The EY Podcast

In this episode of the EY CEO Outlook Podcast, Brian Walsh, CEO of Vhi talks with host Richard Curran about leading Vhi, combining business with purpose, and the shift toward digital and community-based healthcare.The career path that Brian Walsh has travelled is testament to the early influence of his parents and childhood.  His mother worked in healthcare and his father in business, and Brian developed deep interest in both fields. These twin passions then converged in 2014 when Brian took a leadership role in Vhi, and today he is “really proud now to be in a role and with a business that marries both healthcare and business”. Being drawn to “travelling the path less travelled', Brian's career has spanned international roles across finance, telecommunications, and food industries, with experience in Hungary, Germany, and the United States. He became CEO of Vhi in 2021, having previously served as CFO. Keenly aware of the unique position that Vhi holds in Irish society, Brian is determined to keep the company purpose and values-led at its core, and to help its members to love longer and stronger and healthier lives. They also discuss:·       Brian's Career Journey: His early life, influence of his parents and global experience that led him to combine business and healthcare.·       Leading with Purpose: Brian talks about the organisation being extremely purpose led and values led. How these clear values help guide decisions and manage different stakeholder needs. ·       Changing Healthcare: How Vhi is using technology and community care to improve healthcare.·       Reinvesting in Membership: How the company reinvests all income to benefit members and improve services·       Brian's views on leadership and his advice for others in management. 

In this episode of the EY CFO Outlook podcast, Thelma O'Driscoll, CFO of the IRFU joins host Jonathan Healy to talk about her diverse career path, her passion for growing male and female rugby from the grassroots up, and how the role of CFO enables her to create a strong and sustainable financial foundation for the game.Thelma O'Driscoll's journey into the rugby world was not a direct one. Starting out in the family business, Thelma went on to work in various finance functions across computer manufacturing (Dell), telecommunications, and professional services. This diverse financial background has proven to be a solid foundation for her current role as CFO of the IRFU. And diversity has been a strong theme during Thelma's time in the male-dominated world of professional rugby. Having been the only female around the leadership table when she first joined in 2016, the organisation has since made huge strides, with 40% of the IRFU Union Committee now comprising female colleagues. Thelma is also very passionate about growing women's rugby and increasing investment in it. They also discuss:Financial Strategy - The IRFU is a not-for-profit organisation, meaning all revenue is reinvested into the game. Over half of the IRFU's €90m income is distributed to provinces, clubs and grassroots rugby.Challenges in Sports Finance - The IRFU's income varies in cycles, and careful management keeps national teams and grassroots rugby stable. Thelma explains why tough decisions are needed to invest wisely and control spending in order to maintain sustainability.Growing Women's Rugby - Women's rugby is experiencing rapid growth and the IRFU are committed to grow the game further and increase investment. This strategic plan includes decentralising the current model and moving to four contracted provincial women's teams. New sponsors like Goodfella's Pizza are investing in women's rugby, with more to come.The Future of Irish Rugby - At the moment Ireland is at the pinnacle of world rugby, but sustaining its position requires careful financial planning. With a debt-free model, Thelma's goal is to strengthen its finances with modern systems to support all levels of Irish rugby.

In this episode of the EY CEO Outlook podcast, Danny McCoy, CEO of Ibec, discusses with host Richard Curran his early influences, his approach to leadership, and his vision for Ireland's economy.Danny McCoy's career showcases a journey driven by a passion for economics and a deep understanding of Ireland's evolving socio-economic landscape. Growing up in Tuam, County Galway, during challenging economic times, he witnessed firsthand the effects of industrial decline and small business struggles, which shaped his interest in economics.After a successful academic and analytical career at institutions like the Central Bank, ESRI, and Oxford, Danny transitioned to a leadership role at Ibec, where he has championed Irish business and employers through times of economic uncertainty and growth.They also discuss:Background and Career Path: Danny grew up in Tuam and was influenced by the economic challenges of the 1970s and 80s. He was inspired by the role of economists and his love of business subjects, led him to study in Galway and future roles in the Central Bank, ESRI, and academia.Joining Ibec: Danny joined Ibec in 2005 and became CEO in 2009 during Ireland's economic recession. He worked hard to integrate the “business” aspect as a strong counterpart to the “employer” identity within Ibec.Leadership Challenges and Achievements: Danny was instrumental in turning around Ibec's finances, addressing a pension deficit which transformed Ibec into a sustainable organisation. Today, Ibec has a €50 million turnover organisation with 330 staff, 10 locations, and 39 brands. He was a strong advocate for optimism during Ireland's economic recovery in the late 2000s.Economic Views: He highlights the need to focus on real issues and long-term solutions, such as energy, infrastructure, and social policies. He controversially challenges the idea of a “cost of living crisis,” suggesting support should go to those who truly need it.Leadership Philosophy: Danny believes good leadership means making bold decisions, focusing on long-term goals, and prioritising lasting impact over short-term approval and follows the motto: "No good turn goes unpunished."Future Outlook: Danny emphasises challenges like housing, sustainable energy, and global economic shifts. And urges Ireland to use its resources wisely and plan responsibly for the future.

Aisling Kenny, CFO of SMBC Aviation Capital, has built a notable career in the aviation leasing sector. She started her career at EY, where she was involved in auditing various clients, including banks and leasing companies. She joined SMBC Aviation Capital (then RBS Aviation Capital) in 2012, initially as manager and head of finance. In 2022, she became the CFO. Ireland has established itself as a global centre for aircraft leasing with over 60% of the world's leased aircraft managed from Ireland.  Aisling discusses how Ireland became a hub for aircraft leasing and the growth of SMBC Aviation Capital, which now owns and manages over 1,000 aircraft, “every minute of the day, one aircraft takes off or lands around the world in our portfolio”. In this episode of the EY CFO Outlook podcast, Aisling Kenny, CFO of SMBC Aviation Capital joins host Jonathan Healy to talk about her career journey, the challenges and opportunities in the aviation leasing industry, and the sector's focus on sustainability and innovation.They also discuss:Challenges in Aviation Leasing: Despite disruptions like COVID-19 and the war in Russia, SMBC Aviation Capital has grown by focusing on high-demand aircraft and diversifying its portfolio. Sustainability in Aviation: Aisling highlights the need for fuel-efficient aircraft and Sustainable Aviation Fuel (SAF) to cut emissions, though capital investment may be required. Cultural Collaboration: Aisling speaks about the shared values of Ireland and Japan, with both being outward-looking and respectful of tradition, while striving for future growth. The Future of Aviation Leasing: Leased aircraft now make up 60%. Aisling predicts industry consolidation, with larger lessors leading. Graduate programs and apprenticeships are key to sustaining growth.

Niall Gleeson was 13 years old when he realised he wanted to be an engineer. Influenced by his grandfather, whose love of tinkering and ham radio sparked Niall's curiosity for how things worked, he developed a passion for taking things apart and understanding the mechanics behind them. After earning his engineering degree from Bolton Street College in Dublin, Niall began his career with General Electric in the United States, where he installed gas turbines and power plants. He went on to lead major infrastructure projects across the UK, and Asia before moving back to Ireland to work with Shanahan Engineering. In this episode of the EY CEO Outlook podcast, Niall Gleeson, Chief Executive Officer of Uisce Éireann, joins host Richard Curran to discuss the major challenges of managing Ireland's water infrastructure. Niall reflects on his career journey, the infrastructure issues facing the country, and his vision for the future of Uisce Éireann. They also discuss:-                 Infrastructure Challenges: €60 billion in investment is needed to bring Ireland's water infrastructure up to modern standards.-                 River Shannon to Dublin Pipeline: 50% of the population will benefit from it. A vital solution for ensuring water supply not only to Dublin but also to towns along the way.-                 Network Management: Ireland's 64,000 km water network had a leakage rate of 48-50%, now reduced to 31% in Dublin and 37% nationwide.-                 Leadership approach: The importance of active listening and giving people time to find their solutions.-                 Private vs Public Sector: difference between the sectors i.e taking on new tasks often means stopping old ones.-                 Community Focus: Uisce Éireann's vision is to deliver for communities.-                 Housing Crisis and Infrastructure Capacity: Currently, the system can support around 30,000 new homes per year, which may not be sufficient for future housing needs.-                 Water Conservation: Protecting Ireland's water resources and using them responsibly.

