worden gebruikt. Gelukkig is er al veel gestandaardiseerd en zijn interfaces in grote hoeveelheden aanwezig. Websites, voorraden, bestellingen, klantbestanden en ook boekhouden en betaalsystemen worden modulair aan elkaar gekoppeld voor verrassend lage prijzen.

Partijen als Adyen en Mollie, ook wel PSPs (payment service provider) genoemd, leveren plug & play oplossingen die het mogelijk maken dat je klanten kunnen betalen via kanalen die jij kiest. Hierbij kan je denken aan credit card, ideal, paypal en vele anderen. Internationaal is er een lappendeken aan kanalen ontstaan die voor een individuele ondernemer niet te managen is. Dus je geeft je eigen rekeningnummer aan de PSP, zij leveren software die je in je website integreert en het geld van je klanten stroomt naar jouw rekening.

De verdienmodellen van PSPs bestaan uit variaties in maandelijkse abonnementen en betaling per transactie. Redelijk transparant. Nu weten de meesten van ons dat je credit card gebruiken geld kost. Minder van ons weten dat ook degene die geld int via de credit card, bijvoorbeeld een winkelier, ook substantieel afdraagt aan de credit card company. Als privé persoon zijn we in Nederland niet gewend dat we moeten betalen voor geld overmaken, zakelijke bankklanten doen dat wel. Verder is het zo dat valuta omzetten geld kost. Vaak wordt een service fee in rekening gebracht, daarnaast is de aankoopkoers anders dan de verkoopkoers: als je naar de bank gaat en €100 omzet naar $ en het op dezelfde dag terug wisselt, hou je veel minder dan €100 over. Zelfs als er geen service fee is.

Met deze kennis klopte ik als MKB-er aan bij diverse PSPs en legde hen de volgende vraag voor: “als mijn product €500 kost en een klant koopt het in de US met $ via credit card, wie verdient er dan hoeveel aan?” en “zal ik in dit scenario minder dan €500 krijgen of zal de desbetreffende klant omgerekend een opslag moeten betalen?”. Geen van de aangeschreven PSPs kon of wilde me beantwoorden.

Ik heb besloten in de opstartfase niet door te vragen, ook omdat de uitwisselbaarheid van PSPs gemakkelijk is en mijn verkoopvolume in deze fase laag zal zijn. Voor hen die, net als ik, e-commerce ambities of al succes hebben, lijken me dit relevante vragen. Hou er rekening mee en ik benieuwd naar ervaringen en expertise. Bij voortschrijdend inzicht meld ik me weer.

 

Pieter de Kiewit

 

 

Pieter de Kiewit
Owner Treasurer Search

 

 

CREDIT CARDS EN BUITENLANDSE VALUTA: WAT ZE JE NIET VERTELLEN

| 23-05-2018 | Pieter de Kiewit  | treasuryXL|

Weet jij welk deel, van wat je betaalt aan de buitenlandse winkelier, naar financiële dienstverleners gaat? Het vakantie seizoen is weer gestart en de economie draait goed. Toeristen en zakenmensen vullen de vliegtuigen en Schiphol draait vast. Mede op basis van dit artikel: https://www.forbes.com/sites/geoffreymorrison/2014/07/30/pay-in-local-or-home-currency/#778b32b73307 wil ik jullie met mijn beperkte-leken-blik informeren over de financiële keten die hoort bij jouw aanschaf van een kop koffie in London, New York of Rio de Janeiro.

Allereerst heeft winkelier een deal met een bank en vaak ook nog met een credit card company. Een vast bedrag per maand en een percentage of vast bedrag per transactie is de standaard. Een pinpas (debit card) is goedkoper dan een credit card voor de winkelier. Voor jou als consument maakt het niets uit.

Als je besluit die buitenlandse kop koffie met je credit card betaalt waarbij je alleen geïnformeerd wilt worden over jouw euro’s, dan betaal je daar een service fee over. De meesten van ons hebben geen ponden- of dollarrekening, dus daar ontkom je niet aan. Als je bijvoorbeeld een Mastercard hebt bij de ABN Amro en de winkelier handelt de credit card deal af met zijn bank, bijvoorbeeld de RBS, dan is, afhankelijk van de afspraken tussen die partijen, er een scenario mogelijk dat alle drie de partijen een transactie fee berekenen. Zijn er verschillende valuta in het spel, dan zullen partijen deze fee verhogen.

Dan hebben we het nog niet gehad over de koersen die worden gehanteerd. Wellicht weet je dat de prijs die je betaalt bij de bank voor een dollar hoger is dan wat de bank je er voor terugbetaalt als je hem terug wisselt. Terecht, iedereen verdient zijn marge. In deze deal weet je wat de koers is. Weet je wat de koers is als je je credit card gebruikt? Wie bepaalt deze?

