Treasury and Cash Management

Treasury failures are rarely sophisticated. A business runs out of cash while reporting a profit, because the forecast was built from the budget rather than from receipts and the commitments were never visible. Add accounts across several banks and currencies, facilities with covenants nobody is tracking, and exposure hedged by habit rather than by policy, and the position becomes unknowable at exactly the point it matters. This week starts with visibility, moves to the short term forecast, then to funding, risk, and the policy that records what the business has decided to tolerate.

It runs 4 times over the published calendar, in 2 cities and live online. Every date is the same programme with the same content and the same certificate.

• Establish a daily cash position across accounts, banks and currencies.
• Build a rolling short term forecast from receipts and commitments, not from the budget.
• Manage a facility against its covenants, and see a breach before it happens.
• Decide what currency and interest exposure to hedge, and record why.
• Write a treasury policy stating limits and who may approve an exception.

Treasury and cash managers, financial controllers and finance managers responsible for liquidity, and accountants moving into a treasury role.

Short input, then work. Across 5 days of roughly 6 teaching hours each, the balance sits deliberately with the second: a programme where the trainer talks for six hours produces notes rather than capability.

• Your own material

  Exercises run on situations delegates bring, not on a case study written for a different organisation in a different decade.

• A capped cohort

  Small enough that everybody is asked something. Executive programmes are capped tighter still.

• Practice under scrutiny

  The difficult conversation, the challenged assumption, the decision defended out loud. Judgement is not built by watching.

• Something to take back

  Each day ends with a thing you can use on Monday rather than a slide deck you will not reopen.

• A cash visibility plan covering every account the organisation holds.
• A rolling thirteen week forecast for the delegate's own business.
• A treasury policy draft with limits, authorities and exception handling.

A GATI certificate recording what you attended, issued after the programme has run and attendance has been taken. Attending at least 80 per cent of the days earns a certificate of completion; attending less earns a certificate of attendance stating exactly what was attended.

Every certificate carries a code that anybody can check against GATI's own record, which is what makes it worth holding. It records participation. This site will not imply one it does not have.