Walk me through how you forecast cash flow across a complex organisation with multiple entities or currencies.

This tests your technical process and your ability to handle complexity. Use a step-by-step walk-through: start with data sources, then consolidation, then scenario planning, and finish with how you communicate results.

Tell me about a time you negotiated a banking facility or credit line that benefited your organisation.

This probes your negotiation skills and understanding of debt covenants. Use STAR: describe the situation, the task, the actions you took, and the result.

You notice a subsidiary is consistently missing its cash flow targets. What do you do?

This assesses your judgement under pressure and your ability to investigate and resolve issues. Use a problem-solving structure: assess the situation, gather information, identify root causes, take action, and follow up.

How do you decide where to place surplus cash?

This tests your understanding of investment policy, liquidity and risk. Use a process structure: outline your policy, then criteria, then examples.

Describe a situation where you had to explain a complex treasury concept to a non-financial board member.

This assesses your communication and stakeholder management skills. Use STAR: situation, task, action, result.

What is your approach to hedging foreign exchange risk?

This tests your technical knowledge and your ability to apply a policy. Use a process structure: identify exposure, choose instruments, set policy, monitor.

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Treasurer interview questions

The questions people actually get asked for this role, and what each one is really testing.

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What to expect

Treasurer interviews focus on your technical grasp of liquidity, debt and risk, alongside your ability to communicate with boards and banks. Expect a mix of technical, behavioural and scenario questions.

Technical: Questions on cash flow forecasting, hedging, investment decisions and covenant compliance.
Behavioural: Questions asking for examples of negotiating with banks, managing risk or explaining complex ideas to non-financial stakeholders.
Scenario: Hypothetical situations where you must prioritise funding needs or respond to a sudden cash shortfall.
Process: Questions about how you structure your forecasting, reporting or decision-making processes.
Stakeholder: Questions on managing relationships with lenders, the board and internal finance teams.

Typically a two-stage process: an initial conversation with a recruiter or hiring manager covering background and fit, followed by a technical and behavioural interview with the CFO or finance leadership. Some organisations include a short case study or scenario exercise on cash flow or risk. Final rounds may involve a panel with board or audit committee members.

1
Walk me through how you forecast cash flow across a complex organisation with multiple entities or currencies.
Why they ask: This tests your technical process and your ability to handle complexity.
How to structure your answer: Use a step-by-step walk-through: start with data sources, then consolidation, then scenario planning, and finish with how you communicate results.
Example answer
“I start by gathering data from each entity's accounts receivable, accounts payable and payroll systems. I build a rolling 13-week forecast in Excel or our TMS, consolidating by currency using spot rates and forward rates for known exposures. I run base, best and worst-case scenarios to see the range of possible outcomes. Then I meet with department heads to validate assumptions and flag any large one-off items. The final forecast goes to the CFO with a clear summary of any funding gaps and my recommended actions, such as drawing on a facility or moving funds from a term deposit.”
2
Tell me about a time you negotiated a banking facility or credit line that benefited your organisation.
Why they ask: This probes your negotiation skills and understanding of debt covenants.
How to structure your answer: Use STAR: describe the situation, the task, the actions you took, and the result.
Example answer
“In my previous role, our existing loan facility was up for renewal and the bank wanted to tighten covenants. I prepared a detailed cash flow projection and sensitivity analysis to show our resilience. I met with three banks to compare offers, and used the competing terms to negotiate a facility with more flexible covenants and a lower margin. The result was a facility that gave us headroom for a planned acquisition without breaching any covenants.”
3
You notice a subsidiary is consistently missing its cash flow targets. What do you do?
Why they ask: This assesses your judgement under pressure and your ability to investigate and resolve issues.
How to structure your answer: Use a problem-solving structure: assess the situation, gather information, identify root causes, take action, and follow up.
Example answer
“First, I would pull the subsidiary's detailed cash flow data and compare it to their forecast, looking for patterns such as delayed customer payments or unexpected costs. I would then speak with the subsidiary's finance lead to understand what is driving the variance. If it is a collection issue, I might help them implement stricter credit control. If it is a forecasting issue, I would work with them to improve their process. I would report the findings and actions to the group CFO and monitor the subsidiary's performance weekly until it is back on track.”
4
How do you decide where to place surplus cash?
Why they ask: This tests your understanding of investment policy, liquidity and risk.
How to structure your answer: Use a process structure: outline your policy, then criteria, then examples.
Example answer
“I start with the organisation's investment policy, which sets the limits for counterparty risk and liquidity. I then look at the cash flow forecast to see when funds will be needed. For short-term needs, I use at-call accounts or 30-day term deposits. For longer-term surplus, I might ladder term deposits or use money market funds, always staying within the approved credit ratings. The goal is to preserve capital and maintain liquidity, while earning a reasonable return without taking unnecessary risk.”
5
Describe a situation where you had to explain a complex treasury concept to a non-financial board member.
Why they ask: This assesses your communication and stakeholder management skills.
How to structure your answer: Use STAR: situation, task, action, result.
Example answer
“Our board was considering a proposal to hedge our foreign exchange exposure, but some members were unfamiliar with hedging. I prepared a simple one-page explainer that used a graph to show how a hedge would smooth earnings, and avoided jargon. I walked them through a worked example based on our actual overseas sales. After the discussion, the board approved the hedging policy. The result was a better understanding of risk and a more informed decision.”
6
What is your approach to hedging foreign exchange risk?
Why they ask: This tests your technical knowledge and your ability to apply a policy.
How to structure your answer: Use a process structure: identify exposure, choose instruments, set policy, monitor.
Example answer
“I start by identifying all material foreign currency exposures, such as overseas receivables, payables and debt. I then work with the CFO to set a hedging policy that specifies the percentage of exposure to hedge and the instruments allowed, such as forward contracts or options. I execute hedges through our banking partners and monitor their effectiveness. I report on hedge performance monthly to the CFO and quarterly to the board, and I review the policy annually to ensure it still fits the business.”