Interview Paul Mol - founder of Mol and Partners

Can you introduce yourself and your company, MOL & PARTNERS?

My name is Paul Mol, born and raised in the Netherlands. Over the years, I've built a diverse career across industries and geographies. I began at KPMG, followed by roles in a global American automotive company and private equity-backed businesses. Later, I joined Electrolux, where I served as global finance head of their sourcing organisation, and was eventually appointed Global Sourcing Director in Hong Kong.

That move brought me from Europe to Asia and shifted my focus from finance into sourcing and supply chain. When Electrolux proposed relocating me back to Sweden, my wife and I chose to stay in Hong Kong. I joined a local start-up, which didn't pan out—but that led me to launch MOL & PARTNERS two years ago.

At MOL & PARTNERS, we help businesses unlock their full potential by offering what I call "CFO capabilities." Many SMEs have bookkeepers or accountants, but often lack strategic financial guidance. That's where we come in—helping companies use financial insights to grow, enhance performance, and create long-term value. With my background in multinationals, start-ups, and private equity, I bring financial insight and broader business expertise, acting as a sparring partner for business leaders.

What inspired you to start MOL & PARTNERS, and how has your vision evolved?

After the start-up I joined didn't work out, I was at a crossroads. I could return to the corporate world or do something different—something meaningful. That's when the idea for MOL & PARTNERS really took shape.

Many SMEs have excellent products and strong customer relationships, but finance often remains a blind spot. It's unfamiliar territory for many founders. That's where I can add real value. I also genuinely enjoy applying my past experience to help these companies thrive—and with MOL & PARTNERS, I've found a way to make an impact.

How do you define success for MOL & PARTNERS?

Success comes down to two things. First, our clients need to see value in what we do. If they view me as a trusted advisor and someone who contributes meaningfully to their business, that's success. Secondly, it has to feel right personally—I need to enjoy the work and feel I'm making a difference.

And are you succeeding?

Yes, I believe I am. One example is a client I've been supporting for over a year and a half. Initially, I was brought in to restructure their finance function after their head of finance left. Once the assignment was complete, I let them know I was ready to step back—but they asked me to stay. I now work with them in a part-time CFO capacity. That kind of ongoing trust and engagement is a clear sign that I'm creating real value.

You've worked at KPMG and Electrolux—what's the biggest contrast between corporate and entrepreneurship?

Working in large corporations showed me what "good" looks like—best practices, systems, and structure. This experience helps me bring corporate-level insights to SMEs.

On the other hand, big companies often come with politics and slow decision-making. In SMEs, there's much more agility. Decisions are made—and acted on—quickly. Especially in today's fast-changing world, that kind of adaptability is a major advantage.

What financial challenges do SMEs in Hong Kong face today?

There are several. Firstly, currency volatility is a major issue. If a company earns in one currency (say, euros) and pays in another (like USD), fluctuations can really hurt. Hedging is expensive and complex for SMEs. I helped one client renegotiate contracts so their costs and revenues matched in euros, which drastically reduced risk.

Secondly, geopolitical tensions and reputational concerns can affect business confidence and hiring, especially when working with European partners.

Another key challenge is valuation and capital structure. Many SME owners are unclear on how to value their company, raise funds, or prepare for growth or exit. They often rely on accountants who are great at compliance, but not necessarily strategic guidance. This can lead to delays and missed opportunities.

What financial KPIs should SMEs focus on—but often don't?

The number one metric is cash flow. Many SMEs focus on profit, but cash is what keeps a business alive. You can be profitable and still run out of cash.

Next is the cash conversion cycle—how long it takes to turn sales into actual cash. After that, working capital KPIs such as inventory levels, accounts receivable, and accounts payable should be monitored closely.

Another overlooked KPI is the shareholder current account. If a business owes or is owed money by its owners, that's essentially a loan or debt. This can become a sticking point when raising capital or selling the business and needs to be addressed early.

What advice would you give SME leaders in today's environment?

Firstly, embrace digital tools and AI. Technology can help SMEs save time, improve forecasting, and make better decisions. Don't be afraid to explore and experiment.

Secondly, plan your exit strategy early. Whether you want to pass the business on, sell it, or bring in partners, it takes time. Clean up your balance sheet, identify successors, and get the company ready well in advance.

Finally, look for growth opportunities, especially as global supply chains shift. If SMEs want to expand into Southeast Asia or new markets, they must plan carefully and ensure they have the right financial structures in place.

How do you view Hong Kong's business environment for SMEs?

Overall, Hong Kong remains a very business-friendly city. Setting up a business is quick, the legal framework is sound, and financing is accessible. The government is also working on better integration into the Greater Bay Area, which holds great long-term promise, though the benefits will take time to fully realise.

What’s next for MOL & PARTNERS?

Our biggest challenge is scaling up—growing the business while maintaining the trust that's at the core of what we do. Much of my work is based on personal relationships, so bringing in new team members while keeping the same level of quality and integrity will be key.