Ask them in a quiet quarter, not a hard one.
Treasury advice is often requested after the fact: a liquidity scare, a failed funding round, a currency swing that hurt more than expected. It helps either way, but organizations that ask early choose their own timeline instead of having one forced on them. Here are questions to ask while things are calm.
If our largest customer paid 60 days late next quarter, would we notice in time to act? Many finance teams can only answer after building a cash flow model under pressure. Building it now is the same work with a better outcome.
Do we know our real cost of capital, or are we using a number from three years ago? Rates move, and a stale figure distorts every investment decision that uses it.
How concentrated is our banking, and does it matter? One main bank is efficient until a bank-specific problem, a sanctions complication or a relationship manager leaving slows everything down.
What is our real currency exposure, not the assumed one? Companies that say they do not deal in foreign currency often find, once someone maps it, that supplier contracts or domestic contracts tied to imported costs carry currency risk nobody had measured.
If we needed emergency liquidity within a week, what is the plan? The specific facilities, contacts and approval chain, written down even briefly. Organizations that have done this move much faster than those improvising for the first time.
None of these needs a crisis. The point of treasury advice is the habit of asking them on a calendar, not only when events force it.