Treasury Manager

About Korridor

Korridor is a fast-growing, multi-territory FinTech company operating across 13 jurisdictions in Sub-Saharan Africa. We are building a people-first organisation where culture is lived, not just stated, and where HR is a genuine business partner, not a back-office function.

The over 400 people in this business are what make everything else possible. As we scale, we are investing in a world-class team.

Role Overview

Location

Mauritius

Reports To

Senior Financial Manager (reporting line to be finalised)

Team

Group Treasury, Mauritius

Direct Reports

Treasury Team Leader; three Payment Controllers through the Team Leader

Territory Scope

Eleven countries / twelve banking channels

Role Shape

Operational management, daily reporting, team guidance and operational improvement; not a strategy or policy post

Mandate

Second approver on payment release above the Team Leader; expected to act as backup approver when cover is needed

Employment Type

To be confirmed

The Treasury Manager runs Korridor's treasury engine room day to day and reports on it. Following the decision to merge the Treasury Manager and Treasury Analyst into one post, the role owns the daily operation, daily reporting to the Senior Financial Manager and Group CFO, and guidance of the treasury team. It is deliberately pitched as an operational manager rather than a strategic treasurer: the person in this seat is expected to stay close enough to the work to step into the payment approval queue as backup when cover is needed, identify where the daily routine is slow, manual or fragile, and propose practical improvements. Improvements are implemented with the Senior Financial Manager, who carries the treasury governance agenda. Eleven countries, twelve banking channels and a Mauritius hub.

What You'll Do

• 1. Run the daily treasury operation

• – Own the

• daily cycle end to end: the daily sheet, planning sheet, payment run and

• bank-deposit windows, and make sure it lands on time every day.

• – Approve

• the daily funding decision, daily payment plan, cash concentration and

• sweeping, and the daily Investec approval and unencumbered-funds notification.

• – Review

• the outputs that gate the run: plan finalisation, provisions and adjustments,

• and the trade sheet.

• – Hold the

• operational relationship with the banks across twelve channels: queries, fees,

• account administration, mandates and signatories.

• – Keep

• operating procedures current and detailed enough that interim cover can perform

• the task.

• 2. Report daily, upward and

• outward

• – Produce

• the daily report to the Senior Financial Manager and Group CFO: cash position

• by country and currency, what moved, what is short and what needs a decision.

• – Produce

• the daily and weekly cash forecast, the 13-week rolling view, and country- and

• currency-specific views where exchange control means cash is not freely

• fungible.

• – Run the

• forecast-versus-actual variance loop back to contributors so forecast accuracy

• improves rather than the forecast simply being produced.

• – Produce

• the treasury KPI and performance pack and actuals cash-flow reporting for the

• Group CFO and board.

• – Report

• FX exposure and execution quality, including rate achieved against benchmark by

• bank and by trade.

• 3. Back up the payment approvals

• – Act as

• second approver on payment approval and release, above the Team Leader, across

• TRX and the banking channels.

• – Step

• into the approval queue as backup when the Team Leader is on leave, ill or at

• capacity; this is an expectation of the role, not an exception.

• – Approve

• FX execution against the funding requirement. The Team Leader deals; the

• Treasury Manager authorises, keeping dealing and authorisation separate.

• – Approve

• static data and system-access administration, kept separate from transacting.

• 4. Guide the team

• – Line-manage the Treasury Team Leader and, through them, three Payment Controllers:

• coaching, performance and one consistent way of working across the desk.

• – Allocate

• and follow up the daily work and make sure exceptions are visible rather than

• absorbed quietly.

• – Build

• the bench: named cover for every critical daily task so no step depends on one

• person.

• – Be the

• escalation point the controllers actually use.

• 5. Find the improvements and land them with the Senior Financial

• Manager

• – Spot

• where the daily routine is manual, slow or fragile and put forward a costed

• suggestion rather than a complaint.

• – Work

• with the Senior Financial Manager to implement automation of repetitive daily

• work, straight-through processing for routine items, and bank connectivity

• through host-to-host feeds and APIs.

