Treasury Survival

01: On paper

Everything looks fine. Until it isn't.

The numbers are healthy. Liquidity is in place. Funding is available. Forecasts are holding. From where treasury is standing, there is no obvious reason to be worried.

But treasury is seldom the only thing in a company, and as liquidity positions are built on assumptions, assumptions only become visible when things start to move.

In the first session, we examine what can sit beneath a seemingly comfortable liquidity position, and how small changes in the underlying picture can expose vulnerabilities that weren't visible before.

Through a developing treasury case and the experience of our expert panel, we'll explore how experienced treasury teams challenge the numbers before the numbers start challenging them.

This session explores:

• How much of a reported liquidity position depends on assumptions that have never been properly tested
• The early signals that can reveal a growing mismatch between funding structures and the risks being taken
• How treasury decides whether liquidity is genuinely sufficient — and what that judgement is based on
• Which questions are worth asking while there is still time to act

02: Countdown

Nothing has broken. Yet. But time is starting to disappear.

The position is changing. Cash is tightening. Headroom is shrinking. Options that looked comfortably available a little while ago are becoming harder to access.

There is still a process. There are still decisions to be made. But the luxury of time is beginning to disappear.

In the second masterclass session, we dive deeper into the situation and examine the point where liquidity management stops being about planning for possibilities and starts becoming about making decisions under pressure.

Drawing on the developing case and first-hand treasury experience, our experts explore what happens when the window for action narrows — and what treasury needs to recognise before that window closes.

This session explores:

• When a manageable liquidity position becomes an urgent situation
• Which decisions can no longer wait — and who needs the authority to make them
• How funding, banking and liquidity options change as pressure increases
• Which options may already be gone by the time a crisis becomes visible
• What separates a treasury team that is reacting from one that is still able to shape the outcome

03: Aftermath

What's done is done. What's left?

The immediate pressure has passed. The decisions have been made. The liquidity position has been stabilised.

But a crisis rarely ends when the numbers return to normal.

In the final masterclass, we step back from the immediate response and examine what the experience reveals about the structures, relationships and decisions that sit behind liquidity resilience.

What held up when it mattered? What didn't? Which relationships proved more valuable than expected? And what should treasury change while the lessons are still fresh — rather than waiting for the next crisis to provide the reminder?

Bringing together the experience from the case with the perspectives of our treasury experts and practitioners, this final session turns the crisis into a set of practical lessons for what comes next.

This session explores:

• What held up under pressure — and what didn't
• Which relationships, structures and preparations proved most valuable
• What the crisis revealed about funding, banking relationships, liquidity planning and governance
• Which lessons are easy to recognise afterwards but harder to act on beforehand
• What treasury can change now to be better prepared for the next liquidity shock