Alice Mansergh, a city girl with a love for the countryside, attended school in Dublin but spent her weekends on the family farm in Tipperary, where she enjoyed fruit picking and digging potatoes. After graduating from Trinity College Dublin with a degree in English and Irish literature, she took a year to travel around Ireland and worked on a novel that she admits remains unfinished and gathering dust - “It's gathering dust somewhere, and maybe I'll go back to it with a distance of time”. Her career took a different direction when she joined Google, spending 19 years rising from a startup role to leading Google Ads' UK operations, setting up an office in Hyderabad, India, and overseeing Google Chrome's marketing across Europe, the Middle East, and Africa. Now, as CEO of Tourism Ireland, she's using her experience to position Ireland as a top global tourism destination. In this episode of The EY Podcast: CEO Outlook Series, Alice Mansergh, the CEO of Tourism Ireland, joins host Richard Curran to discuss her journey from tech to the tourism world. Alice shares her vision for Tourism Ireland, the importance of sustainability, and how digital innovation plays a role in marketing Ireland to the world. They also discuss:-       Over-tourism - A headline of the summer across other destinations. -       Emerging world of the internet - “Reinventing the whole world of advertising, marketing and for consumers in e-commerce”.-       Marketing - both an art and a science-       Overseas tourism - It's all about increasing the value of overseas tourism to the island of Ireland and focusing on the regional/seasonal spread.-       Finding those hooks - ‘The home of Halloween' campaign.-       Digital innovation - “When those followers interact with us, when they comment or like what we're posting, that, of course, amplifies everything”.-       The hotel supply/accommodation crisis and new regulations.-       Screen Tourism - “We leverage off that in our marketing”.-       Sustainability - Making sense of every seat on every plane-       AI in marketing and tourism – how it is standard now on digital platforms that you would be using AI based tools.

When Paul Stapleton joined ESB over 33 years ago, it was a very different organisation to the one it is today. In the three decades since, Paul has held ten different roles within the company and has watched first-hand the transformation of its structure, mandate, and the nature of the role it plays in Ireland's economy and society.  Since its foundation, ESB has been critical to the running of households, businesses, and industry across Ireland. As such, it is one of the country's best-known brands and has been trusted by customers to “keep the lights” on throughout harsh weather and difficult economic times. For Paul, ESB's role now extends to being a leader in Ireland's transition to green energy, and every strategic decision the company makes today is geared towards delivering net zero carbon energy by 2040.  In this episode of The EY Podcast: CFO Outlook series, Paul Stapleton, CFO of ESB, tells host Jonathan Healy the fascinating story of his 33-year career in one of Ireland's best-known companies, what he has learned from the ten leadership positions he has held along the way, and the role that ESB is now playing in a greener future.  They also discuss:·       ESB's evolution over the last three decades and the key milestones along the way·       How the company navigated the challenges both of the Celtic Tiger and economic recession and the role he played during those times. ·       ESB's strong customer and public service ethos and how it has helped it successfully transition through new structures and identities. ·       The role of green bonds in financing renewable energy projects and the importance of collaboration with private investors and other industry players to achieve these goals.·       The advice he would give to his 18-yr old self 

Founded in 1981, Fexco is Ireland's most successful multinational financial and business solutions provider, operating in 29 countries and processing over €3bn in transactions annually. Yet, at heart, it is a family-owned business, proudly headquartered in Killorglin, Co Kerry, that values on curiosity, wellness and community impact.After almost 20 years working in the traditional banking sector, Anna Savage joined Fexco as Group CFO and immediately noticed the differences in the structures and culture that a family-owned business can bring. Anna was able to understand exactly why the company was set up, what the vision for the company is, and therefore what drives all of the decision making. That has empowered Anna to “make value added decisions for the company, but yet kept the ethos and the values that they see strong in place.”In this episode of The EY Podcast: CEO Outlook Series, Anna Savage, Group CFO of Fexco, joins host Jonathon Healy to talk about leading the finance function of one of Ireland's most iconic family businesses, innovating for the future while securing the present, and making a positive impact on the local community.They also discuss:·       The Fexco story and its evolution from a local foreign exchange service to a global financial services player.·       How strategic and carefully-nurtured partnerships have helped Fexco to scale internationally·       Fexco's investment into AI and how it is leading to the creation of new types of roles·       The critical importance of cybersecurity and Fexco's ‘three-pronged approach' to achieving it·       The company's target is to double, not just the value of the company over five years, but also its impact to the local community·       What Anna has learned about work-life balance, resilience and dealing with the unexpected

From the age of sixteen, Anne McCormack knew that she wanted to be a CEO. Having played golf at a high level throughout her childhood, Anne became concerned about the numbers of her peers that were leaving the sport, and realised that the only way to effect change was to hold a leadership position within the sport's representative organisation. This realisation was the first step in Anne's long and successful career in sports administration and leadership.  After several years working at a high level in golf administration, including the role of COO of Golf Ireland, Anne was appointed CEO of Hockey Ireland in 2023. With a strong belief in the power of sport and the positive impact that she can have in this role, Anne's vision for hockey includes raising its visibility and profile, increasing diversity and inclusion among the player base, and expanding the sport's revenue streams.  In this episode of The EY Podcast: CEO Outlook Series, Anne McCormack, CEO of Hockey Ireland, joins host Richard Curran to talk about her belief in the positive power of sport, her vision for the future of hockey, and why hard work trumps natural talent.  They also discuss: ·       The importance of learning from and collaborating with other sports organisations, such as the GAA·       The power of role models for increasing female participation in sport ·       What hitting bad golf shots has taught Anne about being an effective leader ·       Why understanding people's fear is key to getting them to buy in to your vision·       The entrepreneurs and leaders that Anne most admires 

It was a complaint about the quality of a mobile phone that ultimately set Barry Napier on the path to becoming one of Ireland's most successful technology entrepreneurs. The owner of the company to which Barry complained liked him, and offered him a job, and so began a lucrative career within the technology industry. But it was in 2011, when Barry discovered Cubic Telecom,  that everything changed, and after a twelve-year, rollercoaster journey at the helm of the company, Barry has just sold a majority stake in the business to Softbank, valuing it at over $1 billion. Cubic Telecom connects cars, tractors, motorbikes and trucks to online services, using 90 mobile network operator deals in over 190 countries around the world – “we can touch a car in Brazil from Dublin and we can fix problems.” The company connects over 480,000 cars every month and its technology is currently in around 10% of all cars globally. Yet Barry has ambitions to grow that to 40% on the back of Softbank's investment. In this episode of The EY Podcast: CEO Outlook series, Barry Napier of Cubic Telecom shares the incredible story of how a small Irish company became a major player in a global ecosystem, securing a majority-stake investment from the world's largest tech-focused investment fund. In conversation with Richard Curran, Napier reveals the personal sacrifices he made while building the company, what he has learned along the way, and what comes next... “it's only 51%. So there's still a bit of the story to go. So keep an eye out. I think it'll be a bit of fun.”They also discuss:·       Barry's colourful career before Cubic, including the story of buying the Irish operations of an international company, BrightPoint, building its turnover to €155m, and then selling the assets to DCC.·       Meeting Elon Musk and partnering up with Tesla.·       The “really hard” process of going out to raise significant investment for Cubic Telecom and what he learned from the experience. ·       How Covid caused revenues to collapse by 80% overnight – but also how the company avoided making any staff redundant and also creating an innovative new revenue model. ·       The first thing he bought himself just after earning a reported 100m.·       Convincing Qualcomm, the biggest chip manufacturer in the world, to invest in Cubic in 2011.·       How early investors made 32 times their initial investment, more than they would have earned by investing in Apple. 

