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
• 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

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

Current practice: the daily cycle is a single dependency chain, largely manual, run off two spreadsheets and twelve bank portals. Any delay early in the chain pushes execution later in the day.

• 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

Current practice: reporting is produced ad hoc and rebuilt each time. There is no standing daily pack.

• 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

Current practice: two approval levels operate daily and consume the better part of an approver's day.

• 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

Current practice: an implementation partner will do the build. This post owns the requirements and the acceptance, not the coding, and the Senior Financial Manager carries the change through.

• 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

Current practice: no treasury policy exists and the governance agenda sits with the Senior Financial Manager after the role merge. On the items below this post is consulted and supports; it does not prepare them and is not accountable for them.

• 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 We're Looking For

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.

What Great Looks Like in This Role

You'll know you're succeeding when...

• The daily report lands before it is asked for, and the Group CFO stops asking where the cash is.
• The payment run completes on time without escalation, and cover exists when the Team Leader is out.
• The forecast gets more accurate quarter on quarter, and the contributors know why.
• Two or three operational improvements are proposed, costed and implemented with the Senior Financial Manager each year, and the manual routine gets measurably shorter.
• Every critical daily task has named cover, and no step depends on one person.
• No payment leaves the group outside a documented mandate and limit.

This role may not be right for you if...

• You are looking to own treasury policy. The Senior Financial Manager prepares policy, delegated authority and continuity for the Group CFO.
• You are looking for a strategy seat. Operating model design, regional hub design, outsourcing decisions and capital structure sit above this role.
• You are looking for a supervisory-only post. The daily reporting and forecast are produced personally.
• You are looking for a coding or build role. The implementation partner does the build; this role owns the requirements and acceptance.
• You are not comfortable stepping into the payment approval queue as backup when the Team Leader is unavailable or at capacity.
• You want to both deal and authorise FX. The Team Leader deals; the Treasury Manager authorises.

The Korridor Standard

We need individuals who commit to, and are role models for, Korridor's values. Not on good days. Every day.

• We say it, mean it, do it: We deliver on our promises with integrity. We do the right thing in everything we do.
• We find a way: We set a high personal and collective bar. The job is not done until it's done.
• We change the game: We think of the future now to continue to lead. We question and improve, while hunting for new opportunities, to deliver innovation that matters.
• We help each other thrive: We work collaboratively and invest in each other's growth. Thus, succeeding as a team and commercial partner to meet our business ambitions.

At Korridor, we grow our people and give them the opportunity to become the best version of themselves, and to grow with the organisation, if they want it and work hard for it.

What You Can Expect from Korridor

• Exposure to an eleven-country treasury footprint, twelve banking channels and a Mauritius hub.
• Daily reporting into the Senior Financial Manager and Group CFO, with responsibility for showing the cash position, movements, shortages and decisions required.
• Hands-on responsibility across the daily treasury operation, payments, FX, liquidity, forecasting, banking and team guidance.
• Ownership of treasury requirements and business acceptance for automation, straight-through processing, bank connectivity and shared treasury data definitions, working with the Senior Financial Manager and implementation partner.

How to Apply

Click the Apply button to upload your CV and a brief covering note explaining why this role is the right next step for you. Applications without a covering note will not be considered — we want to understand your motivation, not just your history.

Korridor is an equal opportunity employer. We are building a diverse, inclusive team that reflects the communities we operate in across Sub-Saharan Africa.