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You studied software development and computer science in the early 2000s. What initially sparked your interest in this field?
At school, I had no clear idea what I wanted to study. I thought about science, but I didn’t have enough subjects to pursue it at university level. My dad got university brochures from CIT and UCC, and I applied for several computer science courses. I received a CIT offer through the CAO, but then a new course in software development, combining networking and communications technology, was advertised in The Irish Times, and I was intrigued.
During the summer between my Leaving Cert and my first year of college, I worked in electronics manufacturing, soldering components into circuit boards on a production line. That gave me the chance to meet people with technical knowledge and ask questions. I sought advice from Pat Buckley, a senior digital engineer. He recommended the networking course, saying it was the future. The course also covered core software skills, electronics, networking, and telecommunication. His advice changed my career trajectory.
Surprisingly, my class was 50-50 male and female, which was very unusual for that time. I think it helped that the course was new; many of us were encouraged to pursue it by someone else, though rarely by other women. I only remember one female lecturer during my undergraduate degree.
Even in my master’s course in electronic engineering, there were a good number of women, which, again, was unusual. But later in my career, things changed. 
That’s really interesting. Many of the other women in our Powering Progress series experienced gender imbalances in their classrooms from the very beginning. Given that your early experiences were different, when did you first start noticing those disparities in the industry, and how did that realisation shape your perspective on career progression and leadership?
Yeah, it was different for me. My classroom experience didn’t highlight gender imbalances, and my first IT job (work experience during my college course) at Motorola was similar. There were plenty of women in leadership roles there. It wasn’t until later in my career that I noticed gender disparities, both in numbers and in the types of roles men and women occupied and how they changed over time. I started to notice plenty of female engineers who were recent grads and fewer chartered engineers, fewer still managers and directors.
Did that mindset influence your approach to working in diverse teams or leadership?
It did. I learned early on that you can aspire to the qualities of great leaders regardless of gender, race, or culture. While representation is important because it helps you see yourself in those roles, I don’t believe we should let the lack of diversity hold us back.
You can pick traits you admire and aspire to them, no matter who the leader is. But of course, the more diversity we have, the easier it is to find those relatable qualities. It’s about balance – both recognising what’s missing and finding ways to thrive in the current environment.
You mentioned earlier that your technical skills were sometimes questioned. Did those moments feel like barriers to your career progression? Looking back, do you think having access to mentors or broader networks earlier on would have made a difference?
Reflecting on it now, I didn’t encounter much of that in the early stages of my career. That said, I think my career path might have been slightly different if I had access to trusted mentors or broader networks at the time. I spent many of my early years working in smaller businesses in Cork, where opportunities for mentorship were limited.
Later in my career, I started encountering female leaders. It was, and continues to be, very inspiring. It gives me a sense of what is still possible. I didn’t know back then to actively look for that kind of support. Now, with over 20 years of experience, I actively seek out women leaders and networks. It’s transformative, both in terms of professional development and personal growth. I intentionally gravitate towards these networks now because I see their value so clearly.
Are these mentors and networks mostly inside your organisation or external groups?
My career has evolved across three main tracks: software development, project management, and, more recently, consulting. Early on, there wasn’t the same level of support in smaller, Cork-based companies. The difference was striking when I transitioned into global organisations like Accenture and IBM. These companies deeply understand the value of diversity in leadership and decision-making; it’s palpable. Within these organisations, I actively sought out mentors and role models and expanded my search externally.
In recent years, I have identified mentors both within and outside my organisation. Having that mix is incredibly valuable. External mentors provide fresh perspectives and help you see challenges and opportunities outside the context of your immediate work environment. I have recently joined the LEAD network, Leading Executives Advancing Diversity, focused on retail and consumer goods industries. LEAD runs events and mentoring for programs that highlight issues and suggest means to address diversity gaps.
One approach I recommend, and something I practise myself, is:
For example, over the course of a year, I might approach five or six different people for advice on various challenges, some short-term, others long-term. These could include someone within your organisation, someone from outside, a lifelong friend, a junior colleague, and a senior leader even those in adjacent industries. Each of these voices adds a unique layer of insight.
It’s also important to reflect on the feedback you receive. This diversity of input not only helps with self-awareness but also equips you to navigate your career with a well-rounded perspective. Relying on just one mentor, especially over a long time, won’t give you the breadth of insight you need to grow. A mix of mentors fosters balanced, informed decision-making, and that’s invaluable for charting your career path forward.
A lot of your work is project-based, which can be incredibly busy and demanding. Have you ever struggled between caring for yourself personally and pushing forward professionally? How do you manage that, and what advice would you give others trying to juggle it all?
I like to think I can do it all, but I can’t and admitting that has been tough. When I’m deep in demanding projects, something always gives. For me, it’s exercise. It starts with skipping one day, then another, until I convince myself I never needed it. That’s when alarm bells should ring, but I’ve had to relearn this lesson a few times. My advice to myself: don’t skip the exercise routine.
Fitting exercise into my schedule is a constant challenge with a busy travel schedule. I remind myself how vital exercise is – for my health, oxygenating my brain, and clearing my mind. Fresh air can transform how effective I feel during the day. While I’d love to say I’ve mastered it, I haven’t. I’m always learning.
Balancing family is an entirely different challenge. Work and exercise are constants; you need them for focus and mental health. But family? That’s ever-changing. Kids grow, needs evolve, and dynamics shift. There’s no one-size-fits-all. Flexibility is key: finish work at a reasonable hour, share meals, and make time for meaningful conversations.
For now, I’m just adapting and making space for what matters.
Making time for growing skills is essential, especially in technology. The latest things are AI and quantum computing, and the pace of change will never slow. Learning how to stay relevant is an important talent to acquire early in a tech career, I think. Then choosing what courses and learning to achieve every single year!
How do you see ESG principles and sustainability shaping the future of business transformation?
The responsibility for sustainability has increasingly moved into financial teams, with a greater emphasis on structured, mandatory ESG reporting. This shift is beneficial because it requires companies to evaluate and address their impact systematically. However, the real challenge lies in turning those reports into actionable insights. It’s not enough to produce a report and keep leadership informed; companies need to act on the findings, address the sustainability gaps, and enhance resilience in a rapidly changing world.
There are two key dynamics at play here. First, the speed of mandatory reporting requirements is increasing, necessitating robust IT systems to manage the data and adapt to changes in materiality. However, technology is only a tool—it’s critical that senior leaders act upon insights from these systems. Technology can make many gains in efficiency, and the reporting requirements can be eased with the right technology. AI can play a role.
Governments and industry leaders need to plan for a more disrupted future. This is especially relevant for infrastructure, utilities, and food production.
The real challenge for organisations is balancing sustainability with other priorities while pushing for collective action in industries. Issues like biodiversity loss, water quality, and climate resilience aren’t just environmental concerns; they’re fundamental to the future of every business. These problems require industries to step up, act collectively, and move the needle in a meaningful way.