It was the culture of Microsoft that first attracted Anne Sheehan to the company – “It's not about who's the cleverest person in the room. It's about who can be curious, who can learn, who can be creative”. Having spent over 20 years in the technology and telecom sectors working with companies like IBM and Vodafone, Anne has always chosen roles based on the “scale, breadth and depth” of the work to be done and the potential impact she could make for the company and its customers. So, when the opportunity came up to work with a leader in tech that was on an exciting AI journey and whose values aligned with hers, Anne “didn't blink” and accepted the role of General Manager, Microsoft Ireland.  Microsoft has a significant presence in Ireland. With over 4000 employees from 97 different nationalities working in roles spanning sales, finance, HR and engineering, the company is, as Anne describes it, like a “mini Seattle” in Dublin. AI is at the core of many of the company's current products and initiatives and Anne is very optimistic about the positive impact that this technology is going to have and the challenges it will help to tackle. And as Microsoft works to develop AI-driven products, it is also putting into place the necessary frameworks around privacy, security, safety, transparency, and accountability.    In this episode of the EY Podcast: CEO Outlook Series Anne Sheehan, General Manager of Microsoft Ireland speaks with host Richard Curran about the importance of curiosity, the opportunities that AI can bring and why she's never overthought her career. They also discuss: ·       Anne's professional experience with IBM and Vodafone and what she learned from the roles and culture. ·       Why she believes that Irish people are adept at helping to change companies for the better·       Responsible AI and how Microsoft is working to ensure guardrails are in place·       Anne's views on the role AI will play in the Irish education system and why we need to prepare now Anne's business mantra, and what she would like colleagues to say about her when she finishes her current role. 

Ten minutes into the first job interview, Wendy Chang Smith knew that Glanbia was the right fit for her. As someone for whom company culture, values and learning experiences are paramount, Wendy was bowled over by the “wisdom and experience” of the two colleagues on the panel and felt like she had known them for years – “ I was sold, I was ready to join this company.”But the idea of taking on the role of CFO of Glanbia Performance Nutrition was also very compelling from a business perspective. The company's main brand, Optimum Nutrition, has been around for over 35 years, is sold in more than 90 countries, and recently became Glanbia's first billion-dollar brand. Yet despite being the world's number one sports nutrition brand, its growth potential in major markets like the US is very significant, and this was a challenge that excited Wendy.In this episode of The EY Podcast: CFO Outlook Podcast, Wendy Chang Smith, CFO of Glanbia Performance Nutrition, joins Jonathan Healy to talk about working in some of the world's biggest multinationals, her vision for the future of sports nutrition, and why company culture is so important to her. They also discuss:· The three qualities of a highly effective business strategy· Why she believes that risk-taking is important for generating additional value for the company· Wendy's role as global sponsor for the Glanbia Women's ERG and why Diversity and Inclusion is so important to her· Glanbia's investment globally in Research & Development· Wendy's time working in with major multinationals including Amazon, Johnson and Johnson, Procter and Gamble, and Kellogg's.· Adapting to Irish weather and culture, and why an encounter with a dead jellyfish made Wendy and her family realise that moving to Ireland was the right decision !

On Mairead McCaul's first day in nursing college, her tutor said something that has always stayed with her: “when you're caring for a patient, you're in a privileged position and you should always treat them as if they were your mother or your father or your brother or sister or your child”. Mairead carried these words with her throughout her time in nursing and midwifery, working in sales in the laboratory diagnostics sector, and into the position she holds today as MD, Human Health, of one of Ireland's leading healthcare companies. MSD has been in Ireland for over 50-years and the company employs over 3000 colleagues across five different sites around Ireland. Mairead joined the company in 2007 and, having worked in various roles across the company, was promoted into her current role as well as that of Head of MSD Ireland's Country Leadership Team in 2020. She credits her progression largely to having “managers and a leadership team in MSD that saw something in me that I might not necessarily have seen in myself and really encouraged me to continue to progress.”In this episode of The EY Podcast: CEO Outlook Series, Mairead McCaul, MD of MSD Ireland Human Heath & Country Leader shares the story of her remarkable journey through the healthcare industry in Ireland. In conversation with host Richard Curran, she talks about growing up on a farm in rural Ireland, her various roles in the healthcare sector, and her vision for the future of patient care. They also discuss:·       The huge significance and impact of the pharma industry in Ireland.·       Personalised medicine – what it is and its role in the future of healthcare. ·       Mairead's leadership style and why she like to always challenge the status quo.·       Why some medicines manufactured in Ireland are not available to Irish patients, and Mairead's work on increasing their availability and affordability.  ·       The advice she would give to other business leaders just starting out in the role. 

Carol Phelan has always loved numbers. Growing up on a farm, she understood how the numbers she was learning in school related to the business of the farm and how it scaled. Accountancy was one of her Leaving Cert subjects, but, for Carol, “accountancy was a set of tools that I wanted to work in Business rather than accountancy as the end in and of itself.”Carol spent the first six years of her career as a consultant , auditing and advising client companies. However this work increasingly led her to “be the person” and become fully involved in the running of a business: “I was walking away from it at the point they were about to go and live and breathe the consequences of their decision, whether it was a new investment or whatever that might be”.And so began Carol's career on the frontlines of business, leading to her current role as CFO of Dalata Hotel Group, which operates Ireland's largest hotel brands, Clayton and Maldron, and is now rapidly growing its presence across the UK and Europe.In this episode of The EY CFO Outlook podcast, Carol Phelan, CFO of Dalata Hotel Group chats with Jonathon Healy about her love of business, people and company culture, and her role in helping to grow Dalata Group revenues to a record €500m last year. They also discuss:- Dalata's successful decentralised model, where the teams in the group's hotels are empowered to run them as if they are their own, presenting their strategy at a group level annually.- How Dalata and its leadership and teams navigated the challenges of Covid-19 and related lockdowns.- Dalata's success in achieving 50/50 gender parity across its board and executive team.- Why financial success all starts with hiring the right people, treating them fairly, and building a great company culture.- Dalata's rapid expansion across the UK and Europe.

Growing up on a small farm in Tipperary taught Leo Clancy a lot about entrepreneurship. From an early age he understood how to assess the business's performance in any given year, how to make a profit on tight margins, and, crucially, he learned to “dig in and get the work done that needs to be done and make things happen”. Today, Clancy leads an organisation that supports companies all over Ireland to start, grow, innovate and win export sales in global markets. Enterprise Ireland client companies employ almost 220,000 people and are responsible for €32 billion in exports, compared with €8bn in 1998. Clancy credits this success primarily to the businesses that have built the export base, but also to his colleagues in Enterprise Ireland that have helped them to scale internationally for over 25-years.  “The most important thing for me in my role is that weserve our clients well and that we keep our eye on the economic prize thatresults from that, which is jobs and economic investment and impact here inIreland.” In this episode of The EY Podcast, CEO Outlook Series, LeoClancy of Enterprise Ireland joins host Richard Curran to talk about his loveof entrepreneurship, problem-solving, and leadership and how all three combineto support his mission to help Irish companies to become global leaders intheir field. They also discuss: · Clancy's background in Electronic Engineering and how itled to a love of problem solving.  · The many factors that make Ireland so attractive tomultinational companies, including language, talent, and stability.  · Enterprise Ireland's role in encouraging greater levels of entrepreneurshipamong women and those in their 20s.  · Why he was a ‘reluctant leader' and how straight-talkingand honesty have ‘liberated' him.  · Clancy's vision for advancing the cause of industry inIreland and creating a stronger Irish enterprise base as a result. 

