Services — KP Treasury

When You Need KP Treasury

The moments that make treasury a priority

Businesses rarely seek treasury advice in the abstract. They come to KP Treasury because something has happened, or is about to, that makes treasury urgent. Every engagement is built around delivering measurable financial impact, not just advice.

Timeline illustration showing five trigger moments

Transactions & Corporate Events

M&A: Acquisitions and Carve-outs

Understanding treasury risks pre-completion, planning Day 1 standalone operations, and integrating post-deal. Or building a treasury function from scratch for a carved-out division.

Preparing for Exit or IPO

Getting treasury diligence-ready: documented policies, proper controls, clean cash data, and managed risk positions that support valuation rather than raising red flags.

Refinancing and Capital Raising

Approaching a debt maturity or raising new facilities. Treasury needs clean data, clear risk positions, credible forecasts, and a compelling story for lenders.

Business Change & Growth

Post-Investment Transformation

New PE capital or a new investor brings expectations of rapid improvement in financial controls, cash visibility, and risk management. The 100-day plan needs treasury on the agenda.

Rapid Growth or Internationalisation

New currencies, new countries, new entities. The cash management approach that worked when the business was smaller no longer scales.

Finance Transformation

The CFO is modernising the finance function: new ERP, new reporting, new operating model. Treasury needs to be part of that picture.

External Pressures

Market Volatility

Interest rates, currencies, or commodity prices have moved. The current risk management framework isn't adequate. And the Board is asking questions.

Regulatory and Compliance Drivers

New reporting requirements or control standards mean treasury governance needs tightening: SOX compliance, EMIR reporting, lender covenant requirements.

Leadership Change

A new CFO, a departing Group Treasurer, or a Board identifying treasury as a priority for the first time. These moments create both the need and the opportunity to reset.

Services

Four domains of treasury expertise

Each can be engaged as part of a full transformation or as a standalone, targeted project.

Cash & Liquidity

Visibility, centralisation, forecasting, and bank rationalisation.

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Financial Risk Management

FX, interest rate, and commodity risk across the full supply chain.

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Debt & Funding

Covenant monitoring, bank relationships, subsidiary funding structures.

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Treasury Operations & Technology

Operating model, governance, controls, and systems.

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Working With KP Treasury

Flexible engagement, consistent approach

Every business is different. I adapt to what you need rather than imposing a fixed model. In practice, many engagements start as one form and evolve as the real priorities emerge.

Full Transformation

I design and build your treasury function end to end: operating model, governance, technology, banking, team structure. Typically triggered by a transaction, carve-out, or step change in complexity. This could be 3 months full-on to deliver your core and prioritised treasury processes, or a 12 to 18 month journey with agreed mid-period milestones.

Targeted Intervention

A specific area needs fixing: cash forecasting, FX management, covenant monitoring, or a TMS selection. I solve the problem and leave you with something that works. Timelines vary from weeks to months; for example, a few weeks to design an FX hedging policy, or 3 to 6 months to migrate bank accounts and set up a cash pool.

Ongoing Support

Senior treasury expertise on a flexible basis: fractional treasurer support, periodic reviews, or retained advisory. The right level of support without the cost of a full-time hire.

Three-stage process illustration — discovery, design, and delivery

Regardless of scope, I sit alongside your team, not in a separate workstream, and I focus on building your capability so the results last beyond my engagement.

Cash and Liquidity — central basin illustration

Service Domain

Cash & Liquidity

Every CFO wants clear visibility over cash and the ability to centralise surplus balances. The real challenge is shaping a cost-effective, agile solution that combines automation with the right accountability. One that grows with the business.

Architect

I assess your end-to-end cash landscape: where cash sits, how it moves, what's trapped, why forecasts miss. I design the target model: account structures, pooling, intercompany flows, reporting, and forecasting accountability.

Build

I implement centralised cash management, set up pooling and in-house banking, deploy forecasting tools, rationalise bank accounts, and build the reporting that gives the CFO and Board the visibility they need.

