Almadar Treasury Management in Riyadh
Cash forecasting, liquidity planning and treasury controls for groups managing multiple bank relationships and legal entities across Riyadh.
What Treasury Management covers
Treasury management sits at the intersection of a company's cash position, its banking relationships and its financing decisions. It becomes difficult just when a business is growing: more legal entities, more bank accounts, more currencies, more financing facilities, all needing coordination rather than separate management.
For Riyadh businesses specifically, this often means coordinating conventional and Islamic financing structures, managing liquidity across entities in Riyadh with different working capital cycles, and building forecasting models accurate enough that a board or lender can trust them.
Treasury work is scoped around your banking relationships and cash cycles, not around where the group is headquartered. The same conventional and Islamic financing structures apply whether it is based in KAFD, Al Olaya or Al Malaz.
A missing treasury function rarely announces itself as a crisis. It tends to appear quietly: a facility renewed on autopilot at a worse rate than the company's improved credit profile deserves, cash concentrated in one account earning nothing while another entity draws on an overdraft, or a forecast that is wrong often enough that nobody on the board relies on it. None of these looks urgent on its own, which is why they tend to persist for years past the point where fixing them would have been straightforward.
Getting this right also means understanding the specific banking landscape you're operating in. Saudi banks each have different appetites, documentation requirements and relationship expectations, and a treasury function that documents its bank requirements up front is better placed than one treating every bank interaction as a cold transaction.
Treasury Management
How we work with clients in this practice
We start by mapping your actual cash position and banking relationships as they exist today, not as an org chart suggests they should. This often surfaces gaps: bank facilities nobody is actively managing, or cash sitting idle in one entity while another borrows. A structured treasury function resolves these once it exists.
From there, we build forecasting and control processes sized to your actual complexity, not a generic corporate treasury framework built for a much larger multinational than what your business currently is.
This work matters most for groups with more than one legal entity or more than one bank relationship, since that's typically when informal, spreadsheet-based cash management stops being reliable. A Riyadh holding company coordinating facilities across a trading arm and a manufacturing subsidiary faces different treasury questions than a single-entity business, and the right level of structure depends on that complexity rather than company size alone.
We also help clients with the practical mechanics generic treasury advice tends to skip: which approvals need a second signature, and how quickly cash has to move between entities to support operations. And we look at how much forecasting detail is worth the effort, so process is not added for its own sake.
Questions about Treasury Management
Do we need a dedicated treasury function, or can finance handle this?
Many companies handle treasury within general finance until the complexity (multiple entities, multiple banks, real forecasting needs) outgrows what a generalist finance team can manage well alongside everything else.
Can you help improve our cash forecasting accuracy?
Yes, this is one of the most common starting points, building a forecasting model grounded in your actual historical cash patterns rather than a top-down budget assumption.
Do you work with both conventional and Islamic banking relationships?
Yes, and for many Riyadh companies the practical treasury question is how to structure liquidity and financing across both types of relationships coherently, not choosing one exclusively.
How quickly can a treasury function be put in place?
An initial cash visibility and forecasting structure comes first, with more sophisticated controls and bank facility optimization following as the underlying data and processes mature. The timeline depends on the number of entities and banks involved.
What's the first thing you look at when starting a treasury engagement?
Your actual bank account structure and who has visibility and authority over each one, since this single map often reveals more about where the real risk and inefficiency sits than any financial statement does.
Do you help renegotiate existing bank facilities?
Yes. Once we understand your cash position and credit profile, we can see whether your existing facilities still reflect the terms you now qualify for, and renegotiate them where they do not.