Skills & Abilities
Skills Used by Treasury to Support the Organization
Treasury departments at organizations are responsible for managing the organization’s liquidity and financial risk so that the business has the cash and financing it needs to operate and grow. Core responsibilities include liquidity planning, cash management and forecasting, bank relationship management, debt and capital funding, investment management, financial risk management, payments and fraud management and strategic support. Treasury functions support organizations by ensuring they have the cash needed to operate effectively while planning for investments and future growth.
Treasury teams rely on a range of skills to support their organizations. A vast majority of respondents (86%) indicates that bank relationship management is applied to a significant or moderate extent, including 53% who say it is applied to a significant extent.
Other skills that are applied by treasury to a significant or moderate extent to support organizations are:
Banking relationship management
Communication skills (cited by 78% of respondents)
Cash forecasting
Analytical skills
Critical thinking/strategic thinking
Collaboration skills
Although bank relationship management, cash forecasting and analytical skills are often considered technical skills, treasury also relies heavily on communication, collaboration and critical or strategic thinking – broader “soft” skills that are widely used across roles and functions.
Bank relationship management remains critical for treasury, even as bank rationalization has declined as a priority since 2024. This shift suggests organizations are moving beyond reducing the number of bank partners and toward allocating business more strategically across their banking group. Rather than relying on one provider for all cash management needs, treasury teams may use different banks for specific capabilities such as collections, payables, fraud controls and working capital support. This approach helps treasury create more value for internal stakeholders while maintaining strong relationships across its bank portfolio. For senior leaders, the skill is strategic; for other treasury professionals, it is more often applied tactically in day-to-day execution.