"UCD Smurfit School put me on the career path that I wanted to be on. I had obtained an undergraduate Law Degree but wanted to pursue a career in a business setting. The MSc in Management provided the platform for me to begin my first steps into the commercial sphere. The masters taught me how to identify and solve business problems in local and international settings. It enhanced my interpersonal and communication skills, skills that are now an important part of my day-to-day working life. There was a huge focus on teamwork and I enjoyed the opportunity to work with people from different cultures and varying backgrounds. The knowledge you attain at UCD Smurfit School is not left at the gates of Carysfort, it is something you take with you and can bring to any corner of the world. I currently work for Irish Distillers as their Jameson Brand Ambassador in Oslo, Norway."

Tell us a bit about your education and early career

I went to UCD to do a BComm followed by a master’s in accounting at the Smurfit Business School. From there I joined Arthur Andersen from the milk round. Just before joining, I questioned if financial audit was the direction I really wanted, but the partner who recruited me offered me the opportunity to work in technology risk alongside mainstream financial audit. It turned out to be a great choice that paved the road for me to go into broader operational rather than pure financial roles.

After three years, I qualified with Andersen in Dublin. I had itchy feet and my then boyfriend (now husband) and I decided we wanted some overseas experience. He also worked in financial services and had an opportunity in New York. I was able to move there with Andersen.

It was an experience of two halves, because it was bisected by 9/11. For my first engagement with Andersen, I was working with Goldman Sachs on Wall Street and my office overlooked the South Street Seaport. I couldn’t believe I was being paid to be there! Our apartment looked across at the Twin Towers and the Empire State Building and it was an amazing experience. In the second year, 9/11 occurred which was incredibly traumatic for New York. And then Arthur Andersen collapsed following the Enron scandal.

That was an inflection point for my husband and me. We had the option to go back to Dublin but London seemed right – it was still a big financial centre and was just 45 minutes from home. Like so many Irish people, we said “We’ll give it two years”, which was 15 years ago now! I joined Barclays and spent 13 years there in a range of roles. The first five years were in the investment bank and then i moved into wealth management in 2007. For the last three years I was chief of staff to the group general counsel. My roles covered risk, technology and legal, as well as a finance element.

Tell us about your most recent roles

I had started to become quite passionately engaged in Barclays’ citizenship agenda and wanted to seek out a non-executive director position in a charity to bolster that interest. I was introduced to Save the Children and they contacted me to say they had a much more pressing need - they needed an interim chief operating officer.

I convinced Barclays to second me to Save the Children for nine months. When that period ended, I was asked to stay in a permanent capacity. I stayed there for two and a half years during a hectic, rewarding period as we devised the strategy for the organisation out to 2030 and built platforms in finance, HR and IT to make the organisation fit for the future. I feel very proud of my contribution during that time.

Although I had a broad operational background, I found my first COO role challenging – the range of disciplines that are needed is so wide. I wondered why, in contrast to the CEO or CFO role, so little had been written about the role of COO to help prepare new leaders. I had an aspiration at the back of my mind to write a book and thought if I didn’t do it now, I’ll never do it. So I decided to take a few months to commit all I had learned to paper.

For the early part of the year I was absolutely focused on the book. I treated it like a job and was at my desk at 08.30 each morning, writing, reading, researching and checking references. The e-book launched at the beginning of July and I have been delighted with how it has been received. I even got a message from a CEO of a university in Senegal telling me how much it had helped her! Now the paperback is out, and a consultancy even wants to turn my content into a training course, which is hugely exciting.

How would you describe your leadership style?

Delivery with humanity. You can have a relentless focus on execution, but temper it by caring about your people, their goals and their lives. When I moved from a hard-driving City financial services environment to a not-for-profit organisation, I realised the traditional levers of influence like money and promotion no longer worked – you had to win people over with your vision and engage them in a dialogue to foster genuine buy-in.

What motivates you?

Joining up social good with private sector drive to make change in the world. In Save the Children, we incubated a number of new organisations and I find it really interesting to have the start-up accelerator mentality in a humanitarian organisation. I’m very interested in the idea of taking the accelerator approach and applying it to some of the world’s biggest problems.

Who or what has influenced or inspired you?