Met deze blog wil ik niet aansluiten bij de vele bank bashers maar je wel uitnodigen door te vragen. Ik heb het gevoel dat sommige partijen misbruik maken van ons kennisgebrek en onzorgvuldigheid. Weet iemand hoeveel van een kop koffie van $2 er bij de US verkoper blijft? Of het verschil in kosten tussen een pinpas en een credit card?

Heb een goede vakantie,

 

Pieter de Kiewit

 

 

Pieter de Kiewit
Owner Treasurer Search

 

Make room for the treasury controller!

| 01-05-2018 | Pieter de Kiewit |

Cash PoolingLately we have received an increasing number of calls from companies asking about treasury controllers. For various reasons this is understandable, but they are not the easiest to find and there is appears to be quite a wide variety. Let’s elaborate.

Over the last few years, many corporates have been quite frugal in their investments, also in treasury. Times were hard. Now funds are getting available, there is willingness to hire, also treasury controllers. The rising investments in treasury IT, also related to aforementioned funds, often leads to less work for the back office and possibly also the front office. Platforms like 360T or FXAll are examples, but also algo trading. Choosing the system and taking care of what it should do and what it actually does, is often one of many tasks of the treasury controller.

The chaos in the financial markets made regulators increase the number of rules that banks and also corporates have to follow. Furthermore companies expanding globally, and funding their subsidiaries have to following strict internal and external  (fiscal and banking) rules. Implementing this framework and being compliant can also be an important task of a treasury controller.

F&A and corporate treasury have been quite well at co-existing in separate worlds and not bothering each other. F&A wants to be in control and appreciates predictability. Treasury is motivated by the dynamics of the markets and adrenaline. But companies integrate functionalities and the treasury controller will build the bridge.

Now why is the search quite hard? First of all because of the drivers mentioned in the last paragraph: the treasurer does not like too much predictability and the controller does not (want to) understand the financial markets. And having thorough knowledge of several functionalities: bookkeeping, IT, regulatory and risk management and make them work well together is not easy. Finally not many corporate treasuries are big enough for a qualified treasury controller. This leads to well paid Big4 auditors and bank controllers. And us having search assignments. Any thoughts and are you interested?

We would like to hear from you,

Pieter, Heleen and Kim

Pieter de Kiewit
[email protected] / +31 6 1111 9783

Pieter de Kiewit

 

 

Pieter de Kiewit
Owner Treasurer Search

 

Basisbeginselen Beursgang – Treasury for Non-Treasurers

| 21-03-2018 | Pieter de Kiewit |

Cash PoolingMet het huidige nieuws rond beursgangen (IPOs = initial public offering) heb ik gezocht op het steekwoord beursgang op treasuryXL en vond geen resultaten. Wellicht omdat de treasury beroepsgroep communiceert in het Engels. Voor Non-Treasurers ga ik bij deze kort in op de basisbeginselen van een beursgang en waarom hier zoveel aandacht voor bestaat.

Om maar te beginnen met waarom er zoveel aandacht voor bestaat. Dit is omdat het natuurlijk over het algemeen over heel veel geld gaat. En wat is zo’n beursgang eigenlijk? In den beginne is een bedrijf van één of enkele aandeelhouders. Dit zijn de oprichters, de familie of investeerders die een één op één deal hebben gesloten met de oprichters. Aandeelhouders besluiten zelf of en aan wie ze willen verkopen. Totdat de beursgang er is en aandelen vrij worden verhandeld op de beurs. Oprichters kunnen niet meer bepalen wie hun eigenaar is, iets dat Akzo Nobel en Unilever recent duidelijk hebben gevoeld.

Redenen die worden aangevoerd om naar de beurs te gaan zijn, niet uitputtend:

  • Er is kapitaal nodig voor verdere groei;
  • De eigenaren willen hun bezit te gelde maken;
  • Een notering aan de beurs geeft het bedrijf aanzien;
  • Middels een notering is het gemakkelijker in de toekomst andere soorten financiering te verkrijgen;
  • Aandelen- en optieplannen voor werknemers zijn gemakkelijker vorm te geven.

Een beursgang is niet zaligmakend. Veel van bovenstaande doelen kunnen ook via een andere manier worden bereikt: een banklening, verkopen aan een strategische partij en obligaties bij institutionele beleggers. Er komen ook zeer nadrukkelijke nadelen in beeld bij een beursgang: de rapportage eisen zijn veel hoger. Dit levert hogere kosten op. Je moet inzicht geven in je onderneming en haar plannen. Dit kan de concurrent zeker waarderen. Als je verkoopt, verlies je zeggenschap. Wie betaalt, bepaalt.