In this episode of The EY Podcast: CEO Outlook Series, Deirdre Mortell, CEO of Rethink Ireland, joins host Richard Curran to talk about her passion for social change, the power of people to make positive impact, her vision for a better Ireland, and how this role is helping her to achieve it.From an early age, Deirdre Mortell wanted to ‘change the world'. A very active participant in student politics, Mortell left UCC with a Masters in Women's Studies but with no clear sense of what came next and “sort of fell into the non-profit sector and particularly into fundraising”. Today, she leads one of Ireland's largest social innovation funds, with almost €100m raised and 400 innovations backed.Rethink Ireland was created by the Irish government following the last economic crash with the aim of restimulating philanthropy during the recession. Having built high-performance teams for non-profits such as Oxfam, Barnardos and Headstrong, and co-founding The One Foundation with Declan Ryan, Mortell was appointed CEO of Rethink in 2014. Her mission is not just to fund the organisations tackling Ireland's critical social issues, it's also to transform the entire culture of fundraising and philanthropy in Ireland.They also discuss:· The most common “demoralising” myths about the non-profit sector· The culture of philanthropy in Ireland (‘D' grade, must try harder) and how Rethink Ireland is helping to improve it· Mortell's experience in student politics and setting up the political party, The Women's Alliance· Creating The One Foundation with Declan Ryan and what they managed to achieve in 10 years.· Rethink Ireland's manifesto 2030 – a vision for the Ireland we want to live in

In this episode of the EY CFO Outlook podcast, Ken Bowles of Smurfit Kappa Group discusses the Irish packaging company's recent merger announcement and what it means for their growth.  Also, as he approaches almost 30 years with the company, he talks about why people are at the heart of a successful business and how Smurfit Kappa's focus on sustainability now means the same box is used 25 times. 

In this episode of the EY CFO Outlook podcast, Tom Hickey of mining company Kenmare Resources chats to host Jonathan Healy about becoming a CFO at the young age of 31, the importance of storytelling in business, his love of the natural resources sector and how ESG is at the heart of Kenmare's operations in Mozambique.     

In this episode of The EY Podcast: CEO Outlook series, Conor Galvin tells host Richard Curran about his unconventional journey to the position of CEO of Dairygold and his long term strategic ambitions for the company. He also shares his unique insights into the current challenges and opportunities facing the food production sector.When Conor Galvin became CEO of Dairygold in January 2022, it was a period of great volatility and uncertainty. The company's energy bills had soared by 800% due to rising gas prices and the war in Ukraine. Galvin managed, not only to steer the company through this difficult period, but to oversee a record turnover of €1.65bn, an increase of over 40% from the previous year. Growing up on a dairy farm gave Galvin a deep understanding of all aspects of the food production industry and an appreciation for the work involved and the pressures experienced by the whole supply chain. That, combined with later qualifications in science and accountancy, have helped him to build a vision for the future of Dairygold, including new building opportunities in the health and nutrition spaces.They also discuss:· Galvin's education and career experience leading up to Dairygold and what he learned at each step along the way.· Environmental sustainability and food production – what Ireland does well, where it can improve, and the role that new technologies are playing.· People management and trying to balance achieving consensus with the imperatives of getting the job done.· Galvin's focus on long term value and how he tries to balance the needs of the company today with that of the future.· The leader that had the most impact on his career and why.

In this episode of The EY Podcast: CEO Outlook Series, Jim Bergin, CEO of Tirlán, tells host Richard Curran the story of his 30-year journey to the top of one of Ireland's best-known indigenous companies. Jim leads Tirlán during a very significant time for the company, with a recent restructuring from plc to cooperative, the creation of a new investment fund, and record farmgate prices.Coming from a farming family in Co Kilkenny, Jim Bergin has always understood the language of farmers, the pressures they face, and the values of the farming community. This knowledge has served him well throughout his lengthy career in the agri-food sector. He recently guided Glanbia Co-op as it transitioned to full control of the Glanbia Ireland dairy and grains business and it unveiled a new identity, ‘Tirlán'.As Ireland's largest farmer-owned food and nutrition business, Tirlán has a diverse portfolio of leading ingredients, consumer and agri brands, including Avonmore, Kilmeaden, Wexford, and GAIN Animal Nutrition. With a network of 11 high-tech processing facilities, 52 agri-retail branches, and over 11,000 members, the farmer-owned cooperative holds a very important position in the Irish economy. A recent Economic Impact Study by EY showed that Tirlán generated total economic activity of €5.5 billion in 2022. Moreover, it supports over 19,200 direct and indirect jobs spread throughout operations in 17 counties.They also discuss: How Jim's childhood as the only son of a small farmer still helps him to carry out his role successfully today. The differences and similarities between plc and cooperative company structures and his recent experience of changing Glanbia plc into Tirlán cooperative. The future of farming – reducing the national herd, incentivising increased biodiversity, and how new technologies will drive greater productivity. How Tirlán is adapting to cater for increasing demand for plant-based products. How Ireland can become less vulnerable to an unpredictable geo-political environment.     

In this episode of The EY CEO Outlook Podcast Series, Enda McMahon of Blackrock Asset Management Ireland, joins host Richard Curran to talk about his journey from the public sector, where he worked with Ireland's C&AG and Financial Regulator, to his current leadership position with the world's largest asset manager, and the valuable lessons he has learned along the way. Blackrock is the world's largest asset manager with approximately $8 trillion in assets under management. The company's purpose is to help more and more people experience financial well-being. For Enda McMahon, CEO of Blackrock's Irish operations, a core part of the mission is to empower people to have ‘dignity in retirement'.  Enda not only has a professional background in compliance and regulation, he has a passion for it. For him, trust is at the heart of a properly functioning financial system and his career has always involved making sure that ‘people are doing the right thing, backed with integrity'.  They discuss: ·        Enda's experience of moving from the public into the private sector, and how this required him to become less ‘purist' around compliance.  ·        The importance of building strong relationships based on trust between financial services companies and regulators, and how that is achieved. ·        The power of active listening and understanding the position and priorities of stakeholders.  ·        How and why Blackrock has repositioned all of its products towards sustainability, and why customers need to be protected against ‘green washing'. ·        Blackrock's ongoing journey to becoming a more diverse and inclusive organisation. 

With clients in over 100 countries and a global team of 105,000+, CBRE is one of the world's leading commercial real estate services & investment companies. As MD of CBRE's Irish operations, Myles Clarke has a bird's-eye view of Ireland's current and future commercial activity, FDI footprint, and the nature of the post-covid workplace. He is also plugged-in to the incredibly fast-changing importance of environmental sustainability and clients' demand for highly efficient commercial properties.  In this episode of The EY CEO Outlook podcast Myles Clarke joins host Richard Curran to talk about his ambitions for CBREIreland, what the commercial real estate market can reveal about a country'seconomy, and his leadership style. They also discuss: ·       The changing nature of FDI in Ireland – increasingdiversification and decreasing reliance on tech and on being fully based inDublin.   ·       The future of retail and balancing ‘bricks and mortar' withan online presence.  ·       Why Myles and his family decided to move from London andsettle in the small village of Fanore, Co Clare.  ·       The power of keeping things simple and why clients and customers value it somuch.  ·       His leadership style – being thoughtful, delegating correctly, and speaking one'smind.  

Sara Venning was appointed CEO of Northern Irish Water in 2014. A love of hard work, solving problems, and improving systems and processes attracted Sara to an industry that is ‘always on', such as a public utility. It is a sector with its own unique challenges, and Sara thrives on finding a way through them.  These challenges include competing for funding from the same pot that education and healthcare also draw from, finding a solution to Northern Ireland's above-average water wastage, and the pressure of reaching net zero status.   They also discuss:  How Sara fell in love with improving processes and driving efficiencies at a young age while working in the family business.  Weathering the ‘big freeze' of 2010 and dealing with the fallout of less-than-optimum customer communications at the time.  Why STEM subjects are still attracting such low levels of female students.  The challenge of trying to convince householders to use less water.  As Northern Ireland's biggest user of energy, how the company plans to reach net zero in terms of energy-use by 2030. 