Irish people speaking out on the global stage is very inspiring. Whether it’s Mary Robinson on human rights, Clare Gilmartin (CEO of Trainline.com) in the tech and business world, Pamela Murphy (Infor COO) thriving in Silicon Valley, or Andrew Scott treading the boards in the West End and doing Shakespeare in an unadulterated Irish accent. I love how we Irish punch above our weight as a nation.

What do you feel has been your biggest achievement to date and are there any failures you’d like to share?

My book is obviously an achievement I’m proud of. Other big achievements include my two and a half years helping Save the Children UK define its strategy for the next 15 years, and also seeing the impact we have on the ground, and helping Barclays launch its citizenship agenda, putting social good at the core of what it’s about.

Equally, I’ve witnessed some tumultuous times – the collapse of Andersen was a key moment. On a personal level, I wish I had spent more time on the people elements of change in Save the Children – there was such a lot of change going on and people needed more support and guidance to help them embrace new initiatives such as agile working.

What are your tips and advice for success?

It’s all about the relationships. I was quite transactional and maniacally execution-focused in my earlier career. Now, I understand it’s the relationships that persist. Maya Angelou said: “People will forget what you said. People will forget what you did. But people will never forget how you made them feel.” That’s a really important lesson.

Any plans for the future that you want to share?

After 20 years of hard-driving work, I am really enjoying the interlude of stepping back and writing my book. However, I’m not done yet! I’m looking forward to getting back into an operational role – but only for the right opportunity.

What are your main interests outside work?

Apart from running around after kids? I have picked up surfing late in life. I’m bad but I love it. That and yoga. My husband and I still love to travel when we can. Fortunately our kids are excellent travellers too.

Insight Track

How important is your UCD alumni network to you?

Thanks to David O’Reilly and the team in London, I have recently become reacquainted with the alumni network in London and I have genuinely enjoyed it.

Tell us one thing that most people don’t know about you

I sing in a choir – it’s one of the best diversions for the brain.

What’s the last play you went to that you loved?

Andrew Scott playing Hamlet.

What team do you support?

We live around the corner from Crystal Palace football ground, so they’re our team now!

What is your favourite place in the world to visit and why?

Still New York. Standing in the centre of Grand Central Station is my favourite place in the world.

Where do you go to completely unwind?

The beach! Brittas Bay at home and West Wittering in the UK.

What’s the best thing about living in London?

The freshness – something new is always happening. That and Borough Market. And Shoreditch. And the theatres and restaurants. I could go on…

What charities or causes are closest to your heart?

Save the Children – obviously! And I’m now a trustee of Child’s I Foundation – a wonderful charity, run by an English woman and based in Uganda, whose mission is to get children out of orphanages and back into loving families.

Jennifer Geary’s book How to be a Chief Operating Officer is now available in paperback on Amazon.

Focused on maximising his time and talents, Dónal O’Sullivan completed his apprenticeship at KPMG in 2012 and is now mergers and acquisitions director at Eli Global, where he is responsible for all non-US M&A activity in a dynamic and rapidly expanding group that now comprises over 40 independent business units.

Tell us a bit about your educational background

I started off in Coláiste Eoin, where I learnt everything through Irish, and then went to UCD to study economics and finance. After that, I went to UCD Smurfit School, primarily because I graduated in 2008 during the financial crisis, so there were very few roles available within what I wanted to do. My sister had been working in KPMG and suggested that I follow her route. Luckily KPMG sponsored me to do the masters of accounting programme and I had one of the best years of my life in there!

What were your first few jobs?

Part of the deal with KPMG is that you sign to work with them for three years, which was a really good apprenticeship.

My time there opened my eyes to real world commerce and real business. I started getting really involved and interested in mergers and acquisitions. Whenever I opened a newspaper, it was the first thing I read about. I realised very quickly it was exactly what I wanted to get into. After my apprenticeship I went to London in 2012 and tried to break into the scene there.

I only actually ended up in London for two weeks because soon after I arrived I heard there was an M&A role going in Raglan Capital, a very niche, boutique corporate finance provider in Dublin. Luckily enough, I got the job and worked in Raglan Capital under Cathal Friel’s watchful eye, learning a significant amount from him.

