Did you enjoy school?
For the most part, yes, I enjoyed school. I’ve always had a curious nature and a real love for learning, so I found most subjects genuinely interesting. For me, the classroom felt like a place full of possibilities. I completed my second-level education at 16, which is very young, and I was the first in my family to complete the Leaving Certificate (equivalent to A-Levels in the UK).
Maths was my favourite subject; it still is, actually. I enjoy the way it feels like solving a puzzle, with its own special language. I also liked art, as it gave me a creative outlet and a different way to express myself. My weakest subject was Irish – I struggled with languages in general, and Irish, not being phonetic, was especially tough for me.
Growing up in a deprived area meant there weren’t any opportunities to study advanced subjects, but I made the most of what was available. I was a very quiet and shy child, often keeping to myself, but this gave me the space to be curious and develop the resilience that has shaped many of my choices since.
What qualifications do you have?
Academically, I was a late bloomer. I went to university for the first time at the age of 33, following a serious road traffic accident three years earlier. My physical recovery was slow, and I really needed to keep myself busy and occupied so I seized the opportunity to study psychology. I completed my BA(Hons) in 2012 and then went straight on to a Higher Diploma in Mathematics. This is also known as a conversion course, where you study second and third year modules in one year. The next year I completed a similar conversion course in Statistics.
After that, I pursued a PhD in statistics, focusing on modelling uncertainty in recommender systems. When I returned to the workforce in 2018, I completed a Professional Diploma in Official Statistics for Policy Evaluation. Wanting to expand my knowledge further, I undertook an MSc in Cybersecurity Management, which I completed it in 2023.
In addition to my academic qualifications, I am a Certified Information Privacy Professional, Certified Information Privacy Manager and a Fellow of Information Privacy. Most recently, I have signed up for a course in Business Systems Analysis. I consider myself a lifelong learner and I am always looking for opportunities to grow my knowledge.
Has your career path been a smooth transition, a rocky road or a combination of both?
My career path has definitely been a combination of both smooth transitions and rocky roads. There have been periods where things seemed to fall into place, but also times when I faced significant challenges and very unexpected detours. For example, after the road accident, I had to completely rethink my future and start again. I had worked in multiple opticians before that as my children were still quite young. It wasn’t an easy decision to go to university as a mature student. When I got there, it was like I’d been bitten by the bug and everything was so interesting – hence the shift from psychology to mathematics and statistics, and later moving into areas like cybersecurity and data privacy. I even studied Spanish for a year, which to my surprise, I really enjoyed.
Returning to the workforce as another major adjustment. After twelve years out of work, I didn’t know what to expect, and I was entering a whole new area of work in the Central Statistics Office, Ireland’s National Statistics Institute. This was a completely different environment, and I had to manage my self-doubt while finishing off my PhD and supporting my sons, who were still very much dependent on me. Looking back, these experiences taught me resilience and the willingness to embrace change. This has stood to me over time, especially as I moved into new roles in the Health Service Executive (Ireland’s equivalent to the NHS) where I worked on Covid-19, and in my current role as director of data & technology in Coimisiún na Meán, Ireland’s media regulator.
What is the best career advice you can give to others?
The best career advice I can offer is to really focus on what matters to you – your goals, passions, and values. Try not to get distracted by noise or unnecessary drama. Stay curious and be open to new experiences, especially those that push you beyond your comfort zone. Some of my most valuable learnings and opportunities have come from trying something new, even if it feels daunting at first. Don’t be afraid to ask questions and knock down barriers, remember, knowledge is power.
It’s also important to help others along the way. Pay it forward by sharing what you have learned and supporting others on their journeys. Take the time to truly get to know your peers and team members, and really hear what they are saying, it makes a big difference in building strong relationships and getting things done. Trust me, it is incredibly rewarding, and you will also grow as a result.
Lastly, I have learned the importance of protecting your energy and not letting anyone take your power. For women, this is especially common and can have a real impact on career progression. The subtle ways we’re overlooked, interrupted, or second-guessed can add up. It’s not always easy to push back, but reclaiming your power is essential – not just for yourself, but for those who look to you for guidance.
If you had to pick one mentor, that had the biggest influence on you, who would it be?
