CASE STUDY
Different backgrounds and viewpoints lead to better decisions and more resilient outcomes. have also shaped my leadership, sharpened my empathy for working parents and strengthened my commitment to a flexible, supportive environment where people can thrive both professionally and personally.
Supportive mentors and peers make all the difference. From the outset at KPMG, I was fortunate to have a strong mentor who encouraged me, challenged me and helped smooth the inevitable bumps. That experience informs how I lead; prioritising mentoring, sponsoring and helping colleagues realise their ambitions. While I’ m driven, I know leadership is a team sport, and success depends on earning trust and building a coalition of supporters. Having partners across the globe, including in KPMG Ireland who stand behind me, gave me the confidence to put myself forward for this role.
What is the most common strategic pitfall startups face, and how do you help them navigate it?
Supporting early-stage companies is invigorating. I love hearing about innovations and their real-world impact. While founders often need help with fundraising, regulatory, accounting and tax matters, what many need most is mentorship and a trusted adviser to translate ambition into an executable plan. The most common strategic pitfall I see is scaling before securing true product-market fit and disciplined unit economics. Chasing growth, features or new markets too early, reduces focus and drains cash.
Raising finance at the right time and on the right terms is critical; we help founders become investor-ready by sharpening the narrative and aligning their capital strategy to milestones, so funding supports execution. Equally, consistent mentoring and professional advice provide the trusted sounding board early-stage companies need through important inflection points, ensuring choices are evidence-led, compliant and create value.
What changes would you like to see in how countries support education, skills and entrepreneurship in the tech sector?
Countries should take a whole‐of‐education approach and embed digital and AI literacy from primary to third level education, fund continuous teacher upskilling and blend STEM with entrepreneurship, ethics and media literacy. I believe in expanding vocational pathways and paid apprenticeships, including in cybersecurity, data engineering and green tech to support lifelong learning.
In addition, I believe countries need to improve access to capital to support entrepreneurship through co‐investment, tax credits and grants, and make it easier for entrepreneurs to apply for these assistance programs.
It is vital to strengthen the ecosystem and attract and retain global talent via targeted visas and faster recognition of foreign qualifications, while reskilling local workers and addressing practical enablers such as infrastructure broadband, housing and childcare.
Every year, the caliber of companies showcased through the KPMG Global Tech Innovator competition highlights innovators redefining the frontiers of technology and their impact on the world, so it is essential we continue to support education, skills and entrepreneurship in the tech sector.
What advice would you offer to rising leaders who aspire to take on global roles in fast-moving sectors?
Go for it! Master the fundamentals and commit to relentless learning. Seek international experience, strengthen your global network and build strong relationships with industry stakeholders in your local market.
Currently, I serve on the Irish Board of The Ireland Funds and I’ m a member of the Steering Group of Scale Ireland. These roles keep me close to emerging trends and policy shifts and help me build trusted relationships and make high‐value introductions that benefit clients and contacts. •
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