I was predominantly working on M&A mandates, usually selling great Irish businesses to international buyers. The types of businesses we dealt with and advised from a corporate finance perspective were very varied, and included a lot of technology businesses. That really opened my eyes towards the world of technology and hence where I am today.

And what is your current role?

I’ve been with Eli Global for three years now and it’s been a fantastic opportunity and a great business to work for. They’re very dynamic in the way they think about things. They came to me and said: Here’s a blank piece of paper – go create some havoc.

I had been with Raglan Capital for just over a year. We had been getting more involved in the oil and gas business and I felt more interested in advising technology businesses on mergers and acquisitions or different corporate finance type mandates. Having been offered the opportunity to really put a stamp on something and make it my own by the guys in Eli Global, I couldn’t turn it down.

Over the past three years, I’ve completed 10 acquisitions of highly synergistic businesses within our existing group, which has resulted in a very successful business that now employs close to 300 in Ireland and the UK. So, it’s a fantastic story having been the first person outside of the US representing our business. I’m very proud of that.

Clanwilliam Group was established in September 2014 by myself and Howard Beggs, the CEO of Helix Health, and also Greg Lindberg, chairman of Eli Global, to effect the transactions we completed on the same day, which were Helix Health and Socrates Healthcare.

Eli Global is the majority shareholder of the Clanwilliam Group.

What does your role involve now?

I have many hats as I think all leaders in organisations need to have. My main focus is working with my international M&A team (which currently comprises 14 M&A professionals based in Ireland, the UK, across Europe and Australia) to execute highly strategic acquisitions on behalf of different CEOs within the Eli Global group. We identify good solid businesses that will be around for a long time (our business has a 30 year long-term growth plan), inform them as to the benefits of joining our group of entrepreneurs, and negotiate terms to ensure a successful outcome for both Eli Global and the sellers on a worldwide basis.

The second part of my role is growing the Clanwilliam Group, both organically – dealing with each of the management teams in driving strategies that will assist us from a marketing, product innovation and customer service perspective – and also through acquisition. We’ve just completed a number of acquisitions that are highly synergistic within the Clanwilliam Group alone, and we are currently in the midst of a number of others as well. So it’s quite an exciting time and we look forward to the next stage of our expansion, in Ireland, the UK and further afield.

Tell us a bit about your leadership style

I think it’s evolving all the time. I’m continuously learning and making mistakes and I think that’s the only way to realise what kind of leader you are and to grow internally. At this point in time, I would say it’s more of a trust approach, whereas previously with different teams in the organisation I have been more hands-on on a day-to-day basis. But having been involved with them now for over two years, I’m stepping back more and more and trusting them and empowering others to make their own mistakes and to learn from those mistakes.

It’s very important in coaching and mentoring different employees and members of staff to keep them engaged and interested in what they’re doing. The second people lose interest or aren’t really keen on what they’re doing is the first time you really see a big difference in their output. I really do try to put people in positions that are outside of their comfort zone and to give them the responsibility of making decisions that have a big impact on the outcome of our work. I think that’s the best way to learn.

Do you have a business or life philosophy?

I very much focus on the good parts of life. I think it’s very important to have a good work life balance. I think people who leave on time and who are very efficient with their time are usually far better at their jobs than guys who are constantly in the office. Driving efficiency in business and in life is something I would certainly stand by. I try to get the most out of each day – to get up with the sun and go down hopefully not too long after the sun sets. During the middle of the day, where possible, I take time to go for a run or do some exercises because I think it’s important to be able to switch off as well and just really to enjoy life. We only get one so it’s important to make the most of it.

Who or what are your influences?

I would have to say the key influence in my life has always been my mother. She’s one of the most intelligent, hardworking people I have ever met. She’s an inspiration to me, day in and day out. I’d extend that to my father as well. The upbringing they provided my sister and me with was really second to none. They gave us all the opportunities, even if they had to work two or three jobs each to provide us with those. I’m a very, very lucky person and I do try to help as many people as possible because of that, in business and also in personal life.

What are your tips and advice for success?

I think people underestimate the simple things in life, not just in business. Being a nice person to deal with always goes a very long way. There are numerous things people can do to make themselves stand out that do not relate to their specific competency in the role they’re carrying out: simple things like smiling, being happy, having a good attitude for what it is you’re doing, being on time, talking appropriately with others at all times. They’re really simple things that can go a long way but that people do really lose sight of.