I have been very fortunate and privileged to work with some incredible people over the years, so choosing just one mentor is difficult. If I had to pick one, it would be my line manager in the Central Statistics Office. Although we only worked together for a relatively short time, I learned so much from him and still seek his advice and guidance to this day.
He showed me genuine kindness and always made it clear that my well-being mattered more than any job. His authenticity and the way he treats others have shaped how I treat others in the workplace. He taught me the value of staying calm in high-pressure situations, and has a real gift for reading a room – knowing when to break awkward silences, but also when to speak quietly and let his words land with real impact. That’s a skill I’m still trying to master.
His mentorship encouraged me to trust my instincts, stand firm on my values, and keep perspective even when things felt overwhelming. The confidence and resilience I have today are in no small part thanks to his support. He remains a steady source of encouragement for me, and he’s one of the main reasons I am so committed to mentoring others myself.
From where do you draw inspiration?
I draw inspiration from both ideas and people. Reading is a big part of my life. I am especially interested in privacy, psychology, technology, and how these areas overlap. My PhD combined statistics, computer science, and psychology. You will also have noticed the theme of resilience in my answers, and I am drawn to books that reflect grit, determination, and life lessons. I find that exploring these topics helps me to better understand the world and my work. I’m fascinated by behavioural science and I’m always conscious of the different ways of thinking that can shape our interactions and decision-making.
But it is people who truly inspire me the most. I believe in the idea that ‘if you can see it, you can be it’. Seeing others achieve, overcome challenges, and lead with authenticity motives me to push myself and keep growing. Winning the Data Leader of the Year Award recently was overwhelming, but it was so important for me because I wanted to show girls coming up behind me that if I can do it, so can they.
Ultimately, I am driven by my desire to keep learning, to stay curious, to question assumptions, and to share my insights where I can.
What is the biggest challenge you have faced to date?
The biggest challenge I have faced in my professional career to date was during the Covid-19 pandemic. The sheer volume, urgency, and significance of the data we were handling made it so demanding. It was unlike anything I had experienced before. I was essentially on call every day, responsible for delivering accurate, real-time data to the Irish Government, the National Public Health Emergency Team, the Department of Health, and the public-facing data hub. The stakes where incredibly high, and the deadlines were relentless.
Technically, it was demanding. I wrote hundreds of lines of code across hundreds of scripts and developed numerous new methodologies to keep up with the evolving needs. But it wasn’t the technical side that was challenging. Supporting my small team was especially tough. They were overwhelmed and exhausted, often dealing with the emotional impact of seeing every confirmed case and outbreak, and the nursing home data was particularly heartbreaking. There were moments when I felt the impact personally, but as a leader, I had to carry those feelings quietly to support others.
Managing up was another layer of complexity. Even in the face of a national emergency, best practices and standards had to be maintained, which required constant communication and negotiation with senior leadership.
Balancing the relentless pressure to deliver critical information with the responsibility to look after my team’s wellbeing truly pushed my leadership skills to the limit. It was an intense and formative period, and I hope never to experience anything quite like it again.
What qualities do you feel makes a good leader?
For me, leadership starts with creating psychological safety – building an environment where people feel safe to share ideas, ask questions, make mistakes, and to try new things. I try to build flat teams where everyone is encouraged to provide guidance and feedback. I believe in giving people the space and autonomy to learn and stretch themselves. This breathes innovation and curiosity and empowers everyone to take initiative and contribute their ideas.
I believe a good leader is someone who actively encourages others to grow and develop, both personally and professionally. My philosophy has always been that my job as a leader is to support my staff so well that they feel confident and equipped to move on to even better opportunities when the time is right. I take pride in seeing people develop new skills, take on challenges, and ultimately outgrow their current roles, even if that means they leave my team for the next step in their careers.
I also think a good leader leads by example. Demonstrating integrity, resilience, and empathy in both good times and tough situations, sets the tone for the whole team. A good sense of humour always helps! It’s important to listen, to be approachable, and to genuinely care about the wellbeing and ambitions of your team. Importantly, I would never ask anyone to ignore or compromise their values for the sake of work. When people know they are supported and valued, they are more likely to thrive and achieve their full potential.
From a work viewpoint what has the last 12 months been like?
