Paul Thorley Email and Phone Number

I am a member of the investment committee of Greenwich. My role is to develop the partnership approach with our clients from pre-investment, investment to post investment. We are focused on small to mid Caps who are looking for an injection of capability (eg digital and data specialists, organisational and leadership development) and often capital to support their growth strategies. I also lead our Healthcare Sector working with companies that are both reducing the cost and also improving the delivery of the right health solutions. We specialise in the non clinical, hospital and community domains.

Asked by Capgemini Board of Directors to launch a new Asia Pacific / Middle East multi-discipline Business Unit comprising China, Japan, SEA, India, Middle East, Australia & New Zealand. The scope is all of Capgemini’s global disciplines – consulting, technology and outsourcing. He is responsible for USD 500m, 9000 staff which has averaged 18% growth over the last 2 years.Paul launched the Digital Services program across the region including the innovation Lab in Melbourne and established a regional wide graduate development program. He is executive sponsor of several client transformation programs e.g. AusNet Services, Cathay Pacific, Development Bank of Singapore (DBS). He has regularly devised new governance arrangements to ensure a stronger connection between the Board level governance/ agenda and the technology led transformation programs.Paul evaluated several new geographies resulting in new business ventures in Malaysia and Philippines. He led a transformation of our China practice to align with the digital acceleration in the market and to restore profit margins. He also integrated our German manufacturing MNC practice with our China digital / technology unit.

After transferring the India unit into the global offshore division and integrating North Asia into our European SBU, Paul was asked to develop the Capgemini Australia entity. He took a USD45m break-even unit of 400 staff to a USD220m, 2100 employees, upper quartile profit unit following a major transformation.Developed and executed on a plan to reposition the business and brand from consulting to the emerging business technology space. He made an acquisition of a local testing services company which subsequently contributed to Capgemini Australia & New Zealand becoming No. 1 Managed Testing Services player in the region.He also developed a holistic skills and leadership development program including a custom designed program with MGSM.

After the acquisition of Ernst & Young consulting division in Asia Pacific, Paul was asked to develop and execute a new strategy in the region. The No. 1 strategic priority was to establish a global distributed delivery program centred out of the region. The second priority was to select those geographies where there was local profitable growth potential and/or alignment with global clients.After surveying the region for offshore locations, India was chosen with satellite back-up in the Philippines and Vietnam. He established Mumbai and Bangalore centres, chaired the first offshore council and developed the global delivery methodology. Paul took the headcount form 200 to 1000 in first two years.He established the mainland China practice in Shanghai and Beijing and made a consulting acquisition of Bexcel, acquired total ownership of BPO JV with Jardine and set up an offshore centre in Guangzhou.He also established JV in Japan with NTT Data and sat on their consulting board.Independent Board Director, Frontline Technologies - Singapore (whilst CEO at Capgemini)Paul rationalised SEA, established JV with leading ASEAN IT services company Frontline Technologies and was invited to join the Board as Independent Director in November 2004.Paul chaired the Strategy Committee and with the Chairman and CEO refined it’s pan-Asian growth strategy. He subsequently was involved in the sale of Frontline to BT Global Services in December 2007.

Following the merger he was appointed Board Director of CGE&Y responsible for manufacturing, energy, utilities, consumer products and telecommunications. After six months appointed COO of entire business (including Financial Services and Government), with a headcount of 7,500 and revenue of approx. €1bn.He led significant parts of the merger especially products divisions, consulting activities and integrated full power of the new group with strategic accounts.

Joined as a Partner and progressed to Executive Committee in 1996. Became Managing Partner for the Industry Groups and Sales in 1998 until merger with Capgemini in May 2000. Key contribution to UK business becoming most profitable across the world for last three years prior to merger.

Led the business and IT strategy unit in London. Researched and major contributor to ‘Gamechange’ – Accenture’s thought leadership book on the role of IT on strategy and structure.Operated as sales and delivery practitioner for large scale transformation and IT projects in both corporate and Government sectors. Global Account Executive for Unilever introducing a board and practitioner level awareness program across Asia, Latam and South Africa.