The biggest point for me looking at my parents’ experience is that hard work is really the cornerstone of any successful career. From my perspective, you can be as intelligent as you want but without applying yourself I just don’t see how you can grow to your full potential.

What has your biggest success to date been?

I think where I am at the moment and what I’ve achieved with Eli Global over the last three years is probably the biggest success to date. To think that only a few years ago I finished my traineeship with KPMG and now I’m walking into an office with 300 employees – that level of responsibility takes me aback sometimes.

Any failures you want to share?

I don’t see anything as being a failure really. I watched one of the Collison brothers on the Late Late Show about five years ago and he’d just come back from San Francisco. He said, people in the United States are so proud of failures. In Silicon Valley guys can fail with five or six start-ups and then finally strike gold on their seventh. I think his point was in Ireland we see failure as something we should be ashamed of. We really should change our mentality when it comes to talking about failure. I’ve learnt from things that haven’t succeeded, I’ve dusted myself off and I’ve grown and learnt from them. And hopefully I won’t do any of them again.

Do you have plans for the future within Eli Global or outside of it?

The sky’s the limit with Eli Global at the moment. We are growing at a significantly fast rate. I could not even dream of leaving. The opportunity there to eventually be running a business with thousands of employees is something that really excites me. I can’t see there being any plans to change things, at this point in time anyway.

Insight Track

What are your interests outside work?

I love every sport, and not even just sport – any type of  competition. I’m quite a competitive person in everything I try my hand at, while having as much fun as I can. You have to really enjoy what you’re doing. I play a lot of golf. I am very much into my fitness: I run, swim and cycle quite a lot. Over the years, I’ve played many different sports – GAA, hurling, football, soccer and rugby.

I’m also very much into music. I am in a rock band that I play drums and sing in, which is a great outlet for me. And up until quite recently I sang in a choir as well. I very much enjoy all types of music.

How has your degree benefited your career and/or personal life?

Both my undergraduate degree in economics and finance and my postgraduate degree in the masters of accounting have provided me with both a group of great lifelong friends and the knowledge and skills to progress my career successfully to date.

What piece of technology can you not live without?

I’m afraid my smart phone is something I struggle to do without.

What is your favourite band or musician?

I am a huge Beatles fan!

What’s the last gig/play/film/exhibition you went to that you loved?

My girlfriend planned a surprise trip to the Cavern in Liverpool for my birthday recently which was phenomenal.

What is your favourite place in the world to visit and why?

I love New Zealand – I have been there twice now and the landscape is just so breathtaking. Hopefully I’ll be back for the Lions tour in June!

Name three things on your bucket list

Travel to as many countries as possible across the world
Travel to space – hopefully Virgin Galactic etc. will be more affordable in years to come!
Win the father and son golf competition in the Castle!

What charities or causes are closest to your heart?

Both the Samaritans and the Alzheimer Society of Ireland are great charities that provide much needed support to those dealing with depression/mental illnesses and dementia respectively. These are two areas that I feel very passionate about.

"The MSc Marketing curriculum in UCD Smurfit School contained all of the elements necessary to develop myself as a marketing professional. The course focuses on all aspects of marketing, from strategy formulation to implementation and equips students with the skills to remain at the forefront of an ever-changing marketing environment. The combination of excellent lecturers and insights from industry practitioners allowed for a comprehensive education, spanning cutting-edge industry practice and academic theory. In addition to lectures, the diverse perspectives of an international class and the combination of various experiences created rich discussion and learning. Throughout the year, I worked on several live projects, with clients ranging from a multinational household name to a small Irish start-up. This exposure allowed me to put theory into practice and coupled with lecturer feedback, provided the richest and most rewarding learning opportunities of the course."

Determination, strong focus and a willingness to work hard helped propel Jennifer Griffin to the role of senior vice president and site manager at Citi Tampa by the age of just 28.

Tell us a bit about your education

My biggest education was from growing up in our family pub in Co Limerick. I really learnt a lot there about interacting with so many different kinds of people, generations and backgrounds.