The result

Full visibility over group cash positions: daily, weekly, monthly
30–50% reduction in idle cash balances, with corresponding savings on borrowing costs
Cash forecast accuracy improved from 25–40% error to below 10%
20–40% savings on bank fees through rationalisation and competitive tendering

Case Example

For a business transitioning from listed to PE ownership with cash scattered internationally, I released 80% of previously idle and trapped cash within three months. That freed tens of millions of pounds to reduce debt and reinvest in the business.

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Service Domain

Financial Risk Management

FX surprises erode margins and decrease valuation multiples. Unhedged interest rate exposure threatens covenant headroom. Optimal risk management requires alignment across treasury, finance, procurement, and sales. And pragmatic solutions that actually work.

Architect

I quantify actual risk exposures across the business, including through the end-to-end supply chain (not just the obvious ones sitting in treasury). I design frameworks and hedging strategies that are proportionate, practical, and aligned with your risk appetite.

Build

I implement hedging programmes, establish dealing processes and controls, set up risk monitoring, negotiate ISDAs and bank dealing lines, and embed the policies that make risk management sustainable.

The result

FX exposures managed across the full supply chain, protecting commercial margins
Predictable earnings and cash flows through structured hedging
Up to 5% enterprise value improvement from effective risk management
Reduced execution costs through competitive pricing discipline

Case Example

For a FTSE 100 international business, I optimised an existing hedging programme so FX management became a company-wide responsibility. New metrics improved exposure forecasting. The impact of FX on sales pricing and procurement was better understood and managed.

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Financial Risk Management — shield illustration

Debt and Funding — capital stack illustration

Service Domain

Debt & Funding Management

For leveraged businesses, managing the debt portfolio is demanding and often underestimated. Multiple facilities with different covenants, bank relationships that need active management, and subsidiary funding structures that affect tax efficiency and cash mobility.

Architect

I map your full debt landscape: covenants, restrictions, maturities, reporting obligations. I review bank relationships and assess intercompany funding structures for financial efficiency, tax effectiveness, and operational flexibility.

Build

I implement covenant monitoring frameworks connected to operational data, establish structured bank relationship management, and restructure intercompany arrangements for tax efficiency and regulatory compliance.

The result

Proactive covenant compliance with early warning mechanisms
Bank relationships actively managed and optimised
Subsidiary funding optimised for tax efficiency and cash mobility
Reduced trapped cash and improved dividend repatriation capacity

Case Example

For a highly leveraged PE-backed business with multiple facility agreements, I designed an integrated covenant monitoring framework connecting divisional reporting into a centralised dashboard. The CFO got early sight of headroom pressures and could talk to lenders before problems landed.

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Service Domain

Treasury Operations & Technology

Treasury operations rarely get attention until something goes wrong. For businesses that have grown through acquisition, the picture is often multiple banking platforms, inconsistent processes, and a team spending its time on manual tasks rather than adding value.

Architect

I assess your treasury operating model end to end and prioritise. Not everything needs fixing at once, and not every problem needs a technology solution. I design a phased roadmap that sequences quick wins ahead of longer-term investments.

Build

I select and deploy treasury management systems, payment platforms, and bank connectivity where genuinely needed. I put governance, controls, and team structures in place. And I build capability within your team so the function is sustainable after I leave.

The result

A treasury function right-sized for your business and able to scale
Operational risk reduced through proper governance and controls
Technology deployed where it adds genuine value, not expensive systems left underused
A clear roadmap to justify ongoing investment to the Board

Case Example

For a PE carve-out with no standalone treasury, I designed and implemented a complete operating model in 12 weeks: bank accounts, payments, cash reporting, hedging, team structure. All operational on Day 1 of separation.

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Treasury Operations — path from fragmentation to structure

Let's talk about your treasury

Every engagement starts with understanding your situation. No obligation, no pitch. Just a conversation about what you're dealing with and whether I can help.

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