In this episode of The EY CFO Outlook Podcast, TJ Kelly, Group CFO of Origin Enterprises, tells host Vincent Wall the remarkable story of a career spent in the finance function of some of the world's most iconic companies. He shares the lessons he has learned along the way, from people management and investor relations, to strategic international expansion and building a brand.Growing up in the family business in Co Kilkenny, TJ Kelly learned the basics of commerce from a very young age. His favourite subjects in school were Business and Accounting and he went on to train as a chartered account immediately after completing the Leaving Cert. So began a career in finance that has spanned some of the best-known and most successful companies in Ireland and the US, including General Electric (GE), Microsoft, Glanbia and Hostelworld. With each role, TJ learned an invaluable lesson – from Treasury management and raising equity during highly turbulent times, to effective communication with investors and the power of branding. Each string added to his bow led Kelly closer to the senior role he holds today, as Group CFO and Executive Director of Origin Enterprises. Having spent many years in senior roles with Glanbia, joining Origin - another big player in the Agri sector - felt “like putting on an old pair of shoes”. Despite having a deep familiarity with the sector, it is one in a state of flux, and Kelly's key priorities now centre on the sustainable use of land, yield optimisation, ensuring security of global food supply, and playing a key role in emerging Nature Economy.TJ and Vincent also discuss:·       Working in Microsoft at a time of incredible innovation, including the launch of the Xbox and Windows XP·       GE's Jack Welch and his infamous people management style ·       The future of Farming and driving innovation in the sector. ·       How he maintains contact and communication with the finance teams across the whole group·       The experience of trying to raise capital for Hostelworld during Covid-related lockdowns·       The leaders he most admires. 

In this episode of The EY CEO Outlook podcast series, Dominic MacSorley tells host Richard Curran the remarkable story of a career spent finding hope in despair, travelling the world to care for the survivors of crises, and running an organisation with over 4500 staff across 25 countries. Dominic MacSorley's first role with Concern Worldwide was a baptism of fire. Posted to the Thai-Cambodian border aged 26, Dominic thought he would be building a school in a quiet village; rather he ended up deep in a conflict zone, working in vast camps that housed over 350,000 refugees. Here, he learned an early lesson – that an organisation like Concern does not just provide people living in these conditions with education and healthcare, but also  with a valuable feeling of protection – “it's not just what you do, it's the fact that you're there”.  Since then, MacSorley has led the organisation's emergency responses to some of the world's most serious humanitarian crises, in countries including Rwanda, Kosovo, Afghanistan, Darfur, the Democratic Republic of the Congo, and Haiti. In 2013, MacSorley became CEO of Concern Worldwide. Such a long career in such a challenging field, he explains, relies on the ability to see past the awfulness of the situation, to the potential of what it can become.   They also talk about: How he and his team narrowly escaped detention by Saddam Hussein's forces The importance of hiring the right people – “‘we don't control the situations we're in, but we do control the quality of staff we put in there“ His experience working through the aftermath of the Rwandan genocide and watching that country become safer and more developed than he ever could have expected.  The mindset required to thrive in a role such as his, and his constant struggle to achieve a work-life balance.  The importance of fundraising and corporate partnerships to ensure Concern Worldwide can provide immediate relief in emergency situations  

“I think we have a real opportunity here for Ireland to be the shining example of how a health system could be delivered.” In this episode of The EY CEO Outlook podcast series, Bill Maher, Group CEO of the Bon Secours Heath System, tells host Richard Curran the story of his journey from Ireland to the UK and back again, what he has learned about world-class healthcare delivery along the way, and his vision for Ireland as a shining light in patient care.Bill Maher has high hopes for Ireland's health system. Having spent over 30 years working in healthcare leadership roles both in Ireland and the UK, Maher is clear about why Ireland's current system is not working to its fullest potential, and what needs to be done to fix it. One of the priorities, he believes, is to ‘declare war on waiting' – specifically, hospital waiting lists, which Maher believes can be solved with ‘ruthless efficiency' and a ‘zero-tolerance' approach.  Maher's optimism for Ireland's health system is part-based on the twenty-plus years he spent in management roles in the UK's NHS. While not a perfect system, he believes that some of its structures and processes could be borrowed and successfully applied to the HSE. However, as Group CEO of the Bon Secours Heath System – Ireland's largest private healthcare provider - Maher is in a position to apply many of those learnings in his current role; and the result are showing, with group revenues, staff numbers and quality of care all growing sharply since he took the position.  They also discuss: ·        Bon Secours' not-for-profit financial structure and the policy of investing everything back into staff, facilities, and patients.   ·        Maher's leadership and communication style and how he ensures that all 3500 of his team members feel purpose-driven and appreciated.  ·        What getting up at 4.30am every day has helped him to achieve.  ·        What Star Trek's Captain Kirk and Richard Branson have taught him about powerful leadership  

In this episode of The EY CEO Outlook podcast, Jason Ward, MD of Dell Technologies Ireland, tells host Richard Curran about his personal and professional journey to the top of one of Ireland's most significant companies, his priorities for the role, and how Dell is leading digital, IT, security, and workplace transformation. .......................The story of Dell in Ireland is a fascinating one. Founded by Michael Dell in 1984, the company opened its Irish operations six years later, and quickly became one of the country's most significant employers and exporters. The economic recession saw Dell cut 1900 jobs in Limerick in 2009, but in the intervening years Ireland has grown to become one of Dell's key strategic hubs, providing high value client solutions and a world class lab.  Jason Ward has been a key player in this transformation and evolution of Dell. Having held several leadership positions in the company, Ward was appointed Vice President and Managing Director, Dell Technologies Ireland in 2020. He now leads a workforce of 5000 people across three locations in Ireland, and is part of a global leadership team driving forward the next chapter in Dell's continuous evolution.  They also discuss: How Michael Dell's drive for growth and transformation has created a dynamic company culture of continuous change, agility, and progression.  The sophistication of modern day cyber criminals, and how most companies don't understand how to recover from cyberattacks (attacks which happen every eleven seconds). The rise of the ‘co-bots – robots that work in partnership with people and that help free humans up to do higher value, more meaningful tasks. Ward's admiration for Elon Musk – when people say it can't be done, Musk finds a way to do it. Data as the new oil, and how to protect mission-critical information. 

In 2008, Mainstream Renewable Power was born out of a belief that renewable energy would become a mainstream asset class. At the time, renewable power was not as popular or investable as it is today, but the company founders had a vision that it would soon become ‘front and centre' to how we live our lives, and backed themselves accordingly. Today, Mainstream is valued at over 2bn, employs 500 staff, and it is eyeing a potential IPO. Central to this success story is Group CFO, Paul Corrigan. Having joined the company in 2008 in a corporate finance function, Corrigan succeeded in continually raising capital throughout a very challenging period when money was scarce and expensive. Moreover, Mainstream's strategy of investing in emerging markets around the world ruled out many risk-averse investors. However, the company's long-term play is now bearing fruit, attracting the attention of two major investors, Aker Horizons and Mitsui & Co, who between them now own over 80% of the business.   In this episode of The EY CFO Outlook podcast, Mainstream Renewable Power Group CFO, Paul Corrigan, tells host Vincent Wall the remarkable story of how an Irish start-up scaled rapidly to become one of the world's first pure-play renewable energy majors. They also discuss:  Eddie O'Connor's original vision for the company, how he got his team and investors on board, and Paul's admiration for O'Connor's entrepreneurial drive.  Why the company has focussed on emerging markets and less-developed countries, and the advantages of that strategy. The game-changing deal that put Mainstream in control of its own destiny. How the company and Paul's role have changed following investment from Aker Horizons and Mitsui & Co. Becoming CFO in 2020, and negotiating major investments in the new role, fully remotely.  The factors and considerations around a potential IPO.  