Formally, I did a bachelor of science in real estate in Limerick Institute of Technology. The third year of the degree was work placement, which I split between a residential auctioneers and Office Ireland, a serviced offices company, where I was in charge of the marketing.  That’s where I found my love for advertising and marketing, and I decided I would focus on trying to do well in my fourth year so I could do a master’s in marketing at Smurfit Business School.

Given my primary degree, going to Smurfit wasn’t a clear path. But I’m very ambitious and decided to aim high. I went into my fourth year with a mission and was lucky to get my first at the end of it.  It was the first year of the Aspire scholarship and I was also very fortunate to be a scholarship recipient.

I went into Smurfit feeling very focused. As several people had really believed in me, I felt a huge sense that I owed it to myself and to others to do well. I really applied myself and was able to achieve top results.  I also found it fascinating and was totally engaged from day one. The action learning environment assisted in my professional development and has helped shaped the person I am today.

Tell us a bit about your career to date

When I left Smurfit in 2011 I went straight into Citi on a three-month internship in marketing and public affairs and have been there ever since.

I managed to get my contract extended and was made a full time employee after a year. Then, I was made a junior analyst and my role became more focused on the company’s resource and location strategy globally and I started working with our offices in Asia, Latin America, Europe, and in North America. It was all about ensuring we had consistent practices and standards across the globe.

After three years with Citi I was made a vice president of shared services and relocated to Tampa, Florida. My role focused on corporate governance, communications and standard practices related to talent and culture.

Then, in June last year I was promoted to senior vice president in public affairs and site manager for Citi Tampa. So, I’m back to where I began with Citi in public affairs and marketing, but am also directly responsible for the management of the Tampa campus, a site of over 5,500 employees.  

Being Irish in a role like mine creates attention. It is amazing the brand Ireland holds internationally – as I coordinate with external partners everyone has an Irish story to tell. An interesting project I got to collaborate on was the Tampa and Dublin sister city partnership led by Mayor Bob Buckhorn of Tampa and Mayor of South Dublin Sarah Holland. I ensured Citi was involved given the direct experience with the two cities through educational partnerships, community development and talent development.

I’ve worked really hard and the rewards have followed but I never really planned to get to VP or SVP. It’s just happened that the hard work has paid off. It’s meant some long nights and very long weeks. But it has been an extremely rewarding company to be with.

What is your leadership style?

I think I’m very personable. I have to like my job and I have to like the people I work with so it’s more of a charismatic leadership style. But I do have very high expectations of my team and very high expectations for the results. I do push people and I push myself.

I also like to empower people. I say to my team, go as far as you can go, nothing will break. It’s similar to how I’ve been empowered in Citi and in my other jobs. If you give people trust and belief and responsibility I think they will go very far.

What’s your philosophy in business and in life?

I have a magnet on my wall that reads: “What if we acted like everything was easy?” Sometimes I think that’s the best way to approach things – don’t get overwhelmed, just try to break things down to actionable points. But I still like to keep the big picture in mind so that when you do have those stressful moments, you always remember what the overall objective is.

Who or what are your influences?

I have been very fortunate to have had great lecturers and mentors throughout my education and career. Key things I have learned from leaders in my life are to be conscious of your ’shadow‘: as a manager and a leader you carry a brand and your team and partners feed off that. 

I also get a lot of my influence and energy from my family and from just seeing people who have gone where nobody has gone before. People often say I’m too young to be SVP but several other people had done it already. It’s really not impossible.

What are your tips and advice for success?

I think having the big picture in mind for yourself and where you want togo really is the biggest motivator. If you have that nothing will stop you except yourself. That’s the biggest piece of advice I’d give.

I also believe that if you work hard and remain focused the rewards will follow.

What successes or failures have been your biggest lessons?

For me, a major success was getting into Smurfit. I still see that as a very pivotal point in my life and my career because it all came down to having a can-do attitude – nothing was going to stop me. I constantly think about that. And when I compare the limited knowledge I had then to what I know now it’s a great motivator for me to continue striving forward.

I’ve also learned what not to do. I didn’t just come up with the idea of acting like everything is easy – I had to learn it. There was a point when I started at Citi that I was putting my hand up for everything, both professionally and outside work. Externally, I was managing a football team, playing tag rugby and traveling to my family in Limerick helping out with the pub.