Where to start? It has truly been a whirlwind. Comisiún na Meán is less than three years old yet already serves as the Competent Authority for a range of novel pieces of legislation, including the Digital Services Act, Terrorist Content Online Regulation, Online Safety and Media Regulation, and soon the EU AI Act. These new regulations are still open to interpretation until tested by real cases, and they require us to consider both systemic and individual risk. This has made understanding and anticipating the data requirements of other divisions especially challenging.
Over the past year, I’ve established a new Data & Technology team and played a key role in supporting rapid organisational growth. When I joined, we had 50 staff, we’ll have just over 300 by the end of this year. I’ve sat on more interview panels than I can count, helping to shape the future of the organisation by bringing in new talent and perspectives.
Despite the obvious challenges around data architecture and tech stack, it has been incredibly rewarding. I have had the opportunity to learn new things (lots of complex legislation) and get to work with incredible and inspiring people every day. Being named Data Leader of the Year last month was a real honour. I’ve also focused on building a culture of collaboration and knowledge-sharing, launching the Data Champions Network and running monthly ‘Data Bytes’ lunch and learn sessions, which have featured fantastic presenters, including members of Ireland’s AI Advisory Council.
I am about to host the third ‘Data Journeys’ event, an initiative I started during my time in local government. This conference brings together public sector data professionals to share experiences and best practices, and it’s become a fantastic networking opportunity. It’s a great reminder that, in this field, we never need to reinvent the wheel – there is always something to learn from each other.
What would you say are the biggest tech-based challenges we face today?
I feel like everyone would give AI for their answer here as it is the hottest topic at the moment, especially agentic AI. I recently saw a meme on LinkedIn that summed it up perfectly: the AI enthusiasts and the AI doomers are in the same rowboat, both paddling in opposite directions. It’s a good reminder that the conversation about AI is rarely straightforward, and the reality probably lies somewhere between the two extremes.
For me, the real challenge isn’t the technology itself, but public literacy around technology and AI. While AI and digital tools are advancing rapidly, most people don’t have the knowledge or confidence to critically understand how these technologies work, how they impact their lives, or how to make informed decisions about them. There’s a clear gap between the pace of technological change and the public’s ability to keep up, which leaves many people vulnerable to misinformation, privacy risks, and missed opportunities.
AI and tech literacy isn’t just about knowing how to use new tools, it’s about understanding the social, ethical, and practical implications as well. Without this foundation, the conversation around technology becomes dominated by hype or fear, rather than thoughtful, informed debate. Plus, when everyone is suddenly an AI ‘expert’, it becomes even harder to know who to trust. If we want people to truly benefit from innovation, we need to prioritise education and support so everyone can engage confidently and responsibly with the digital world. That said, I don’t think the burden should be on the public to step up their knowledge alone – tech needs to do a much better job of communicating in clear, accessible ways.
What can be done to encourage more women into the industry?
I read a lot about women in leadership and women in tech, and the research consistently highlights some persistent challenges. One major issue is language and perception in the workplace. Studies show that women are less likely to use assertive language, and when they do, it’s often interpreted very differently compared to men. For example, women who speak authoritatively are frequently labelled as ‘bossy’ or ‘difficult’, while men using the same tone are seen as confident and strong leaders – same words, different judgments. This double standard can discourage women from speaking up or asserting themselves, and it actively undermines their leadership potential and career progression.
Negotiation is another challenge. Women are statistically less likely to negotiate their salaries, and it can be incredibly deflating to discover that male counterparts, or even male subordinates, are earning more for the same work. This isn’t just an issue in tech, it is widespread across many sectors. I can speak personally to this and assure you it was far from a pleasant experience.
Regardless of the industry, transparency is key. This means open conversations about pay, expectations, and advancement opportunities are essential to levelling the playing field. Organisations in both the private and public sector need to create environments where women feel empowered to use their voices, negotiate confidently, and know they’ll be judged fairly.
Equally important is the visibility of female tech leaders. When women can see others like themselves in senior roles, it reinforces the message that these opportunities are possible for them too, this goes back to my mantra, ‘if you can see it, you can be it’. Having more women in visible leadership positions not only inspires the next generation but also helps shift perceptions and expectations across the industry.
Give us a fact about you that most other people wouldn’t know.
I am a bit of a DIY enthusiast. When I was a stay-at-home mum, I even had a couple of news and magazine articles written about my projects and experiences. What can I say, I was always been a bit of a mould breaker.
