By Sara Purdy, interim chief executive and trustee
Much has been written about the relationship between a charity’s CEO and chair, and rightly so – events like ACEVO’s Dynamic Duo highlight how important this pairing is in a charity’s success. Far less discussed, however, is the CEO’s relationship with the treasurer. Based on my experience as CEO of the British Institute of Radiology, with the right skills and experience, a treasurer becomes more than a guardian of accounts; they can be one of the CEO’s key sounding boards and most valuable strategic allies.
Essential skills
Many charities are facing financial challenges, and in today’s uncertain economic climate, recruiting the right Treasurer becomes ever more important. In the science, technology and medical (STM) society field, lots of smaller charities recruit from within their membership – and have treasurers dedicated both to the field and the role. However, being able to recruit a senior chartered accountant, with commercial acumen, and entrepreneurial thinking, can be a step change in helping a charity navigate risk with a fresh pair of eyes and useful objectivity. By recruiting from beyond the society’s membership and through an open interview process rather than election, organisations can benefit from a wider talent pool and greater inclusivity. Is it time to change your governing documents to enable that?
Understanding the treasurer’s real influence
In my experience, the treasurer’s influence extends well beyond routine financial oversight. While the role traditionally focuses on audit, risk management, governance, and reporting, the most effective treasurers also act as strategic partners. They can assess and support proposals in need of board of trustee approval, from new projects and commercial partnerships, to resourcing and outsourcing. When the Treasurer has been meaningfully involved as a stakeholder from the start, their confidence in a proposal can significantly accelerate Board approvals and smooth the decision-making journey, saving time all round.
An ally on pay, reward and resourcing
Another area where treasurers can add significant value is remuneration. ACEVO’s 2025 Pay and Equalities Survey indicates that many charities lack clear pay frameworks, with only 37% of CEOs having a formal salary review on a regular basis – with the uncomfortable expectation that the CEO must advocate for their own remuneration. The Treasurer is ideally placed to help oversee remuneration policies, team benchmarking exercises and pay reviews on behalf of board of trustees, ensuring fairness, transparency, and regulatory compliance.
It’s all about the team
In my view, the most effective treasurers take a holistic view of the organisation – they engage with its mission, history, culture, and people, contributing to long-term financial planning and guiding the use of reserves for strategic investment. For smaller charities with limited HR support, treasurers with experience in HR or organisational management bring an additional layer of insight. It is useful to have a treasurer who can advise on restructures, new roles, succession planning, and promotions – both from a strategic and financial point of view, but also ensuring decisions are operationally sensitive. Your treasurer might also be willing to act as a mentor for team members, strengthening leadership capacity across the organisation.
What this means for charity CEOs
For charity CEOs, finding the right treasurer provides more than financial oversight – they can be a trusted advisor, sounding board, and critical friend– knowing when to probe regulatory constraints and when not to sweat the small stuff. By getting the right person in the role, the board of trustees benefit from clear, jargon-free, authoritative input, the organisation can make faster and better-informed decisions, the CEO and team feel more supported, and ambitious ideas receive the scrutiny and encouragement they deserve.
Recommendations for the CEO:
- Invest time in shaping the role
- Treat the Treasurer as a strategic partner, stakeholder and team member
- Appoint rather than elect – holding an open recruitment process
- Seek senior chartered accountants – and look for industry experience
- Value entrepreneurial thinking and an appropriate attitude to risk
- Invest time in a strong, open relationship
It is important to remember that like most trustees, treasurers give their time voluntarily – and charities are incredibly fortunate to be able to attract candidates with the full set of skills, willingness to give their time, and right attitude. It is time we acknowledged and celebrated the Treasurer not just as a guardian of the books, but as a powerful strategic ally who can help the CEO in helping to achieve a charity succeed.
I’d like to take the opportunity to give enormous thanks to the British Institute of Radiology’s most recent honorary treasurers – Dan Pounder, Andrew Blakeman and Andrew Craig.