In this article Paul Kearns CDir, CEO, Kefron, and IoD Ireland member explains how introducing independent non-executive directors and an independent chair transformed Kefron’s board from operational to strategic, strengthening governance, diversity, and long-term growth.
(Pictured: Paul Kearns CDir, CEO, Kefron, and IoD Ireland member)
As part of IoD Ireland’s ongoing focus on good governance in privately held and family-owned businesses, we spoke with Paul Kearns CDir, CEO of Kefron, about the pivotal role independent non-executive directors (INEDs) have played in the company’s growth and professionalisation.
Founded over 35 years ago, Kefron has evolved from a family-run business into a diversified group with operations across document management, automation and self-storage.
In this conversation, Paul shares his insights on introducing independent voices to the boardroom, the impact of strong governance and the practical lessons for other SMEs considering their first independent board appointments.
Evolving a Family Business Towards Independent Governance
Kefron is a second-generation family business that has been operating for over 35 years.Co-owned by two families, ten shareholders in total, the company now runs three distinct business streams. Nesta is a market-leading self-storage business with seven Dublin sites and around 3,000 customers. Kefron Document & Information Management is a long-established B2B operation that safeguards and digitises confidential information.
Meanwhile, Kefron AP focuses on automation solutions for the office of the CFO, having developed its own IP and expanded into Ireland, the UK, and North America. Today, the group employs around 200 people.
Commenting on the growing need for change, Paul says, "Historically, the board was made up of long-serving executives and retired insiders. However, by 2015/16, we recognised the need for greater challenge, independence, and external perspective to support the next stage of our growth. That realisation led to the appointment of independent non-executive directors (INEDs), with the guidance and support of IoD Ireland’s Board Recruitment Service."
The Transformative Role of an Independent Chair
A major milestone came with the appointment of Mark Ryan, former CEO of Accenture Ireland, as Independent Chair. “It took almost a year to secure him,” Paul recalls, “but his impact has been extremely positive for all stakeholders.” Under Mark’s leadership, board meetings shifted from being operational and numbers-driven to strategic discussions focused on long-term growth. He also became a trusted sounding board for Paul as CEO.
“The IoD process was critical in helping us define the role, set expectations and access high-calibre candidates with both governance experience and fresh perspective.”
Strengthening the Board Through Independence and Expertise
Kefron has since expanded its board with two additional independent directors, one bringing deep sales and marketing expertise, the other with a strong background in banking and finance.
Together, they have helped to strengthen governance, sharpen strategic focus, and introduce targeted sectoral knowledge that has proved invaluable to a capital-intensive business like Kefron.
The introduction of remuneration and audit and risk committees has given shareholders greater confidence in the company’s oversight and policies, while the independents’ external perspective has encouraged the executive team to look beyond the operational day-to-day and concentrate more on long-term strategy.
“For our family shareholders, this has been hugely reassuring,” Paul notes. "Governance is stronger, decision-making isn’t just reliant on me, and the business feels better set up for growth.”
Bringing Structure Without Bureaucracy
While some might assume that introducing independent directors adds layers of scrutiny or slows decision-making, Paul says that hasn’t been the case at Kefron.
“It really depends on the individuals,” he explains. “What they’ve brought is rigour and structure. The board’s work is now more focused and disciplined, with meetings divided so that the first half concentrates on the numbers and the second on strategic discussion. The result is not added bureaucracy but greater productivity and better-quality debate."
Building Diversity of Skills and Thinking
Kefron’s independent board appointments were also a deliberate move towards greater diversity of thought. “We’re a family business built by ‘farmers’ rather than ‘hunters’, excellent at operations, but not natural salespeople,” Paul says. "So, we deliberately recruited someone with a strong sales and marketing background.”
The company also brought in Fiona Flannery CDir, a seasoned banker, and Mark Ryan’s background in outsourcing and professional services further broadened the board’s outlook.
“The result is a board that challenges us from multiple perspectives, which is exactly what we needed."
Lessons for SMEs Appointing Their First INED
When it comes to appointing an independent non-executive director, Paul believes the key lies in finding the right fit rather than simply seeking a high-profile name.
He says: "It’s essential to choose someone who genuinely understands the business and can add meaningful value. Just as important is being open to challenge, there’s little point bringing an independent voice to the table if you’re not prepared to listen to it. While instinct will always play a role in decision-making, the independent perspective can be invaluable in shaping better outcomes.
"Finally, clarity from the outset is crucial: agreeing terms of reference, boundaries, and remuneration ensures both sides understand the expectations of the role. Working with IoD Ireland really helped us navigate these points. Their process forced us to think carefully about the skills and personalities we wanted, which made the appointments far more successful.”
Moving from Operational to Strategic Leadership
Reflecting on the journey, Paul highlights the biggest shift: “We’ve moved from an operationally focused board to a truly strategic one. The independents have helped us professionalise governance, reassure shareholders, and set the business up for sustainable growth.”
“Most importantly,” he concludes, “they’ve given me, as CEO, the benefit of experienced, independent voices and that’s been invaluable.“
The Kefron Experience: A Blueprint for Stronger Governance
Kefron’s experience demonstrates how independent non-executive directors can fundamentally strengthen both governance and performance.
By bringing fresh perspectives, challenge, and structure to the boardroom, INEDs help family and privately owned businesses move beyond operational focus towards long-term, strategic growth.
About the Interviewee
Paul Kearns CDir is Chief Executive Officer of Kefron, a leading document and information management company operating across the UK and Ireland. With over 14 years at Kefron and more than two decades in leadership roles, Paul has driven the company’s evolution from physical document storage to cutting-edge digital solutions. He also serves as Director at Nesta™ Ireland and AnnualLeave.com, and has held non-executive positions with global industry associations such as i-SIGMA and PRISM International. Paul’s expertise spans governance, strategic growth, and digital transformation, making him a recognised leader in information lifecycle management.
This article is the view of the author(s) and does not necessarily reflect IoD Ireland’s policy or position.
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