Voor treasurers is een beursgang vaak het hoogtepunt van zijn/haar loopbaan.
Weet dat als je als aandeelhouder wilt instappen, dat dit niet zonder risico is. In de hausse van beursgangen bij Facebook, AliBaba en anderen is er meer geld verloren dan verdiend. En zoals een investor laatst zei in het FD: “Waarom zou een private equity huis verkopen als de kansen voor de business case heel sterk zijn?”. Onderzoek waar je instapt en wat de motieven zijn van de verkopende partij.

Binnenkort staan er een aantal nieuwe bedrijven genoteerd aan de beurs. Ik ben benieuwd hoe de noteringen zullen verlopen. Later zullen we hier vast dieper op ingaan.

Pieter de Kiewit
[email protected] / +31 6 1111 9783

Pieter de Kiewit

 

 

Pieter de Kiewit
Owner Treasurer Search

 

 

 

High Road or High Horse?

| 21-02-2018 | Pieter de Kiewit |

I want to include you in my search for what is right. Newspapers don’t publish what is right but what sells (for the Dutch, why did the Volkskrant publish the story of Jillert Anema this week?). Politicians don’t work from their convictions but what gets them votes. Large companies pay low level taxes in countries where they don’t manufacture & sell, and no taxes where they do. Actions that benefit the environment are not implemented because it weakens our position in global markets.

Now I am not known for being politically active or interested. Many of my clients are corporates that are in the line of fire following the whole Panama Paper affair. So understanding what is happening would make sense, perhaps I could even form an opinion. So far, this is what I see and think:

• Newspapers created news by publishing what has been known for a long time. As far as I can oversee there were no convictions in The Netherlands based upon the Panama Papers;
• Poor countries are put in off side position when it comes to receiving taxes;
• Politicians created the rules and now shout from their high horse that corporates, following their rules, lack proper business ethics;
• Large corporates are able to hire the best tax lawyers and enjoy the largest tax cuts;
• Newspapers pick the corporates with the most prominent brands as an example and do not tell the story of both sides.

This equation has (too) many variables. I think Joris Luyendijk’s remarks about being immoral or amoral (https://www.theguardian.com/sustainable-business/2016/jan/18/big-banks-problem-ethics-morality-davos) are very relevant. The difference between “I follow the rules” and “I follow the rules and think about if they are right and enough”.

Given the fact that the revenue of the large corporates is bigger than the GDP of many countries, we cannot solve the problem locally. We cannot decide for other countries but we can decide for our own. Do we want to be on our high horse and economically weak? Would that be taking the high road? I am afraid I do not oversee the full picture. If I do, am I willing to accept the consequences as a consumer, entrepreneur and employer?

Would you?
Pieter

Pieter de Kiewit
[email protected] / +31 6 1111 9783

Pieter de Kiewit

 

 

Pieter de Kiewit
Owner Treasurer Search

 

 

This is why corporate treasury is great – The laymen introduction to corporate treasury

| 09-01-2018 | Pieter de Kiewit |

My father was a civil engineer and would have liked one of his kids to follow in his footsteps. Regretfully for him we all went in different directions, me landing an engineering degree of the wrong type. What I did like to learn from my first business management professor was about creating bridges between various functional areas. That is what I have been doing as a recruiter for almost 25 years, the last 8 solely in corporate treasury. Why treasury?

All organisations, even the small ones, can benefit from good treasury. Only the bigger ones hired permanent experts. The main three areas, perhaps oversimplified, they focus on are:

  1. Money logistics: opening and closing bank accounts, doing (bulk) payments, forecast money coming in and going out;
  2. Managing (treasury) risk: understand and manage the implications of interest or currency fluctuations. If your manufacturing costs are in Euro and you sell in Dollars and the price of the Dollar drops, what to do? What to do if you have excess cash on your current account;
  3. Funding: where do you get your money for new or current business? Bank loans, equity, mortgage, leasing?

This does not sound sexy, does it? But do understand that during the crisis treasurers found solutions for companies how to survive. They found funding to pay salaries, helped sales finding creative funding solutions to make complex transactions achievable, helped prevent companies going belly-up due to currency exposures, forced banks to offer better solutions at a more acceptable price.

Treasurers manage huge amounts of money and operate very close to the CFO. They are involved in mergers & acquisitions, reorganisations and international expansion. They act in small numbers but have huge impact if they would stop doing their work. And the job type evolves continuously. Creating new treasury bridges to traditional job types like accounting, tax, sales helps all doing a better job. The academic world is showing increasing interest. In the Netherlands the post graduate education at the Vrije Universiteit is becoming more prominent in the treasury community. Corporate treasury is very dynamic!

What I love doing is helping CFO’s, HR, internal recruitment and senior treasury managers with their staffing questions. What qualifications and personality type matches best with your current and future business situation. If you only hire one treasurer per year, what do you need to know to choose the best candidate? I hope now you can understand my passion for creating bridges in treasury and recruitment.