There came a point where I was totally overworked and I put so much pressure on myself, personally and professionally. I just had to take a step back.

I’m a big practiser of being mindful, being in the moment and just breaking things down. You are only one person and I’ve had to learn that.

What are your interests outside work?

I love being outdoors so I’m very fortunate here that the weather is beautiful. I like to go to the beach and I love swimming and I run. I’m a big GAA supporter. In Tampa we have a very small GAA club and I play with the football team. I’m one of two girls and the average age of the team is around 40. It’s more about the socialising than the playing.

I’m a big believer in healthy body, healthy mind and I try to keep myself active.

What are your plans for the future?

Professionally, I’m still very much learning and growing. I enjoy working with the community and seeing projects develop from ideation to inception.  There are several growing trends within the industry today with the increasing availability of customer centric data, the daily use of social media and the changing dynamics around urban development.  I am excited for the workplace of the future.

Personally, I’m very happy where I am at the moment. Ultimately, I do want to live in Ireland and preferably the southern part of the country, but there are no plans to move back in the immediate future.

"I am proud to be an alumnus of UCD Smurfit School as I really enjoyed my time at the School on the MSc International Business course. Apart from a providing me with a strong grounding in international business, the course was enhanced through the opportunity to apply what I had learned by taking part in a number of real-life projects with Irish companies. I acquired valuable knowledge and business experience on the programme.  It was also a pleasure to meet and interact with students from many different countries.  I built a network of international contacts who now enrich my career and help me pursue my professional and personal goals.  After graduation, I joined Capgemini Consulting as Senior Consultant for the German practice. In my daily work, I can build upon the skills and experience I gained at UCD Smurfit School. I would definitely recommend UCD Smurfit School to anyone pursuing a career in an international context."

"I thoroughly enjoyed my time in UCD Smurfit School and found the year invaluable for my career progression. The MSc in Business Analytics is a stimulating course that allowed me to use my numerical skills and leverage them in a new area, making business decisions based on data. Through my studies in UCD Smurfit School I gained the skills required to begin a career in this area. The greatest experience given to students from the Masters is the opportunity to work with businesses on real life problems as part of the summer dissertation. It is one of the main reasons for UCD Smurfit School’s reputation of excellence as the leading business school. You are exposed to great career prospects having studied in UCD Smurfit School; I am currently working as a consultant in Deloitte Analytics and would definitely recommend this school as a stepping-stone to achieving your career goals."

In a career characterised by roles with particular challenges and specific end goals, Andrew McDowell has recently moved from his position as Taoiseach Enda Kenny’s economic advisor to vice president at the European Investment Bank in Luxembourg.

Tell us a bit about your education and early career

I’m a UCD person through and through. There was a time when I was there that my two sisters, my brother and my mother were there too. My parents are both UCD graduates, as are three of my grandparents. So, we’re a big UCD family.

The thing I did differently was to study commerce instead of law. I thought commerce opened up more opportunities and I wasn’t narrowing myself at an early age. It’s a very good foundation on which you can build a career in all sorts of different directions.

I was definitely most interested in economics and finance so I went on to do the master’s degree in finance in the Michael Smurfit School.

After a year of accountancy, which I decided wasn’t for me, I went to the John Hopkins School of Advanced International Studies, Bologna where I did European studies and economics.  

I then went to work at the Economist Intelligence Unit in London where I did country analysis and forecasting for a number of European countries.  My girlfriend Caitriona – now my wife – was in Dublin, so after a lot of time spent in Stansted Airport I moved back and worked for a couple of years as economic adviser in the US embassy. 

I moved on to Forfás, the national enterprise development agency, where I initially worked primarily on international trade policy, before broadening out to take responsibility for the National Competitiveness Council and the Expert Group on Future Skills Needs.

About that time I returned to UCD on a part-time basis to do the MBA. I was taking on more management responsibility within Forfás and thought it was important to develop a better understanding of organisational and management skills and strategy.

That fulfilled all my expectations. MBAs are very intense and I think one of the biggest things you get is that experience of working very closely and very hard with a bunch of other students. You tend to forge bonds that last a very long time.