“I became obsessed by the creativity of the business world” In this episode of The EY CEO Outlook podcast series, Deborah Kelleher tells host Richard Curran the story of her childhood love of music, her rise to the highest levels of musicianship and academia, and subsequent transition to business and leadership in the Royal Irish Academy of Music. Deborah Kelleher started playing piano at the age of seven and so began a devotion to music that was to dominate her formative years. Coming from a highly musical family, Deborah was surrounded by the people and structures that helped her to excel as a pianist and, for her, the future was clear - “I became so immersed in the music and the life that I couldn't imagine doing anything else”. However, Deborah began to realise that the skills she had built in the world of music were highly transferrable to that of business and leadership – lateral thinking, problem-solving, creativity and discipline. And so, after completing a ‘game-changing' MBA, Deborah joined the Royal Irish Academy of Music, and has been Director of the organisation since 2010.  They discuss: The difficulty of taking on a leadership role at the height of the recession in 2010 and how Deborah navigated early challenges around redundancies and funding. If the film Whiplash is an accurate depiction of modern musical tuition.  The importance of prioritising one's personal best. Deborah's vision for the RIAM. 

In this episode of the EY CFO Outlook podcast series, NTR plc CFO Marie Joyce tells host Vincent Wall the story of her rise through the ranks of companies including Arthur Anderson, Elan, and Irish Broadband, to her current role, securing a green future with NTR plc.Established in 1978 to build Ireland's first toll bridge, NTR plc has been investing in sustainable infrastructure since 1999. Solely focussed on investments in onshore wind, solar, and battery storage, the company now manages 1bn of capital in clean energy projects across 45 sites in 6 European countries.  As NTR plc's CFO, Marie Joyce's role includes designing funds that are attractive to investors, raising debt alongside that equity, building the assets on time and on budget, and ultimately delivering on promises and expectations. Alongside the company's energy projects, Marie believes that one of NTR plc's key assets is its reputation. Indeed, it was the company culture that first attracted her to join: “entrepreneurial partnership, direct, honest, very straight, what you see is what you get; which our investors, employees, and stakeholders really appreciate”. Vincent and Marie also discuss: ·       The valuable lessons she learned about sales and negotiation during one of the most difficult times of her career ·       The immense volatility in energy infrastructure costs and the price of power, and the challenges it is presenting.  ·       The importance of having systems that turn ‘too much information' into something useful and actionable.  ·       Her advice to other CFOs – “keep the personal touch and develop relationships”.

In this episode of The EY CEO Outlook podcast series, Averil Power of the Irish Cancer Society tells host Richard Curran about her unconventional childhood, her love of business and law, and the successful career she enjoyed in politics; and how they all came together to make her a highly driven and impactful leader in the non-profit sector.  “A huge privilege that I'm so grateful to have”. Despite many years working in the world of politics, Averil Power always seemed destined for leadership in the charity sector. As a student, she was one of the few people in a class of 150 to specialise in non-profit management in her business degree, seeking to understand how corporate strategy could help her to advance social change.   Averil joined the Irish Cancer Society as CEO during a difficult time – fundraising income was falling, services were being cut, and staff morale was low. And the immense challenges presented by Covid were yet to come. However, by going back to basics, motivating people behind a shared purpose, and clearly showing the team and doners the impact they were having on cancer patients and their families, things have dramatically turned around for the organisation. Fundraising is increasing, morale is up, and the ICS was recently ranked as one of the best employers in Ireland.   Richard and Averil also discuss: ·        What the charity sector can learn from the corporate world – and vice versa. ·        Why gender diversity in business is not just the right thing to do, but makes for better business. ·        Averil's determination to be open about her background and sexuality, so that people understand that their differences will not hold them back. ·        The importance of purpose – knowing your ‘why'. ·        The highs and lows of a career in politics. 

In the world of social media, what is being said about your business can make or break you. How you access these insights in a timely manner makes all the difference. In 2009, when Twitter was still relatively unknown and Instagram was not yet born, Stephen O'Leary spotted an opportunity and started to build a company to do just that – give businesses an ear to the ground on social media.“With no savings, no plan, no experience in running a business, I decided the need exists, there is a gap, I'm going to give this a go” And so Olytico was born – an online news media and social media monitoring and analysis company that aims to help people make better informed decisions. After a slow and difficult start, the company started to scale incredibly quickly in line with the popularity of social networks like Twitter, Facebook, Instagram, and the many others that have launched in the last decade.   In this episode of The EY CEO Outlook Podcast series, Stephen O'Leary tells host Richard Curran how he transitioned from journalism, software sales and business development, to eventually founding his own company, Olytico. They also discuss:  ·        What Elon Musk's move to buy Twitter means for the company and its users.  ·        Forthcoming regulation of social media companies and how it might change them ·        What he learned about the kind of salesperson he was, and why that led him to him start his own company.  ·        The future of anonymity and content moderation on social media platforms ·        Becoming the youngest ever president of Dublin Chamber of Commerce in 2023 

In this episode of The EY CEO Outlook series, EPS Global CEO Colin Lynch tells host Richard Curran the story of scaling internationally without external equity, making personal sacrifices to keep EPS Global afloat, and his plans to grow the company three-fold by 2025.For a company like EPS Global, it is a remarkably busy time to be in business. Founded in Ireland in 1999, EPS Global is a distributor of specialised IT components and semiconductors used in high-growth areas including data storage, cloud and the Internet of Things (IoT). Today, the company has annual sales of €100m, locations across 23 countries, and a plan to scale even further on the back of unprecedented demand for its services.Driving that growth is co-founder and CEO, Colin Lynch. An electrical engineer by training, Lynch spent 20-years as the company's Business Development Director, expanding its global reach as far as China and building highly successful relationships with major brands including Alibaba, Google, and Bosch. Today, as CEO, he has a vision for further growth through external equity, M&A, and a possible IPO. They also discuss:Taking over the role of CEO after 20 years as Business Development Director – how he approached the new role and his priorities for the businessGlobal shortages of electrical components during a time of great demand, and the opportunities thereinThe future of business travel and client relations in a post-Covid business worldCreating a company culture based on trustHis experience in the EY Entrepreneur of the Year programme.

In this episode of the EY CEO Outlook series, Mark Rose Burke joins host Richard Curran to share her vision for Dublin city, her views on how to most effectively drive forward the changes required, and the top priorities and challenges facing business leaders in 2021 and 2022.There has been a lot of debate in recent years about the role that large cities will play in the how we work, live and play, particularly in a post-Covid landscape. As CEO of Dublin's largest and most influential business group, representing over 1,300 companies, Mary Rose Burke has a very clear vision for how Ireland's capital city should develop in order to make it a place where businesses and residents can thrive, and visitors enjoy spending time.  Originally from Co. Galway, Mary Rose joined Dublin Chamber as CEO in 2016 and has led the organisation throughout a period of great change for business and for large cities alike.  They also discuss: ·         Mary Rose's experience and belief  in policy as a driver for real change ·         The fundamentals that make a city successful, and Dublin's unique selling points. ·         The huge potential for growth within Dublin's canal cordon. ·         Achieving the right balance of regional and Dublin-focussed development.  ·         Mary Rose's leadership approach – “The measure of a good parish priest is how many bishops he creates”.  

Economic Eye host Richard Curran talks to EY Ireland Chief Economist, Neil Gibson, about current key economic indicators and the impact they are having on business across the entire country. In this episode, Neil outlines the findings of the Economic Eye Winter 2021 Forecast: ‘How people, prices, and planet will shape the all-island forecast'Topics include:· Why the all-Ireland economy is in far better health than expected as 2021 draws to a close· The growing need for more specific, targeted supports for those hardest hit in the pandemic· Inflation - the factors driving low inflation in recent years and why this is changing· Will interest rates hold steady or start to rise sooner rather than expected?· Why ‘purposeful growth' has become the goal for policymakers, citizens, and business leaders alike.· How to balance financial growth and sustainability

When Francesca McDonagh joined Bank of Ireland as CEO in 2017, it was with a “mandate for change”. It was the only Irish bank to have repaid the taxpayer for its support during the financial crisis, and now there were new priorities. Francesca was tasked with widespread reform of BOI's culture, systems, and business model. The opportunity, not just to transform Bank of Ireland but also to help change the banking sector in Ireland, is one that McDonagh not only relishes, but views as “a duty”. Implementing widespread transformation has involved some tough decisions. However, one thing that McDonagh intends to maintain and evolve is the “personal touch” when it comes to customer relationships, particularly during their journey through the bigger decisions in life such as buying a home a car, or planning for retirement. Richard and Francesca also discuss: ·         Bank of Ireland's massive pivot to digital, the closure of branches and the future of day to day banking·         Francesca's views on the residential property market and the mortgage system in Ireland·         The future of banking and competing with the new specialist providers entering the Irish market·         Why the normalisation of the State and Sector relationship is important as Irish banks increasingly compete for talent across Europe·          Francesca's family background and personal views on hard work, resilience, and the benefits of diversity. 

