Derek Kehoe CDir

Tell us more about your background

I was appointed Chief Executive and Head of Country for the BNP Paribas Group in the Republic of Ireland in March 2015. I have executive responsibility for the bank’s Corporate & Institutional Banking (CIB) activities in Ireland. My career with BNP Paribas began in 2002, when I joined to develop the bank’s Fixed Income Franchise in Dublin. I was tasked with ensuring the integration of the Corporate, Public Sector, and Financial Institutions strategies in Ireland. In addition to my role in CIB, I also have a non-executive and coordination role for the bank’s non-CIB activities, where I chair the boards of Greenval Insurance, Darnell DAC, and Vartry DAC.

With over 37 years of experience in various Capital Markets, Leadership, and Board roles, I also chair the Board of BNP Paribas Prime Brokerage International Limited. I am a Council member of The France Ireland Chamber of Commerce and previously served as Chairperson of the Federation of International Banks in Ireland (FIBI) from 2019 to 2021.

I graduated from University College Dublin in 1987 with an Honours degree in Pure Economics. In 2018, I became a Chartered Director. Most recently, in 2024, I was admitted as a Certified Investment Funds Director and a licentiate of the Institute of Bankers.

Can you share your career journey and how it led to your current role as CEO of BNP Paribas?

I graduated from UCD in 1987 with an honour’s degree in Pure Economics. Over the following 28 years, I worked in various Capital markets roles in several institutions, covering trading, structuring, sales, and origination, with a focus for the most part on Structured Credit solutions, navigating the many financial crises that arose during that time. This included the 1987 October crash, the ERM crisis, and of course the Great Financial crash of 2008. I joined BNP Paribas in 2002 and lead the Global Markets business for Ireland in addition to running a team in the UK. In 2015 I was appointed CEO and Country Head of BNP Paribas in Ireland and have held that role for the last 10 years.

What are the topics and trends that have been rising in the agenda in recent years in your role/sector?

Over the last 10 years there has been a huge focus on ESG. Ensuring sustainability in our business model, but also helping our clients to transition and prepare for a low carbon future, a huge task, and one which is ongoing. Strengthening our governance and promoting a diverse and inclusive workplace has been an immensely rewarding journey. Adapting to the evolving regulatory landscape and the transformation this entails in our operating environment is an ongoing process. Finally, how we adapt new technology in such a way that it ensures better customer outcomes is the emerging challenge over the next 3-5 years.

What are the biggest business challenges and opportunities you’ve encountered in your career, and how did you navigate them?

From 1987 to date there has been a significant crisis, Globally, every 3-5 years. Whether it be financial, macro, or geo-political, each challenge is different depending on the situation, but there are common threads. Stay calm, ensure you have the right people, in the right roles. Communicate! This is key. Ensure all your stakeholders, be they employees, regulators, shareholders, or clients understand the issues and all possible paths forward. Every crisis throws up opportunities also. We are in the problem solving and solutions business. Helping our clients to navigate their way through all these minefields is what we are here to do. 

How do you advocate for diversity and inclusion within your business and boardroom?

I do not so much advocate for it as demand it. We need the best people to help us succeed. Why would I exclude anyone if they are the best person for the role? The industry, and Ireland in particular, has come a long way on this topic over the last 7-8 years but there is more to do, and we can never be complacent. But for me, as a leader having diversity right through the organisation, from the boardroom down is a key part of our success and adds immeasurably to a positive, collaborative, and productive work environment. 

Did you have mentors who influenced you? How did they shape your approach to leadership?

I never had any formal mentors which is something I regret. I am sure I would have benefitted enormously, particularly in the early part of my career from mentoring. I see it now, as a key part of our corporate DNA. Sharing knowledge and experience, cultivating younger team members, and helping them to navigate their way around the organisation. Mentors become sponsors and help people grow. As a mentor, I must confess, I have learned more from my mentees (particularly the younger ones) than they have learned from me, and that has been hugely rewarding. I am a huge advocate of mentoring, but also of building a learning and knowledge sharing culture. 

Securing your first NED appointment can be challenging and can take time. What advice would you give to others that may help them in their preparation given your own previous experience?

Well run boards have a skills matrix to identify what is needed to strengthen their supervisory role.  Aspiring NEDs should identify their competitive advantage. The professional NED circuit is quite a crowded space, so what is your value add? Focus on the areas where you can add value and build out your portfolio accordingly. Be patient and play to your strengths, whether that be in risk, audit, investment, or some other area that benefits the board and helps fill any skills gaps around the board table. Be clear on your USP and articulate it! 

Do you have any golden rules that you follow in the boardroom? What personal values or philosophies guide your decision-making in the boardroom?

My preference is for no drama or grandstanding around the board table. Respect for others’ opinions and constructive challenge (not challenge for the sake of it) is crucial. As a chair I really do not like surprises so I would expect that any issues are brought to me in advance of the board, and ideally these issues been debated, challenged, and for the most part, resolved at the committee stage. All meetings should be conducted in a spirit of respect for everyone’s opinion, whether you agree or not. All voices need to be heard so I always go round the table on issues for each director to be offered the opportunity to give their view. 

Why did you join IoD Ireland? What do you particularly value from your IoD membership over the years?

I joined IoD Ireland when I took my first board role. IoD Ireland provides tremendous opportunities for continuous professional development and access to workshops on evolving topics which are key to my role as an executive and non-executive director. The world of governance is evolving constantly. Having access to the learning resources that IoD Ireland provide is a huge benefit. In addition, and most importantly for me, IoD Ireland provides fantastic networking opportunities where I get to meet and interact with colleagues and fellow directors. 

How has becoming an accredited Chartered Director supported your role as a business leader? 

When I became CEO and had to join multiple boards immediately, one of my first calls was to IoD to apply to join the Chartered Director Programme. Completing the certificate and diploma provided me with the academic credentials to compliment the practical experience I was gaining. Becoming an accredited Chartered Director gave me huge confidence at the board table, particularly, earlier on in my career as Chair. Being a Chartered Director is a significant differentiator.