As a recognized expert in corporate governance, Paul J. Ostling has successfully engineered complex global transactions to emerging and mature companies alike. His leadership has steered companies in the private and public sector as well as for-profit and nonprofit entities in the development of highly-effective reporting and oversight mechanisms. He established compliant governance, risk management and reporting systems while providing the highest level of stakeholder and market transparency. Ostling has frequently been tapped to assume the duties of the Chairman of the Audit Committee, the Remunerations and Position Committee and the Strategy and Credit Committees.

Public Companies:

  • MobileTeleSystems (Audit Committee Chair, Remunerations and Positions Committee Chair, Special Committee Chair) — NYSE

  • Uralkali (Audit Committee Chair, Remunerations and Positions Committee Chair, Special Committee Chair) — LSE and MOEX

  • JKX Oil & Gas (Chairman of the Board, Member of Audit, Remuneration and Strategy Committees) — LSE


Case Study: In response to a complex acquisition contemplated by MobileTeleSystems (MTS), Ostling pioneered implementing a fully independent Special Committee comprised only of INEDs. Working with a top-tier U.S. law firm, protocols were established ensuring all involved parties including law firms, investment bankers and all advisors reported directly to the Special Committee.

When presented to the full board and publicly disclosed throughout the process, the Special Committee’s deliberations and decisions on the transaction served as the ruling decision. This process prevented any taint or lack of independence on corporate transactions while simultaneously complying with both U.S. and Russian law. Having chaired every Special Committee at MTS from 2007-2012, Ostling’s process was adopted as a best practice in an environment where RPTs and IPTs are relatively frequent. Ostling has also chaired every Special Committee at Uralkali since 2011 which has adopted the process for all of its buybacks — even though they were not legally ITPs — as it’s been deemed the best way to provide shareholder and market transparency to such transactions.

Entrepreneurial Companies

  • DataLogix (Chairman Audit Committee and Remuneration and Positions Committee) Innolume gmbh (Chairman Audit Committee and Remunerations Committee)

  • Eastline (Domodedovo Airport) (Chairman Audit Committee and Remuneration Committee)

  • PromSvyazBank (Chairman Remuneration and Positions Committee, Member Audit Committee)

  • Brunswick Rail Management (Chairman of the Board, Chairman of Audit Committee, Chairman Remuneration Committee, Member Credit Committee; later served as CEO and General Director during company crisis)

  • Ostling joined the Board of SimpleFinance (backed by SBI from Japan) and Chairs the Audit Committee


Case study: DataLogix was a fast-growing, entrepreneurial big data company backed by General Catalyst, Sequel and IVP. Ostling was asked to serve as Chairman of the Audit and Remunerations committees. He worked closely with company leadership to  develop an enterprise risk management system, hire an internal auditor, develop improved controls and transition the company from a non-Big Four auditor to a Big Four. Along with the board and compensation consulting firm, he worked to tie the compensation and share programs into a more corporate ongoing KPI program. All of these efforts were aimed to prepare DataLogix for an IPO or a major strategic transaction. When the company’s scale and systems were primed, Ostling assisted the Chairman and CFO on the ‘dual track’ process that led to an extraordinarily successful sale to Oracle.

Nonprofit Companies

  • United Services Organization (‘The USO’) (Member World Board  of Governors, Chairman Audit Committee)

  • New York Better Business Bureau (Finance Committee)

  • Business Council for International Understanding (Audit Committee Chairman, Executive Vice President, Chairman of the Board, Vice Chairman) Transatlantic Council, Boy Scouts of America ( Executive Board Member, Vice President-Finance, Council President and currently Member of Executive Committee)


Case study: The American Boy Scout movement in Europe, the Middle East and Africa is closely tied to the presence of U.S. military families since WW II, as well as the growing expat community due to globalization. There are now 6000 U.S. Boy Scouts in this footprint. To more directly serve youth in the Boy Scout movement, Ostling left the USO Board. With the significantly changing demographics for U.S. military in Europe over the last 15 years, bases have closed and troop sizes reduced. Ostling led TAC through its financial crisis along with efforts to ensure the sustainability of the scouting movement in Europe, the Middle East and Africa.