• – Own the

• treasury data requirements and shared definitions with FP&A and Central

• Finance, and sign off the testing when a change goes live.

• – Reduce

• banking complexity through bank-fee analysis and account rationalisation.

• 6. Consult and support the Senior Financial Manager

• – Consult

• and support on treasury policy drafting and board approval; the delegated

• authority framework and business continuity plan; and segregation of duties

• design.

• – Consult

• and support on treasury operating model and regional hub design; the

• retain-versus-outsource decision; and treasury system selection.

• – Consult

• and support on working capital and cash conversion cycle optimisation; hedging

• strategy; and counterparty credit limits with the treasury committee.

• – Bring

• the operational reality to those discussions. The Senior Financial Manager

• prepares and the Group CFO approves; this post is the person in the room who

• knows what actually happens in the daily treasury operation.

• – Run

• limit monitoring and breach escalation and report exposures independently.

• – Support

• internal and external audit for treasury and the six-monthly payment-fraud and

• bank-channel security review into the Risk Management Committee.

• – Support

• the exchange-control cycle and Authorised Dealer channel, and flag trapped cash

• and repatriation issues as they arise.

• ​

• What this role is not

• – It is

• not the treasury policy owner; policy, delegated authority and continuity are

• prepared by the Senior Financial Manager for the Group CFO.

• – It is

• not a strategy seat; operating-model design, regional-hub design, outsourcing

• decisions and capital structure sit above this role.

• – It is

• not a supervisory-only post; the daily reporting and forecast are produced

• personally.

• What Great Looks

• Like in This Role

• You'll know you're succeeding

• when…

• This role may not be right

• for you if…

• ✓ The daily report lands before it is asked

• for, and the Group CFO stops asking where the cash is.

• ✗ You are looking to own treasury policy. The

• Senior Financial Manager prepares policy, delegated authority and continuity

• for the Group CFO.

• ✓ The payment run completes on time without

• escalation, and cover exists when the Team Leader is out.

• ✗ You are looking for a strategy seat.

• Operating model design, regional hub design, outsourcing decisions and

• capital structure sit above this role.

• ✓ The forecast gets more accurate quarter on

• quarter, and the contributors know why.

• ✗ You are looking for a supervisory-only

• post. The daily reporting and forecast are produced personally.

• ✓ Two or three operational improvements are

• proposed, costed and implemented with the Senior Financial Manager each year,

• and the manual routine gets measurably shorter.

• ✗ You are looking for a coding or build role.

• The implementation partner does the build; this role owns the requirements

• and acceptance.

• ✓ Every critical daily task has named cover,

• and no step depends on one person.

• ✗ You are not comfortable stepping into the

• payment approval queue as backup when the Team Leader is unavailable or at

• capacity.

• ✓ No payment leaves the group outside a

• documented mandate and limit.

• ✗ You want to both deal and authorise FX. The

• Team Leader deals; the Treasury Manager authorises.

Requirements

• Essential

• – Degree

• in Finance, Accounting, Economics or a related discipline.

• – Treasury-specific

• qualification held or in progress. The ACT Diploma in Treasury Management

• (AMCT) is the benchmark, and the ACT Certificate in Treasury or the CTP are a

• strong start. Held or in progress both count.

• – Around 5

• to 7 years in treasury, banking or payments operations, with at least 2 years

• in a multi-currency or emerging-market environment. This is deliberately

• pitched below the ten-year profile these roles often carry because the job is

• operational management rather than strategy.

• – Operator

• first: comfortable in the detail of a daily payment cycle and willing to sit in

• the approval queue as backup when needed.

• – Strong

• reporting capability: able to build a daily pack that a CFO can read without

• needing follow-up questions.

• – Appetite

• for operational improvement and persistence to see changes through when

• implementation is performed by others.

• – Experience

• dealing with banks in difficult environments, including exchange control,

• currency rationing and cash repatriation constraints.

• – Able to

• hold an approval mandate, escalate exceptions and say no when requirements are

• not met, including to more senior stakeholders.

• Advantageous

• – CA,

• ACCA, CFA or CIMA is welcome, but does not replace treasury-specific knowledge.