Director Spotlight: Paul Travers Strategic Risk, Courageous Governance, and a Steady Hand in Uncertain Times

In an era where risk and opportunity are tightly intertwined, few board directors bring the depth of perspective, technical rigour, and human-centred leadership that Paul Travers offers. With a career spanning three decades across global banking, Big Four advisory, and executive board roles, Paul has become a trusted name in governance, treasury transformation, and financial risk management.

He’s advised central banks, guided corporate boards through restructure and reinvention, and served as the steady hand during times of organisational chaos. He’s known not just for what he knows, but for how he applies it, with clarity, confidence, and care.

“Helping people manage risk let me build stronger relationships and that had a strong appeal.”

This early instinct to build trust, not just transact, has been a defining thread throughout Paul’s career. From his early days at Macquarie Bank and Bank of America, to his executive leadership at Oakvale Capital and KPMG, Paul has consistently sought to elevate risk from a compliance tick-box to a strategic tool for long-term sustainability.

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From Treasury Technician to Governance Leader

Paul’s rise through the financial sector is marked by a unique combination of deep technical capability and clear-headed governance. While many professionals build a niche, Paul built a bridge between financial engineering and organisational leadership.

At Oakvale Capital, he served as Executive Director and COO, scaling the business and expanding its client base by over 75 percent. He led innovation in hedge accounting and risk analytics, and introduced structured solutions for clients navigating commodity markets, derivatives, and regulatory change.

His move to KPMG cemented his standing as a board-level advisor. As Director of Financial Risk Management and Risk Strategy, Paul led the delivery of Treasury as a Service (TaaS), supporting listed companies, NFPs, and government entities with sophisticated treasury and governance solutions.

“Managing financial risk through a treasury lens creates an opportunity to bring insights to the C-suite and board. It’s not just about what to hedge it’s about how to think.”

Board Experience in Action: Transforming the Australian Corporate Treasury Association

Paul’s governance credentials are not just academic; they are hard-won and tested in the field. His most transformative board chapter was as President and Chair of the Australian Corporate Treasury Association (formerly FTA), where he led the organisation through a financial and strategic reset.

“We had to rebuild the balance sheet, restructure operations, and most importantly, take members with us. Transparency and stakeholder engagement were key.”

Paul was instrumental in navigating the Association through a Deed of Company Arrangement, later establishing a standalone operational entity (FTA Secretariat) and ultimately reintegrating it under a refreshed governance structure. His efforts stabilised the organisation and restored credibility at a critical time.

ESG, Social Purpose, and the ‘Horse and Cart’ Model

In an environment where ESG expectations are rising, Paul encourages boards to take a pragmatic and strategic approach.

“You need sustainable financial performance that’s the horse. Then you can pull the cart, which includes ESG and broader social outcomes. The two must work in tandem.”

He’s advised on First Nations investment strategies, social impact frameworks, and sustainable finance. His ability to speak both the language of capital and the language of community makes him a valuable asset on boards looking to create purpose-led growth.

Standing Firm in Risk Oversight and Governance Integrity

Paul is unapologetic about his stance on good governance, especially in the face of pressure or populism.

“Too often, boards react to the loudest voices. That’s a blind spot. Risk should be managed in context with objectives not as the driver of them.”

He also resists complexity for complexity’s sake, warning against unnecessary financial engineering.

“Sophisticated treasuries rarely use complex products. They use straightforward instruments with clarity and confidence. That’s experience in action.”

In a world of regulatory scrutiny and reputational risk, Paul has zero tolerance for shortcuts that undermine board effectiveness. He champions independence of thought and professional courage.

“Groupthink is a sign that homework hasn’t been done. Board directors must be curious, questioning, and willing to stand apart when needed.”

Shaping the Next Generation of Governance Professionals

A natural educator, Paul has dedicated years to mentoring future leaders. He has chaired conferences, delivered director education programs, and contributed to professional associations, including AICD, FINSIA, and the Australian Corporate Treasury Association.

“Knowledge leads to confidence. Confidence leads to better decisions. Education is not a luxury in governance, it’s a necessity.”

Whether he's training directors in treasury risk or advising on ESG frameworks, Paul’s approach is always practical, tailored, and thoughtful.

What’s Next for Paul Travers?

Paul is actively exploring new board opportunities where he can contribute his rare blend of strategic oversight, technical expertise, and ethical leadership. He is particularly drawn to transformation agendas, whether in purpose-led private companies, institutional investors, or sectors navigating disruption.

“I’m most energised when I can help an organisation succeed financially while also contributing to something bigger. I want to work with a team that’s not just meeting obligations, but making a difference.”

With a reputation for strategic calm, governance precision, and forward-thinking advice, Paul Travers is a board director built for complexity and committed to clarity.

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