Paul Lynch
Experienced Independent Non-Executive Director & Chair
Paul 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.
How did your early career shape your transition into advisory and board roles?
My foundation came from working in professional services and corporate finance, followed by senior roles across sectors like retail, building materials, and facility services. That range of experience - especially from my time at Arthur Andersen and Riada - exposed me to what makes businesses successful and sparked my interest in working within industry. It gave me a strong base to move into advisory and board work.
What were some key turning points in your executive career?
Joining Heiton Group plc was a pivotal moment. I led acquisitions across several countries and joined the plc board at a relatively young age. Later, taking on my first CEO role at Wright Windows was a steep learning curve. Then at One51 and ISS, I gained experience in complex operational environments. Each role added a layer of perspective that I now bring to boardrooms.
What prompted your shift into non-executive and advisory work?
After helping ISS navigate the recession, I stood at a crossroads. I could continue in executive roles, but the appeal of project-based work and strategic advising won out. My advisory experience broadened, including IPO preparation at Applegreen and strategic transactions for several companies. Over time, that evolved into a portfolio of non-executive roles.
How do you choose the board roles you take on?
Most of my roles have come through relationships or networks rather than actively canvassing. I look for opportunities where I can add real value and where there’s strong alignment with my interests. Whether it’s McKeon Group or St Vincent’s Hospital, I’m drawn to organisations with purpose and potential.
What’s your view on how boards should operate - and the role of NEDs?
NEDs bring essential perspective. We help management step back and focus strategically. But there’s a balance - non-executives mustn’t act like executives. Good governance, alignment, and rigorous selection are vital. That’s why processes like the one I went through for Shaws, run by the IoD, are so important.
What advice would you offer to those pursuing non-executive careers?
Know your value and stay aligned with the organisation’s values. Be a good listener - speak when it matters. And never stop learning. I’ve been a long-time member of the Institute of Directors in Ireland, and I believe in the power of ongoing development. Good boards are built on strong individual contributions and continuous improvement.
