Paul Young Email & Phone Number

Widnes, England, United Kingdom

Energy storage solutions catering for large scale commercial and individual customers.

Namier offers decades of experience advising key practitioners in large enterprises, high growth tech-rich disruptors led by brilliant entrepreneurs and the smart investors who fund and fuel both. From their unique position, Namier can identify and unlock growth opportunities for leaders in big businesses, new high potential start-ups, and investors.As a Special Advisor, my role is to identify high-growth companies that can be matched with the right investors; support the investment transaction and manage relationships between these companies and Namier whilst supporting Namier’s expansion within Asia. More information can be found at namiercapital.com

Private Equity backed legal services practiceLead the finance function of the Group delivering control and process improvements, providing insight to drive strategic decision making on channels, products and operating models. Responsible for all Board reporting, risk management and regulatory compliance. Renegotiation of commercial banking terms driving cash flow improvements.Refinancing of group, revised facility agreement and banking covenants. Integration of acquisition allowing centralisation of finance function, process standardisation and improvement in controls. Development of new BI function, revising all Investor and Board reporting suites and KPI’s.Execution of finance process changes increasing efficiency and regulatory compliance.

A boutique business advisory firm that enhances business performance, supports growth & generates value

CFF was sold to Metro AG in 2015 for US$328m. Key achievements:▪ Awarded “PE Exit of the Year”- Singapore Venture Capital and Private Equity Association▪ Key in establishing and executing new strategy and direction to deliver organic growth supported by a clear acquisition and expansion strategy in China, Indonesia, UK, UAE and Vietnam▪ Implemented global transfer pricing policies reducing annual tax payable by an over 8% pa▪ Standardised all reporting formats, implemented FPA tools and reviews, established ethics and anti-fraud policies and controls, implemented routine finance director exchange forums and best practice sharing. Reduced monthly reporting cycle by 3 days, implemented shared common approach over business drivers and targets▪ Implemented controls and policies covering all aspects of financial management▪ Developed financial planning tools to ensure efficient use of borrowing facilities, repatriation of cash, dividend policies and adequate debt/equity structures by market▪ Developed business partnering and working relationships with all stakeholders▪ Appointed new auditors to all countries▪ Resolved legacy tax investigations▪ Integral member of the exit team▪ Oversaw country-by-county system upgrades/implementationsKey achievements post METRO AG acquisition▪ Retained flexibility of CFF business model in line with acquisition objectives▪ Managed integration and compliance issues to enable CFF tocontinue to operate its “stand-alone” flexible operating business model▪ Alongside CFF Executive committee, aligned financial targets, investment objectives and strategy between CFF & Metro▪ Development of detailed Value Creation Plans with clear actionable initiatives and enablers ▪ Global bank tender leading to improved banking relationships▪ Full debt facility restructure▪ Switched from “PE light” reporting to “full global MNC standard” to align to Metro AG and further rationalised priorities to reduce month-end closing cycle

SSL was acquired by Reckitt Benckiser plc in 2010. Over 11 years, I held several positions providing operational and financial insight into every business division. I was responsible for all financial reporting, control and compliance; the preparation and delivery of operational and strategic plans; leading business challenge to ensure optimum operational and strategic decision making. Key achievements:▪ Finance lead on £50m acquisition in China. Managed due diligence process, financialevaluation of investment, coordination of legal restructure required in HK & China. Worked with target on pre-integration business change and post-acquisition targets and growth strategies▪ Project sponsor in the transition of the go-to-market business model in Japan to disintermediate sub-distributors. Ensuring buy-in from the plc Board and successful execution on time and on cost delivery of the project. Within 2 years the business doubled sales to over £45m and reduced operating costs by £8m.▪ After 6 months in Asia, I presented the plc Board with an unexploited opportunity in Asia & proposed changes for accelerated growth. With approval, the strategy was implemented. The regional sales growth accelerated ahead of plan, and at the time SSL was well-positioned to further increase its sales and profit CAGRs in the region▪ Led and project managed a review of legal and tax structure in N/SEA identifying changes to ensure current and future compliance with local tax requirements in each market in light of the changing commercial shape of the region. The proposed restructure significantly improved tax compliance and reduced complexity▪ Enhanced financial control of margins, working capital levels and capital investment; standardised all regional financial reporting; undertook control reviews in all markets to ensure financial and business process compliance; led specific working capital projects in all markets to improve cash to profit ratios of the region.

Managing a team of 7, I had a dual role to lead and develop Group FPA whilst serving as Finance Director of the Group’s largest and most profitable business operation. ▪ Responsible for SSL’s global FPA during a period of significant organisational change andgrowth▪ Day to day relationships built and maintained across the Group including Executive Directors, Regional / Country MD’s & FD’s, Finance team and cross-functionally across Marketing & Innovation, Supply Chain and HR functionsKey achievements▪ Presented to the plc Board on the Group’s working capital position recommending changesto Group-wide incentive programmes to drive working capital improvement. Led implementation and a global training programme, initiated new reporting of working capital and cash flow. Along with functional/country-specific actions plans these initiatives delivered a 9% point reduction in working capital as a % sales between 2006 and 2010, an effective reduction in working capital of c£70m.▪ Led pan-European pricing analysis to defend European retailer pricing differentials and avoid price/ profit reductions of over £10m.▪ Standardised global management reporting and processes delivering single global formats for financial submissions, reports and presentations▪ Engaged all senior managers in financial reporting and forecasting processes▪ Recruited and developed team of analysts to actively engage throughout the business and deliver standardised approaches▪ Developed reporting for global performance of new product launches and “hero” products▪ Played key roles in several global programmes including the global design and roll-outof SAP and revision of the Group Transfer Pricing Policy