In this episode of the EY CFO Outlook podcast series, Group CFO for Open Orphan, Leo Toole tells host Vincent Wall about how a highly specialised approach to clinical trials is proving very successful for a young Irish company. He also describes how he is helping Open Orphan to “control [its] own destiny…by driving sustainable performance, profit, and cashflow”. Open Orphan is a Clinical Research Organisation (CRO) with a difference. While most CROs recruit people who are already infected with a disease for their trials, Open Orphan takes healthy patients, gives them the infection, and then runs the trial. This model, according to the company's CFO Leo Toole, allows them “to get better data sooner, better drugs sooner, [and therefore] better outcomes sooner for patients”.  As a result, the clinical and operation risks for Open Orphan's partners are radically reduced. And, with big pharma currently investing heavily in infectious disease programmes, this young company is now growing rapidly and is already profitable. Leo and Vincent also discuss; ·         The world-first COVID 19 trial which Open Orphan is delivering is delivering on behalf of the British government  ·         Leo's views on the mindset of a successful CFO·         Leveraging technology to increase efficiency and drive productivity ·         The importance of developing a strong communication profile with investors  What Leo has learned about avoiding ‘analysis paralysis' from Open Orphan's dynamic co-founder, Cathal Friel. 

It is an interesting time to be overseeing the management and evolution of Ireland's public transport network. Not only has the pandemic dramatically reduced passenger numbers on trains, trams, buses and taxis, at least temporarily, but the rapid move towards environmentally sustainable modes of transport is also introducing new and interesting challenges. As CEO of the National Transport Authority (NTA), Anne Graham is tasked with helping to develop solutions for these challenges and others, while also creating strategies to build the public transport system of the future. In this episode of the EY CEO Outlook Podcast, Anne Graham tells host Richard Curran the story of her rise through the public service to the role she holds today, and her vision for the public transport system of tomorrow. They discuss:·         The challenge of providing public transport in rural areas, and how residential planning must play a role. ·         The planned electrification of the bus fleet, battery range, and future technology·         How to encourage more women into engineering·         Why the NTAs mission around sustainability is helping drive talent recruitment ·         The concept of ‘mobility as a service' and making one ticket allow access to several modes of transport  

In this episode of the EY  CFO Outlook podcast series, Andy Cronin tells host Vincent Wall the story of a Avolon's remarkable growth from Dublin start-up to a world leader in aircraft leasing in just a few short years. They discuss:·         How Andy, an engineer, became the co-founder and CFO of an aircraft leasing company·         The story of Avolon's IPO and his experience of running the finance function of a public company versus a private one·         Raising capital and how Avolon has achieved a credit rating on a par with major banks·         Environmental sustainability and why Avolon is investing heavily in electric ‘flying taxis'  ·         Why Ireland enjoys a ‘monopoly position' in the aircraft leasing sector·         Why data pays a critical role in Avolon's success. 

In this episode of The EY CEO Outlook podcast, ICON CEO Steve Cutler tells host Richard Curran the story of ICON's rise from Irish start-up to global leader in a challenging and competitive field, and his role in that journey. A former Australian rugby international, Cutler sees many similarities between playing on the pitch and leading a contract research organisation  (both are competitive “contact sports”), and he describes how his former career has influenced the style and success of his leadership approach.

In this episode of the EY CFO Outlook podcast, Kenmare Resources Finance Director, Tony McCuskey tells host, Vincent Wall the compelling story of an Irish company's rise to the top of the exploration industry. It is a journey involving hostile environments, working with local governments and communities , maintaining relationships with partners and shareholders, and personal resilience.“We didn't have any physical assets, what we had was a dream”. When Tony McCluskey joined Kenmare Resources in 1991 it was still a relatively small Irish exploration company. Today it is one of the world's leading producers of titanium materials and zircon, quoted on the London stock exchange, and with a market capitalisation of £500 million.  The story of how Kenmare Resources has grown into what it is today is a fascinating one, but it has not been without its crisis points. Commodity prices can rise and fall sharply, and Kenmare Resources almost fell into the hands of new owners during a particularly rocky period. Leading the company's finance function throughout that time, McCluskey clearly remembers the determination, perseverance, and support that saved them.They also talk about:·       Tony's upbringing in Co. Kilkenny and why he always wanted to be part of a business·       His experience working in rural Mozambique·       The dramatic collapse in mineral prices that almost led to the loss of the company to new owners·       The importance of benefiting the community in which you run operate – funding schools, hospitals and agricultural programmes·       His key priorities as CFO. 

As a young science graduate, Audrey Derveloy's goal was to have a positive impact on society. Now, as a leader of a global medicines company during a world-wide pandemic, that dream is being realised.  Novartis employs 1,400 people in Ireland, and the company uses innovative science and digital technologies to create transformative treatments in areas of great medical need such as Cardiology, Oncology and Immunology. Having spent several years in leadership roles at Novartis in France, Audrey was offered the role of General Manager and Country President of Novartis Ireland in early 2020, just before the COVID-19 pandemic began.  In this episode of The EY CEO Outlook Podcast, Audrey Derveloy, General Manager of Novartis Ireland, tells host Richard Curran about her aspirations as a young medical student, her lifelong love of science, moving her family to Ireland to run Novartis' operations there, and her vision for the future of medicine.They also discuss: ·        Why COVID-19 is a valuable opportunity to build trust in the Pharma sector ·        Novartis' footprint in Ireland and what kind of medicines it makes in this country ·        Why the future of Pharma lies in intelligent data ·        Audrey's views on improving Irelands' Pharma regulatory landscape  ·        Why the State may need to collaborate more with the pharma sector to develop innovative medicines. 

In this episode of The EY CEO Outlook Podcast, Noel Keeley, CEO of Musgrave Group, tells host Richard Curran about his rise to the top of Ireland's number one grocer, his views on consumer behaviour and how they are changing, and why Musgrave Group's company values are so important to the group's success.___________________________________________For Noel Keeley, CEO of Musgrave Group, the basics of retailing are simple: “Give people what they want, when they want it, at a price they're willing to pay”. And while so much has changed in retail, particularly as a result of COVID-19, Keeley believes that this fundamental approach will never change.  It was a lesson that he learned as a teenager while working for a number of years in his local supermarket in Tullamore, Co. Offaly. And despite at the time having no intention to continue his career in the retail sector, today Keeley finds himself running the country's leading supermarket, SuperValu, applying that same simple approach.  They also discuss: ·    How Musgrave Group, an indigenous family-run organisation, successfully competed against the international multiples ·    Balancing consumers' desire for quality locally-sourced food but at an affordable price ·    Keeley's views on out-of-town retail development and why he wants to bring shops to people, not people to shops ·     His vision for the store of the future – experiences, solutions over products, and theatre ·     Overcoming the challenges of Brexit.  

“Like anyone with ambition you're always looking for the next move”. Michael Rice's career has been punctuated by a series of very significant phone calls, each of them offering him the chance to work in a dynamic new company and environment. And, crucially, every role was a stepping stone to the one that Michael holds today – CFO of Glenveagh Properties. Having worked for some of Ireland's leading entrepreneurs and companies, including Dermot Desmond and Kingspan, Michael Rice was drawn to Glenveagh as it gave him the opportunity to put his own stamp on the role and direction of the business. At the time Glenveagh was a new entity but one that, like Michael, had great ambitions. There was also a potential IPO on the horizon. Looking back on the decision Michael describes it as “a calculated risk, but one that certainly paid off”.In this episode of The EY CFO Outlook podcast, Michael Rice talks to host Vincent Wall about his journey to the position of CFO of publicly-listed Glenveagh Properties, his views on the future of the Irish housing market, and what drives him to succeed. They also discuss:·         His experience of working directly with some of Ireland's leading CEOs and CFOs·         Executing an IPO and maintaining good investor relations. ·         Why IT Security keeps him awake at night ·         The CEO CFO relationship and why it is critical ·         The advice he would give to other CFOs.

