I really enjoy turning complex data into something practical and useful. As finance manager, I spend most of my time working with manufacturing and supply chain teams, helping them understand costs and make better decisions. My role covers everything from standard costing and variance analysis to governance and process improvement. At its core, my job is about supporting the business while making sure we keep strong financial discipline.
One of the biggest challenges ahead is dealing with ongoing uncertainty. Costs, supply chains and assumptions can change quickly, and finance needs to keep up. It’s no longer enough to just report what happened – we need to help the business navigate what might happen next. That means staying agile, asking the right questions and being comfortable about making decisions with imperfect information.
ACCA has given me the confidence to contribute beyond the numbers
Our response is really about working smarter. We’re focusing on improving data quality, simplifying processes, and using automation and analytics to free up time for more value-adding work. Just as important is investing in people: building finance teams who understand the business and feel confident partnering with it. That combination helps finance move from being reactive to genuinely influential.
Medtronic is a global healthcare technology company with operations in more than 150 countries and employing over 90,000 people. In Ireland, Medtronic has a strong presence across manufacturing, R&D and global shared services, particularly in Galway. Our Irish operations play a critical role in supporting global supply chains, innovation and finance excellence, contributing not only to Medtronic’s central mission to alleviate pain, restore health and extend life but also to Ireland’s reputation as a centre for high-value medical technology.
ACCA has given me much more than technical knowledge. It helped shape how I think, how I make judgments and how I approach my responsibilities as a finance professional. The focus on ethics and professionalism has been especially important as my role has grown. ACCA has also given me confidence – the confidence to challenge, speak up and contribute beyond the numbers.
Being selected for the Leaders of Tomorrow programme feels like recognition of the work I’ve put in so far. But it is also a reminder that there’s still plenty to learn. The experience has been really positive, allowing me to hear different perspectives, reflect on leadership and connect with peers. It’s encouraged me to think more intentionally about the kind of leader I want to be.
The year ahead for me is about continuing to grow – not just technically, but as a leader. I want to focus more on developing others, influencing effectively and driving meaningful improvements rather than just managing tasks. I’m also keen to keep building my skills in data and analytics.
Getting the numbers right is the foundation of credibility
To switch off, I really enjoy playing sport, especially GAA. It’s something I’ve always done and it’s great to clear the head. I’m also a big sports fan, so whether it’s watching a match or chatting about sport, that’s usually how I relax. I also enjoy grabbing a coffee with my fiancée or heading out for food and a catch up with friends. That balance helps me recharge.
The most important lesson I’ve learned is that accuracy builds trust. Getting the numbers right isn’t just a technical requirement, it’s the foundation of credibility. When people trust your numbers, they trust your judgment. Taking the time to be precise, question assumptions and stand over your work makes collaboration easier and decisions stronger.
