The inspiring life of a Director | Paul Halpin, Non-Executive Director

The Better Boards Podcast Series

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We all have dreams. When we sit in our offices, we probably all wonder what life would be like If we made some different choices. In this 100th podcast of the Better Boards podcast series, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses the inspiring life of a Director with Paul Halpin, who, together with his wife, made conscious decisions while developing a successful business and serving on the board of multiple organisations.

Paul is an accomplished Non-Executive Director and Chair of Audit & Risk. After 25 years at PwC in Europe and South Africa and eight years as an entrepreneur based in Mauritius, Paul became a portfolio Non-Executive Director.

"One had to dream of the possibilities of working overseas"
Paul remembers entering the workforce in the early 1980s during tough economic times. Now, Paul looks back fondly on his "young dreamer" self, knowing how surprised that dreamer would be by the global path of his career. Paul counts himself fortunate to have secured a job with PwC that opened doors for him overseas. Yet, despite being a long-time partner in PwC, Paul says he wasn't satisfied.

"There was an entrepreneur always trying to get out"
Paul is fascinated with business successes and failures, something he says his colleagues continually note about him. So, even as he rose to partner and built a robust 25-year career inside PwC, Paul says he always wondered if he could have a viable business life outside a Big 4 firm. In 2004, Paul had a unique opportunity to leave PwC. He recalls talking it over with his wife, and together they made a big leap – moving their young family to Mauritius.

"After a successful exit, there's a natural inclination to step back… but it was also natural for me to work with other entrepreneur-led businesses"
Paul notes he is uniquely able to relate to entrepreneurs. This made being approached to be on his initial two boards feel quite natural and organic for him – he recalls there being no pressure about forcing it as a next step.

"My work ethic, my hard-working time as an entrepreneur, was appreciated when I joined other people's boards"
Paul has a strong work ethic from his years at PwC. He also understands how to work hard in one's own business. His independence is also an advantage. Paul comes to boards as a financially independent player, free from encumbrances on his judgment.

"The commonalities are greater than the differences"
Paul says that while everyone he works with comes from very different backgrounds, they have more in common as members of a board than one might expect. Their motivations are similar in terms of getting to the best solutions. He feels board effectiveness overall is enhanced by having top talent from a multiplicity of backgrounds involved and that rather than focusing on differences, his boards just get on with it in terms of problem-solving, evaluating strategy, and doing top-tier analysis.

"Most people I've met in the boardroom haven't gotten there by following a conventional path"
Paul says that while a board member's resume might imply they've followed a conventional path, most truly exceptional board members have a deeply individual story to tell.

The three top takeaways from our conversation for effective boards are:
1. Life is not a dress rehearsal. Focus on happiness in your life, which will help you in your directorships.
2. A strong work ethic, while remaining focused on the strategy and the long-term, will earn the respect of your colleagues
3. Always ensure you have a financial cushion to be truly independent in your board directo