Around 2005 I met Enda Kenny at the airport in Paris on the way back from the OECD. We ended up talking while queuing up at the check-in desk – I expressed some concerns about the direction of the economy.  Coming into the 2007 election when he was looking for an economic adviser, I got a call asking if I’d be interested in interviewing for the job.  I’d never been very active politically but I saw this as a wonderful opportunity to bring ideas and advice into practice.

I was with Fine Gael from 2007 until 2011, initially as economic advisor. Then I took on a broader role as director of policy to prepare policy positions for the party in every area.

During that period, my worst fears had become fulfilled in terms of the direction of the economy.  It was a harrowing time politically, but also a fascinating time for somebody involved in economic policy formation. The challenge couldn’t have been greater.

Enda became Taoiseach in 2011 after an election fought on the basis of the five-point plan to restore the country’s economic fortunes. He asked me to join him as his economic adviser and programme manager in government and I was there until the end of August 2016. Under his leadership it’s quite evident that most of what was promised and planned in 2011 was delivered in terms of turning the economy around and moving the country out of the bailout.

What is your current role?

I joined the European Investment Bank as a vice president in September for a four-year term. I was quite familiar with the EIB from the very positive role it played in Ireland’s economic recovery. The opportunity came along for Ireland to nominate a vice president for the first time in 12 years and I was privileged enough to be nominated by the government.

What does the role involve?

The role is first and foremost to participate in the collective decision making of the EIB management committee, which consists of eight vice presidents including myself and is chaired by EIB president, Werner Hoyer.  It is responsible for the day-to-day running of the institution and for recommending the larger lending decisions to the board of directors.

The purpose of the EIB itself is to support the policy goals of the European Union through the development of financial instruments. The bank’s two top priorities within Europe have been economic and social cohesion and they’re reflected in all the main lending streams of the bank, which is the largest multilateral lender in the world.

All decisions are taken on a collegiate basis so the eight vice presidents have to be familiar with every area and have to immerse themselves in all the major lending proposals. That said, each of us has oversight responsibilities for our particular areas.

In addition to Ireland, I am looking after the EIB's relationship with Romania, Austria, Norway, Iceland, Liechtenstein, Switzerland and the Former Yugoslav Republic of Macedonia within Europe, as well as southern Asia, including India, Pakistan, Bangladesh, Nepal, Bhutan, Sri Lanka, the Maldives, Afghanistan, Iran and Iraq. I also have oversight responsibility for our lending to the energy sector, and joint responsibility for our lending to the agriculture and agribusiness sectors. Within the bank, I have oversight responsibility for our economics function.

A big priority for me will be to expand the presence of the EIB even further over the next few years. In Ireland, we are seeing the economy recovering strongly but that’s beginning to run into some bottlenecks in terms of infrastructure, housing and the ability of a lot of companies to finance additional investment. The EIB can play a role in working with other financial institutions and investors in addressing a lot of those bottlenecks. In particular, we need to develop stronger links with the private sector.

One of my challenges over the coming months is to develop that greater awareness within the private sector that the EIB has products and offerings in terms of both debt and quasi-equity type instruments with long maturities that will address their financing needs. During December, we opened an office in Dublin for the first time.  We're hoping our presence on the ground will boost annual lending volumes in Ireland to at least €1bn per year, which will be around 40% up on annual average volumes in the last five years.

Incidentally, I’m proud of the fact that the EIB has been particularly active in financing investments by the Irish higher education sector.  Over the next few months, we hope to have completed investment loans for every single Irish university, including UCD, which has received two loans, totalling €104m.  In the last few years, the bank has provided more than €650m to support transformational investment at Irish universities. On a per capita basis, it has lent more to higher education in Ireland than any other country in the world and, overall, Ireland is the fifth largest recipient of loans for this sector after the UK, Germany, France and Spain.

What is your philosophy in business?

My philosophy in my professional life has always been to look to things that I enjoy. Unless I enjoy my work, I don’t think I’m very effective. I did a year of accountancy and decided that while it was a very good opportunity and would be a very steady profession, it wouldn’t provide me with the intellectual challenge I was looking for. Ever since, I’ve decided that unless I’m really enjoying what I do and I wake up every morning looking forward to the challenges and am thinking about what I’m doing rather than just doing it by rote, I’m not going to be very effective at it.

