Applying a lifetime of experience to advisory and board roles | Business Post

(Pictured: Paul Lynch, IoD Ireland member, experienced Independent Non-Executive Director & Chair)

A career that spans professional services, corporate finance, and leadership roles across sectors such as retail, facility services, and building materials has provided Paul Lynch with a solid foundation for his current work as an advisor, Chair and Non-Executive Director (NED).

“I’ve worked with a range of companies at senior levels, which equips you well for advisory roles,” he explained.

Today, Lynch serves as Non-Executive Chairman of Shaws Department Stores, air handling unit manufacturer Aubren, and construction and smart building technology company McKeon Group. He is also Senior Independent Director of Mincon Group plc and serves on the board of St Vincent’s University Hospital Group.

He began his career as a chartered accountant with Arthur Andersen in the mid-1980s - motivated by the desire for stable employment during a turbulent time for the Irish economy, as well as a platform for future career development.

In the early 1990s, he transitioned into corporate finance with Riada, where he managed, raised, and invested their Business Expansion Scheme (BES) funds. “That gave me exposure to a wide range of businesses - Campbell Bewley Group, Kingspan, Largo Foods (now Tayto) to name but a few. It sparked a real interest in working within industry. I had seen what makes companies successful, and I wanted to apply that knowledge.”

A move into industry

This led to a role with Heiton Group plc as Head of Corporate Development, where he led acquisitions across Ireland, the UK, and Poland as well as the strategic planning process within the group. He joined the board in 2000. “I was relatively young for a plc board appointment,” he recalled. “It was a great learning experience.”

That role evolved into his first CEO position, leading Wright Windows post-acquisition. “It was a baptism of fire, but an invaluable experience in managing a fast-moving business environment.”

Lynch later took on leadership of the Heiton Group’s retail division and became CEO of Atlantic Homecare. Heitons was acquired by Grafton Group in 2005 and after two years he chose to move on.

Next came a stint at One51 plc, where he took responsibility for the management and development of its UK waste management business. “The 2008 recession impacted the business, and I left 18 months later. I briefly considered going out on my own, but 2009 wasn’t the right time.”

Pivoting to consultancy and advisory work

Instead, he was recruited as Ireland Country Manager for ISS, the Danish Global leader in facilities services, where he stayed for three years. By 2012, he stood at a career crossroads. He had guided ISS out of the recession and was ready for a new challenge “I realised I could continue in full-time executive roles or pivot toward advisory and project work.”

That pivot led to a series of advisory engagements. He helped a family-owned building materials company make a significant acquisition and transform the business. He also worked with an online travel agency in securing a major acquisition.

''When you’re supporting good people in strong businesses and helping shape their strategic development, it’s incredibly fulfilling.''

In 2013 he was brought into Applegreen to deliver a significant refinance of the business. “Despite post-crash challenges, the business model was solid. By early 2014 we’d completed the refinancing, and the CEO expressed interest in taking the company public.”

Lynch was asked to join as CFO to lead the IPO process, serving in that role for three years. “It was a great experience and a fantastic business. A year after the IPO, with my successor recruited and in place, I returned to advisory work.”

That advisory focus has since evolved into a portfolio of non-executive roles. “I really enjoy what I do. It’s about distilling the expertise I’ve built over the years and applying it where it’s most relevant.”

Building a non-executive portfolio

His first NED role was with Mincon Group plc, a size of business he describes as ideal for meaningful board engagement. Other roles followed, including with leading data centre constructor Winthrop. “They brought me in as one of three independent Directors in order to strengthen their governance as they prepared for the next phase of their development. It was rewarding to contribute to their strategy before the majority of the company’s shares was acquired by Blackstone.”

At McKeon Group, where he had been an advisor and mentor for a couple of years, he was invited by the second-generation CEO to join as independent Chair. “It’s a dynamic business and has huge potential. I feel I’m adding value there as they look to grow the business.”

That sense of making a real difference is important to Lynch. “When you’re supporting good people in strong businesses and helping shape their strategic development, it’s incredibly fulfilling.”

When asked by the Chair, a former colleague, he readily agreed to join the board of St Vincent’s University Hospital. “It’s a strong organisation with a very well-run board comprising individuals from business, legal, accountancy, and medical backgrounds. For me it is important that some of my time should be spent in board and governance engagements of that nature.

“I’m always open to new board opportunities when they align with my interests and where I feel I can add real value,” he said. “I haven’t actively canvassed for roles - most have come through relationships or networks. When the right opportunity presents itself, and it’s something I’m passionate about, I’m happy to get involved.”

“Non-executive roles let you step back, reflect, and help businesses stay strategically focused”.

Board recruitment

“When approached, I went through a rigorous selection process run by the Institute of Directors Ireland (IoD) for the Shaws appointment, for example,” he explained. “That kind of structure is really important - not just for transparency, but to ensure there’s a strong alignment between the organisation’s needs and what a director can bring to the table. It raises the bar for both the company and the candidate and ultimately leads to better governance.”

Lynch believes NEDs bring essential perspective. “Running a business is intense. Board meetings allow management to step back, reflect, and stay strategically focused. NEDs help make that happen. In smaller businesses, I can also provide practical support and act as a sounding board for the CEO.”

For those considering a move into non-executive roles, his advice is clear: “First, make sure you’re aligned with the values and integrity of the organisation. Then be honest about the value you bring - what your skillset and experience can deliver.”

Supporting ongoing director development

And once at the boardroom table? “Be a good listener. You don’t always have to speak - contribute when it’s meaningful.”

He resists the idea of a single golden rule for NEDs. “Every company is different. But one thing is universal - non-executives shouldn’t try to be executives. You need to stay in your lane.”

A long-time member of the Institute of Directors in Ireland (IoD), Lynch sees ongoing education and networking as essential. “IoD Ireland provides great guidance, relevant content, and excellent training and events. You should never stop learning in these roles.”

This article was originally posted by the Business Post.