Director, Treasury and Trade Liquidity — Logistics Platforms

The mandate

An international logistics platform settles carrier obligations, customs-related advances and customer receipts on different clocks. Its operating subsidiaries can appear cash-generative while requiring simultaneous support from the same banking lines. The director will create an enterprise liquidity discipline that makes restricted cash, currency conversion timing and facility headroom visible before regional teams commit to additional trade activity.

The initial two-year agenda is to replace independent branch funding requests with an integrated weekly cash process and a durable counterparty framework. Permanent employment continues beyond that agenda. Treasury has nine professionals, while country finance teams remain responsible for local booking and compliance. Mumbai attendance is central to banking negotiations; travel to regional operating centres is planned around facility reviews and major funding decisions.

Delegation covers approved short-term drawdowns, settlement prioritisation within agreed legal obligations and hedges against documented exposures under the treasury policy. New lenders, guarantees for non-core activities, unhedged speculative positions and structural subsidiary funding changes require board or CFO authority. The director will present choices with their covenant, collateral and cash consequences rather than allowing the cheapest nominal interest rate to dominate the decision.

A credible result is a liquidity book that reconciles bank positions to operational commitments and distinguishes forecast uncertainty from avoidable information delay. The role does not own customs advice, customer credit sales approval or commercial transport procurement. It must nevertheless challenge those functions when their decisions consume unrecognised funding capacity, and establish an escalation route that works during a settlement disruption rather than only at quarter end.

What you will own

• Construct a rolling liquidity ladder covering customer receipt uncertainty, carrier settlement dates, customs advances and restricted balances, identifying the operational assumptions that materially change the group's peak funding requirement.
• Determine facility draw and repayment sequences against actual covenant headroom, security availability and lender concentration, documenting why each action preserves access rather than merely minimising the current borrowing balance.
• Establish currency exposure evidence that distinguishes transactional commitments from forecast possibilities, setting hedge recommendations that remain traceable to approved obligations and do not create unsupported positions.
• Negotiate banking service and credit arrangements with the CFO, comparing collateral calls, settlement reliability and cancellation rights alongside pricing before recommending a lender allocation or facility amendment.
• Test a practical liquidity disruption playbook with country finance leaders, proving who may prioritise payments, which obligations cannot be deferred and how banking communication reaches the authorised executive.
• Build treasury talent capable of reconciling exposure registers, investigating unexplained cash movements and presenting funding alternatives, with access controls and independent confirmation routes that reduce reliance on one experienced individual.

Candidate qualifications

• Demonstrate an 18–22-year finance career with hands-on treasury, working-capital or corporate funding responsibility in logistics, international trade or comparable multi-entity operations. Give evidence of a funding decision you owned when customer inflows and supplier obligations diverged; headline borrowing volumes without your personal decision contribution will not establish fit.
• Understand the mechanics of facility utilisation, guarantees, collateral, cash restrictions and foreign-currency settlement. You should be able to reconcile a cash forecast to bank evidence and explain the treatment of intercompany transfers, timing differences and uncertain customer promises. Formal financial training is important; the ability to distinguish treasury policy from legal advice is equally necessary.
• Have negotiated with banks and influenced operating managers whose local objectives competed with group liquidity. Show how you challenged an apparently favourable facility with restrictive terms, or prevented a cash improvement in one entity from increasing risk elsewhere. The selection discussion will examine downside alternatives rather than only the successful financing announcement.
• Bring controlled execution habits: segregation of dealing and confirmation, reliable access reviews, documented approval limits and a willingness to escalate incomplete exposure data. Experience developing a small treasury team must include succession coverage and performance standards. Comfort presenting funding uncertainty candidly to the CFO is essential when an answer is not yet supported by reconciled evidence.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 12 October 2026. Mandate reference CVU-PER-2026-IND-093.