My job is all about ensuring that the performance, position and prospects of AIB are well understood by the market, media and other stakeholders. A mix of finance, strategy, communications and relationship management skills are all key to my role. Our remit is not just around reporting the numbers – we tell the story behind them and importantly what they mean for the future. Collaboration is key. We work with teams from all across the group to understand business plans and progress. Naturally there is a high level of interaction with our finance colleagues, particularly around reporting periods.
I love getting out on the road, meeting investors, exchanging views and then feeding that market intelligence back into strategic and financial planning. As in most walks of life, it’s about people. I’ve developed lots of relationships over the years, many with people who have been on the rollercoaster of Irish banking before, during and after the global financial crisis. From a personal perspective, it was rewarding to play my part in AIB’s journey and see it return to full private ownership in June 2025.
We tell our story and show up – in bad times as well as good
Our team is tight-knit, dynamic and effective. We adopt a coordinated approach to external communications to ensure consistent delivery of our core narrative. Our schedule is quite cyclical and can be intense during the preparation, publication and presentation of financial results. I am continually grateful for the dedication, diligence and humour of my colleagues.
We have a quality international shareholder register. We have a comprehensive engagement programme with international shareholders and a sell-side following of about 15 analysts, primarily from Dublin and London. Whether our engagement is virtual, onsite, at conferences, roadshows or daily conversations, our commitment is to remain visible and accessible, explaining the AIB story authentically and clearly.
In a time of unprecedented uncertainty, where markets can be incredibly fickle, our role is to remain consistent. This means managing our business and telling our story, remaining accessible and showing up – in bad times as well as good. I believe in that – it builds credibility, trust and relationships which can endure the tumultuous times.
I owe a lot to my first manager, who encouraged me to undertake my ACCA exams. It helped that my boyfriend (now husband) was doing his ACCA exams at the time. Although my dad never quite believed it, we spent many of our Friday nights studying! The technical skills and knowledge are invaluable, and I’m proud of my four world placings in exams. But for me, the real benefit of the very versatile ACCA professional qualification is the mindset – the really positive and productive way of thinking it gives you.
Draw on experience, focus on the basics, work as a team and don’t drop the ball!
Life can be full-on, whether at home or in work, so I enjoy simple things – a walk on the beach or chatting over a family dinner. There’s always sport in and around our house and I’ve no choice but to embrace and enjoy it. I spend many hours on sidelines supporting my son and daughter at various GAA, rugby, hockey and soccer games. To stay active myself, I participate in recreational fun runs and have recently completed my first half-marathon.
The most important business lesson I have learned is to stay calm and trust the process. The only constant is change. In eventful moments, either those of challenging crisis or celebrating successes, it’s hard not to be overwhelmed or distracted by the issue. It’s exactly in these moments that calm heads and clear thinking must prevail. Draw on experience, focus on the basics, work as a team and don’t drop the ball!
