A Conversation with Kaseya's Director of Treasury, Devin Scott

As someone who's spent his career in treasury operations, I'm always eager to learn how other leaders think about liquidity management. Recently, I had the chance to sit down with Devin Scott, Director of Treasury at Kaseya, to discuss how he approaches one of treasury's most critical functions: managing day-to-day liquidity while minimizing risk.

What I love about these conversations is how they reveal the evolving complexity of modern treasury operations. Let me share some key insights from our discussion that I think every treasury professional should consider.

1. The Foundation: Getting Your Daily Liquidity Right

When I asked Devin about ensuring efficient daily liquidity management, his answer resonated deeply with my own experience:

"A bottom-up view of transactions expected to hit your accounts is crucial," he explained. "Where this isn't possible, assumptions can be made based on actuals and other longer-term inputs, such as FP&A expectations and market trends."

This is something I've seen repeatedly in my work with high-growth companies - the best treasury teams don't just look at the numbers, they build relationships across the organization. As Devin puts it:

"Building relationships with teams whose inputs significantly impact cash fluctuations—like Payroll, Collections, AP, Tax, and others—is essential."

2. The Art of Building an Effective Liquidity Structure

One of my favorite insights from our conversation came when discussing the key factors for setting up an effective liquidity structure. Devin outlined three critical elements:

1. Understanding longer-term cash requirements
2. Understanding excess cash availability
3. Building maintainable and easy-to-understand reporting

These might sound straightforward, but the execution is where many companies struggle. As Devin notes, it's about being proactive:

"You need to plan for debt payments, large tax payments, payroll payouts like bonuses and commissions."

3. Handling the Unexpected

Perhaps most valuable was Devin's perspective on navigating unexpected changes in liquidity needs. He shared a particularly insightful example:

"An acquisition or strategic transaction can sometimes come unexpectedly. Depending on your organization's cash structure, you might need to review your maturing investments to confirm whether you have sufficient cash on hand to execute."

But what about when you're facing a cash crunch? Devin's practical advice hits home:

"If your organization has limited cash and equivalents—perhaps collections are falling short of the plan—you may need to navigate a cash low point. Delaying AP while managing vendor relationships and exploring short-term credit options, like revolvers, can help maintain liquidity."

4. The Technology Factor

One area where I was particularly curious about Devin's perspective was the role of technology in modern treasury operations. His view aligns closely with what we're building at Nilus:

"Technology and automation can be very useful when it comes to liquidity management. Tools that automate the mapping of actuals and set forecast inputs based on those actuals save significant time when building cash positions or forecasts."

What I found especially interesting was his perspective on TMS solutions:

"From my experience with various tools, including legacy TMS providers, they can provide value through immediate actuals mapping and robust controls that improve efficiency and oversight. However, legacy systems can fall short when it comes to unique or evolving needs."

This is exactly why modern treasury teams need solutions that combine the robust functionality of a TMS with the flexibility of Excel-like workflows. The ability to collaborate in real-time, leverage AI for automation, and adapt quickly to changing requirements has become essential for today's treasury operations.

Looking Ahead

As we wrapped up our conversation, one thing became clear: the role of treasury is becoming increasingly complex and strategic. The days of pure cash management are behind us. Today's treasury leaders need to be technologically savvy, relationship-focused, and always prepared for the unexpected.

Want to learn more about how leading companies are modernizing their treasury operations? Book a demo for more information.