One problem, seen from four different chairs.
A liquidity problem looks one way to the bank underwriting it, another to the advisor modeling it, and another again to the treasurer who has to fund payroll on Friday. Over twenty-five years I have sat in all of those seats. Harbor Ridge brings them to one table.
VP & Treasurer
2026 — PRESENTTreasurer
2015 — 2026Assistant Treasurer
2013 — 2015Assistant Vice President
2006 — 2013Manager
2004 — 2006Senior Treasury Analyst
1998 — 2004Five rules I don't bend.
Every number carries its source
Where it came from, as of when, and who owns it. A figure without those three things is an opinion wearing a decimal point.
Fact, assumption and recommendation stay separate
You should never have to guess which one you are reading, least of all in a board pack.
Forecast accuracy is measured, not claimed
Every vintage is kept and every variance attributed, so the forecast earns trust from evidence instead of asking for it.
Every recommendation has an owner and a date
Otherwise it is a slide, not a plan. The action list is the deliverable; the analysis is how we got there.
If treasury isn't your constraint, I say so
Sometimes the problem is pricing, or demand, or a customer who stopped paying. Selling you a treasury project anyway helps neither of us.