EuroFinance

When Summa Simmons talks about succession planning, she doesn’t describe it as a handover. For her, it’s a continuum.

“The person stepping into the role should really have been working toward it, and everybody should know it’s coming,” said Simmons, Associate vice president of treasury at Victoria’s Secret & Co, an American clothing and beauty retailer. “That way, it feels like the obvious next step — not a surprise.”

Her approach to building a pipeline is rooted in giving people challenging opportunities before they reach the top job. A promising analyst might lead a banking discussion normally reserved for a senior, or deliver a presentation to the CFO. The aim is to let people test themselves in a safe environment. “The worst time to find out you’ve never presented to senior leadership is after you’ve already been promoted,” she said.

Curiosity, Simmons insists, is what sets high-potential talent apart. “Technical fundamentals are important. But I’m looking for the people who ask ‘why?’ and want to see the bigger picture.”

More than numbers

That bigger picture is shifting fast. With AI, automation and data analytics now embedded in treasury, Simmons believes fluency in technology is just the starting point. What will matter more is the ability to make sense of it all.

“AI and analytics are going to be table stakes,” she said. “The differentiator will be strategic agility — and the storytelling that turns numbers into strategy. Boards and investors don’t want raw data. They want to understand how it connects to the company’s vision.”

For Simmons, storytelling is not about softening the numbers but about making them matter. “As finance professionals, we can’t hide behind graphs anymore. We have to speak in a way that’s relatable and resonant.”

Also read: Why succession planning is no longer optional for today’s treasury leaders

Opening doors

Yet Simmons points out that treasury is still little known to outsiders. “Most people can tell you what a CFO does. Very few know that treasury exists.”

That invisibility, she argues, is why mentorship is so important. She spends time with students and early-career colleagues, demystifying the field. “Mentorship shortens the learning curve. It gives people the courage to take on projects outside their comfort zone, or to bounce back after a tough presentation. I’ve seen it turn capable practitioners into confident leaders.”

She recalls how many of her peers entered the treasury almost by accident — former chemistry or biology majors who stumbled into the function out of curiosity. “If we advertised it better, more people would actively choose it.”

Advice to the ambitious

For younger professionals who aspire to treasury leadership, Simmons urges breadth over speed. “Don’t rush the title. Build a portfolio of experiences. Understand accounting, cash, capital markets, risk, investor engagement. Even if it means moving sideways. Your experiences will always outlast your job description.”

And the best training is neither purely technical nor purely about people. “Give someone a project in AI forecasting, but also make them present to senior leadership. That way, you’re building both technical and communication muscles at once.”

She concludes with a final reflection that captures her vision for the future of the profession. “Treasury is no longer just about protecting value. It’s about creating it. And the leaders who thrive will be the ones who balance technical mastery with strategic presence.”

Also read: AI handles the numbers but treasury handle the why

This topic will also be explored in a dedicated session at EuroFinance International Treasury Management in Budapest, where experts will discuss next-generation treasury talent and succession planning.

We’d like to hear your perspective too. Share your thoughts with us at [email protected] — your views could be featured in our follow-up article on how treasurers should think about succession.