What issues are top of mind for the CEOs of Ireland's leading organisations? This is the question that the EY CEO Imperatives study set out to answer, and the results are revealed in this episode of The EY CEO Outlook podcast series.305 CEOs of the Forbes Global 2000 were surveyed about their perspectives on the DNA of the future enterprise, and the findings provide a fascinating insight into how the Covid-19 pandemic has rearranged and changed the priority list for business leaders.In this podcast, EY Ireland Head of Markets, Graham Reid, discusses the survey results with host Richard Curran, covering areas including:· The rise of purpose and empathy as a highly-valued characteristic in senior leaders.· Intangible value – what it is, and why so many CEOs value it so highly?· Why the hybrid work model is the future.· Mitigating digital risk while building trust and security.· Building Sustainability into all areas of the business, and why that is a rewarding long term play.

Mark Garvey became Group CFO of Glanbia in 2013, a time of significant change for the company. It was rapidly transitioning into a global performance nutrition and ingredients business, with acquisitions and joint ventures forming a core part of this successful diversification and expansion strategy.   However, in 2019 Glanbia hit a ‘speed bump' in its performance nutrition business, requiring an adjustment to expectations of profit and the deployment of an extensive transformation programme. A year later, COVID-19 hit and, again, a new strategy was required. As Group CFO, Mark was a core part of the team driving Glanbia's strategic reaction to both events, and he has witnessed the positive results first-hand.  In this episode of The EY CFO Outlook podcast, Mark Garvey talks to host Vincent Wall about the fascinating transformation of Glanbia from a dairy processing business to a global performance nutrition and ingredients giant. Employing over 7,600 team members across 34 countries, Glanbia truly is an Irish success story, and this interview reveals many of the driving factors behind its success. Mark and Vincent also discuss: The changing consumer and how COVID-19 has led to a greater focus on health and wellness, and why that is significant for Glanbia The proliferation of data and how it is being used to understand customer psychology and behaviour The importance of good investor relations – communication and reassurance in difficult times How the role of CFO has changed and expanded, and the qualities of an effective CFO Glanbia's target of achieving Net Zero Carbon by 2050. 

Economic Eye podcast host Richard Curran talks to EY Ireland Chief Economist, Neil Gibson, about current key economic indicators and the impact they are having on business across the entire country. In this episode, Neil outlines the findings of the Economic Eye Spring 2021 Forecast: ‘Recovery – but at what price?'. Topics include:Two economies at either end of the growth charts in 2020Similar labour market disruptionA spending surge is comingThe sustained period of low-price inflation may be overTough times ahead for policymakersA new era of investment is on the horizon

Steve Bowcott had effectively retired when he got the call about the role of CEO at John Sisk & Son Ltd. Having worked in PLCs for most of his career, Bowcott was intrigued by the idea of working for a private, family-owned company, with a long history and a clear purpose.  Now, almost six years after taking up the role, Steve finds himself steering John Sisk & Son Ltd. through what is arguably one of the more challenging periods in its 160 history. The COVID-19 lockdown has been tough on the construction industry, particularly in Ireland. Having overseen John Sisk & Son Ltd.'s involvement in some of the most iconic construction projects in Ireland, the UK, and Europe, Bowcott must now ensure that the company has the labour, materials, and regulations in place to deliver on the company's next set of major projects.  In this episode of The EY CEO Outlook Podcast, Steve Bowcott tells host Richard Curran about his journey to the top of the construction industry, the leadership skills he has developed working both in PLCs and private companies, and views on the future of residential and commercial property construction. They also talk about: Steve's upbringing in a working class mining family in the Welsh valleys. The highlight's of his 40-year career working at the most senior levels of the construction industry, and what he has learned from itHis views on the Irish culture and approach to business, and how that has shaped his leadership styleThe John Sisk & Son Ltd. company values of  Care, Integrity and Excellence and how they are applied in very practical ways to improve safety, mental health, and gender balance within the industryThe CEO he most admires, his business mantra, and how he would like to be remembered as a leader.  

With 6000 forest properties nationwide, totalling over one million acres of land, Coillte has been a very visible presence in Ireland since its formation in 1989. But in recent months Coillte-owned forests have become a lot more familiar to a lot more people, attracting over 2.2m visitors between March and December 2020. Coillte CEO, Imelda Hurley, is proud to be providing such a vital outlet for people during difficult Covid restrictions.  While Imelda Hurley's love of the outdoors was one of the factors that attracted her to the position, it was the opportunity to play a central role in Ireland's sustainability and climate action journey that she found most compelling. As the custodian of over 7% of the country's land base, Hurley is clear about the role that Coillte must now play in enabling green energy on its estate, and is already putting projects into play to help Ireland meet its 2030 climate targets. In this episode of The EY CEO Outlook Podcast, Coillte CEO Imelda Hurley speaks to host Richard Curran about her vision for this ever-evolving commercial semi-state company. Having taken up the role just months before Covid-19 hit the country, Imelda's tenure of Coillte has been an interesting journey to date, and one that is about to become even more so. They talk about:•Coillte's footprint in Ireland and its three high potential businesses – Forestry, Land Solutions, and Medite Smartply.•The company's role in generating wind energy and a major joint-venture with the ESB aiming to deliver one gigawatt of power by 2030.•Being a female leader in an industry perceived to be predominantly led by men.•Imelda's time working in China and why she learned about the country and culture. •Her love of the outdoors and experience climbing some of the world's highest peaks. 

Managing the finances of any organisation is challenging at the best of times, but when that organisation is the Health Service Executive, and the country is in the midst of a pandemic, the role of CFO takes on a whole new meaning.  Stephen Mulvany is acutely aware that the HSE and the services it provides touches the lives of every citizen in the country. As such, his position as CFO is particularly high-profile, requiring an impeccable approach to accountability and transparency, and an ability to deal with the pressures of public opinion. However, he believes that one “could not expect anything less in a democracy”.    In this episode of The EY CFO Outlook Podcast, HSE CFO Stephen Mulvany talks to host Vincent Wall about his role in securing, managing and accounting for the largest health budget in the history of the State. They discuss: The relationship between the HSE and the Department of Health – a strong partnership, forged over many years, with some ‘healthy tensions' His pride about the major investment being made in community care and why this strategy is so important The HSE position as largest property holder in the State, maintaining over two thousand buildings across the country The modernisation and integration of the HSE's financial system His admiration for Nelson Mandela.  

“I have been challenged over the last 35 years to be someone I'm not, and I've stood firm. That means you have to show vulnerability...to show people who you really are and what you stand for. And when you do that, your team will follow.” Leadership is something that Cathriona Hallahan does not take lightly. Keenly aware that it is a position of great privilege, she has spent a lot of time thinking about, and working on, the kind of leader she wants to be. The performance of Microsoft Ireland, and the role it has played in the Irish economy, is testament to the approach Hallahan has developed.  Cathriona Hallahan joined Microsoft Ireland in 1986 as employee number twenty four, becoming Managing Director in 2013. In the thirty five years since Microsoft Ireland established, the company has spent almost €4.5bn in the Irish economy, donated over €100m in software to charities, and grown its employee count to over 2500. In this episode of The EY CEO Outlook Podcast Series, the outgoing Microsoft Ireland MD talks to Richard Curran about her fascinating journey to the top of one of the country's most significant multinational technology companies. They discuss: Ireland as a world-class hub for FDI companies Why remote work will unleash vast new opportunities for talent acquisition Ireland's digital transformation journey and the role that lifelong learning will play in making it a success Female entrepreneurship Caitriona's plans and ambitions for after Microsoft.