I look forward to your thoughts to the above and further contact,

Pieter de Kiewit
[email protected] / +31 6 1111 9783

Pieter de Kiewit

 

 

Pieter de Kiewit
Owner Treasurer Search

 

 

The size and shape of your treasury team

| 09-11-2017 | Pieter de Kiewit |

Treasury TeamLast week I received a call from one of my clients. Over the last years, I found several members for their team. Given the transition they are in, they were looking for benchmark information to shape their treasury team and make it future proof. This has kept me thinking and I started gathering information in order to give a proper answer. As to be expected, there is no standard template resulting in an easy answer. Even for more evolved job types like sales or accounting this is a hard question, corporate treasury is too young and small for sound statistics.

To make my analysis workable, I decided to measure the size of the team in a straightforward headcount. When talking about shape, I would like to work with the main functional areas: cash management, risk management, corporate finance and support. Of course this is an oversimplification. I think the following variables are the most relevant.

To start with the obvious: size matters. Size in revenue, number of employees, number of countries active in, number of currencies used, number of payments are all related to size of the treasury team. Not 100%. Senior management requesting detailed and up-to-date information requires a bigger team. We see this especially with organizations in turbulent situations, internally or in dynamic markets. Treasury teams that recently started, do not yet have a focus on efficiency and tend to be bigger. The willingness to invest in modern IT solutions on one hand creates a bigger team: key users and treasury IT managers, on the other hand it replaces staff doing manual work.  Finally improving aspects like segregation of duties and back-up typically create a bigger team.

Moving forward to the shape of the treasury team or perhaps the size of the various functional areas, I observe that the industry and company status have their impact. Typically, companies with a dynamic balance sheet, due to distress or growth (autonomous or take overs) need a bigger corporate finance function. A longer balance sheet in a capital intense industry requires a bigger team. In this area I also see an increase in project and customer finance teams contributing in the structuring of business deals.

Companies with diverse and dynamic payment flows need bigger cash management teams. Especially corporates with an ambition towards strong centralization require extra central staff. They need stronger software support, communicate a lot with subsidiaries and have to understand the business. If achieved, central cash management can be managed by few.

I observe a decrease of number of staff working in FX and interest risk management. Corporates are more risk averse, markets are transparent and ICT enables STP processes. In parallel other types of risk increase the workload: counter party, commodities, insurance, etcetera. Big data and business modeling is having its impact.

This blog does not have the ambition to be comprehensive, the above could be more thorough. Furthermore I could elaborate on aspects like control, IT and especially back office and settlements. Should they even be in your treasury team? I think the topic deserves further attention and could be researched by more than one graduate student.

What are your thoughts? What obvious aspect should be included? I look forward to your reactions,

Pieter de Kiewit

 

Pieter de Kiewit

 

 

Pieter de Kiewit
Owner Treasurer Search

 

 

Cybersecurity & corporate treasury – not your favourite, but beware!

| 17-10-2017 | Pieter de Kiewit |

We all have these topics we know are important but never get the highest priority. Until it is too late. Cybersecurity is one of them. Do you want to be the treasurer named in the newspapers? Finding examples and input on-line is not hard. Only this morning these articles popped up through LinkedIn:

“Hackers steal $60 million from Taiwanese bank using bespoke malware”. This is about SWIFT, technology used by many in the corporate treasury environment. This is not to shame SWIFT, what can happen with them, most likely can with other service providers.

Input from this mentioned article specifically has a focus on corporate treasury. What I think is interesting in their input: it is not only about malware. They also mention “social engineering”.

Now what to do? We all know many service providers step forward to guarantee security. Your time and budget is always a restraint. 100% security is an illusion. We will not decide for you. Perhaps we can help you start by browsing through who is offering solutions:

  • The ACT is organising an event at the end of this month:
    “This highly interactive two-day course will take you through the process of building a secure treasury environment. It covers all the essentials, from the creation of a framework of policy and delegated authority, to the way treasury should be organised to ensure maximum control of its activities. You will learn about front, middle and back office functions, regulatory requirements, controls and security essential to managing treasury and you will debate the key issues of control failure. You will learn how to create a secure environment in which treasury transactions can be managed and carried out with minimum risk of fraud or error. You will, be able to judge the adequacy of any security arrangements and make or recommend necessary changes. You will also learn how to effectively plan and execute a risk- based treasury audit that adds value and helps identify early warning signals of potential problems.”
  • Software suppliers like Reval are stepping in, offering technology connected to consultancy. Their article is an easy read, gathering a first glance.
  • And of course consultants are happy to step in. This article of PwC might give you a first idea. Consultancy fees are quite steep. A known sales strategy of consultants is describing scenarios that make you stay awake at night. Are you willing to take the risk or consider “an amateur”.

We will further inform you about the topic in the future. We wish you low risk and high wisdom.

Pieter de Kiewit

 

 

Pieter de Kiewit
Owner Treasurer Search