The EY Podcast

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. 

Anne Sheehan, experienced technology and telecom professional, discusses her role as General Manager of Microsoft Ireland. Microsoft's focus on curiosity and learning drew her to the company. They have a significant presence in Ireland, with over 4000 employees from 97 different nationalities. She shares her optimism about the positive impact of AI and Microsoft's commitment to privacy, security, transparency, and accountability. They also cover topics such as female entrepreneurship, mantras in business, and the future of technology.

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

Ken Bowles, CFO of Smurfit Kappa Group, talks about their recent merger announcement and the company's focus on sustainability. He reflects on his 30 years with the company and emphasizes the importance of people in a successful business. Topics also include learning from mistakes, leadership qualities, and the legacy of packaging in the industry.

Tom Hickey, CFO of Kenmare Resources, talks about becoming a CFO at a young age, the importance of storytelling in business, Kenmare's ESG initiatives in Mozambique, balancing work and family life, and the success and challenges of the company.