Practice
Treasury
Treasury operating models, policies, internal audit and the data plumbing behind cash, funding and FX — rebuilt with the same engineering rigour as the front office and the reporting team rely on.
Who this is for
Group Treasurers, heads of corporate treasury, ALCO members, finance directors with treasury responsibility, and treasury functions inside insurers, banks and large corporates.
Where we help
Treasury sits between the front office, finance and risk — and inherits the operational fragility of all three. Cash positions are stitched together from bank-statement extracts. Funding plans are managed in a workbook a single person owns. Hedge effectiveness is reproved each cycle by hand. Treasury policy documents are out of date the day they are signed. The result is a function that decides on tens or hundreds of millions of rand of risk with the operational maturity of a small finance team.
What we do
- Treasury operating model design. Future-state operating models — the workflow, controls and team structure that go with the function the firm actually wants to run.
- Treasury policies and risk frameworks. Governance documentation — investment policy, hedging policy, counterparty policy, FX policy — that survives regulator and audit review.
- Treasury internal audit. Independent review of treasury controls and operations against best practice, with a written report. Audit-adjacent, not audit-conflicted.
- Cash, liquidity and funding pipelines. Daily cash position, short-term funding view, intraday liquidity reporting and LCR / NSFR data flows — built as governed pipelines, not spreadsheet relay races.
- FX, hedging and counterparty exposure. Exposure measurement, hedge accounting prep, hedge effectiveness testing and counterparty limit monitoring on auditable infrastructure.
- IRRBB and balance-sheet risk. Interest-rate-risk-in-the-banking-book pipelines, behavioural calibration of non-maturity deposits, and the link to the wider ALM and capital views.
- Treasury technology selection and integration. Independent advice on TMS selection, integration with core banking / ERP / ALM, and the data layer that makes any TMS actually useful.
Outcomes
- A treasury function that closes its books on time, every time, without late-night heroics.
- Treasury numbers that reconcile to finance and risk without manual stitching.
- Policies that are written down, current and followed — visible to the audit committee.
- A defensible audit trail from bank statement and trade ticket to disclosed cash and funding position.
Engagement model
We typically start with a focused diagnostic — an operating-model review, an internal audit of one process, or a single pipeline rebuild (cash forecasting, IRRBB, hedge effectiveness) — and expand from there. Independent of TMS vendors, hyperscalers and the firm signing the audit on the statements we touch.