I also think change is good. My career has been characterised by periods of time where I’ve worked in organisations, delivered on the goals I’ve set for myself and then looked for new challenges.

What is your leadership style?

I’ve learnt over the last 20 years that you can’t do anything unless you’re working with people who have a sense of mutual respect. Developing those personal relationships is always the first challenge I’ve taken on in any new job. I think it’s important within a reasonably short period of time to develop a clear sense of direction for where you want to go and where you want to bring people. I do tend to challenge people around me within a couple of months to agree where we’re going to be in two or three years’ time and what difference we’re going to make. For me, it’s always important to articulate and be able to synthesise quite clearly what the end goal of the team is going to be and have everybody working towards the same thing.

What are your tips and advice for success?

Follow what you like. When you enjoy something it’s a sign that it’s an area where you’re going to be able to make a positive contribution. I always encourage younger people to experiment for a few years in terms of their professional careers. People tend to commit themselves to careers and specialise at far too young at age. People should feel able to change and experiment right through their twenties, and beyond, to find out what they enjoy. If you don’t enjoy work, you’re not going to use your full potential.

What do you feel has been your biggest achievement to date?

Professionally, working with Taoiseach in government for five years, steering the country back to economic growth and lower unemployment, and working with so many people across government and politics to deliver on that challenge has been a source of great satisfaction.

Who or what has influenced you?

My father and my mother have been very strong influences and both gave me great encouragement and great freedom to choose and pursue my own direction. I’ve seen other colleagues and friends who grew up in households where the direction was pre-set for them. That certainly wasn’t the case in my house and I’ve always appreciated that.

In terms of UCD influences, maybe my economics professor in the Smurfit School, Des Norton. Des was not only a great economics professor, but a great reader of life and somebody who enjoyed life to the full.

What are your interests outside work?

I don’t get much of an opportunity right now. They’re working me very hard in the EIB! For the last few months, I’ve been Luxembourg during the week and commuting back at the weekends to spend time with my family.

However, things will change from the beginning of January when the family will be moving over to Luxembourg. Then I hope to start taking up some of my old pastimes that I used to do before I joined government five years ago – things like golf and squash and walking. I look forward to all of that.

What are your plans for the future?

The challenges ahead in the next four years and the contribution I hope to make here predominate in my head. I’ve never been a person who’s planned my career with great precision. I think if you give everything to what you’re doing in the present and you succeed in what you’re doing, opportunity then arises. We’ll see what happens. For the moment I’m absolutely focused on the job.

"Having studied Commerce and Spanish at UCD for my undergraduate degree, I decided to make the transition to UCD Smurfit School to enhance my knowledge of finance. The degree was very engaging and it was quite project intensive, with the projects covering real life situations that could be directly applied to professional working situations. The class was small and very diverse with the majority of students being international students. This gave everyone the opportunity to understand different working styles and learn how to adapt and succeed in an international environment. Additionally, the access to the Bloomberg terminals proved very beneficial for my internship. I would recommend this course to anyone interested in pursuing finance, with particular emphasis on investment banking, global markets, or quantitative analysis, as a career."

"It was a privilege to study at UCD Smurfit School. The MSc in International Business has given me a theoretical and practical grounding in global issues across a range of business areas including strategy, management and even finance. The diversity within this Masters allowed me to refine my interests and realise that research within management was the career path that I wanted to pursue.  Another aspect of this degree is the international diversity of students on the course which gave me the opportunity to make friends and future connections from all over the world. This, for me, was an added bonus and highly rewarding. I am also glad that I had the opportunity to study at UCD Smurfit School as the academic and support staff there was consistently helpful, encouraging and supportive all the way through. Looking back, I believe there is nowhere in the country that could rival this experience."

"I had both a great academic and personal experience at UCD Smurfit School as a Marketing Masters student. The quality of the student experience is really high thanks to the teaching excellence, the facilities, and especially the people. As a student, you  an feel there is a genuine global follow-up of your experience from the teachers and the Smurfit staff. The MSc in Marketing at UCD Smurfit School is a comprehensive course as it enables you to embrace the main marketing theoretical principles and to  apply them through real-life case studies and operations-driven projects. This complete Master’s course enabled me to step into the business world with confidence, with the required knowledge and skills."