EY CFO Outlook: Building strong financial foundations for professional rugby with Thelma O’Driscoll, CFO, IRFU

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.