Emma Redmond

What is the one characteristic that you believe every leader should possess?

I believe that trust is the one characteristic every leader must possess. In a boardroom context, it’s about recognising the collective expertise around the table and allowing space for diverse perspectives to surface. Leadership involves knowing when to lead from the front — for example, during moments of crisis or strategic inflection — and when to step back, listen carefully, and synthesise information before forming a view. It is cultivated over time through experience, self-awareness, and a clear understanding of one’s role in enabling others to perform at their best. 

What is the most important lesson, from your personal or business life, that has guided you the most in being a business leader? 

For me, the most important lesson has been the value of learning from every experience — both the challenges and the successes — and using those lessons to continuously improve. Each role I’ve held has added something to my perspective as a leader, and that cumulative experience has shaped how I lead today.

In a fast-evolving, stakeholder-driven world — especially in areas like AI — no single person can have all the answers. My guiding philosophy in leadership is really valuing and learning from experiences, while enjoying the journey and not afraid to have some fun along the way.

Is there someone who has had a major impact on you as a leader? Why and how did this person impact your life?

Three people in particular have had a major impact on me as a leader. 

On a personal level, I have to credit my parents, who ran their own business in the motor trade. Working with them during summers and school breaks taught me invaluable lessons in how to deal with people, meet expectations, and solve problems in real time. It may sound simple, but there’s no substitute for hard work — for putting in the graft to make something succeed. That hands-on experience gave me a grounded understanding of business and people from a young age.

Professionally, I’ve been fortunate to be mentored by John Herlihy, a seasoned non-executive director who sits on the OpenAI Ireland board. With nearly three decades of experience working with some of the world’s most innovative companies, John brings both strategic depth and practical insight. His guidance provides me with fresh perspective and a valuable sounding board as I navigate the complexities of leadership in a fast-moving sector.

What are the biggest business challenges or/and opportunities that you have seen over your career to date? 

One of the biggest opportunities — and challenges — I’ve seen in my career is the emergence of the Intelligence Age, driven by the rapid advancement of AI. This shift is reshaping every sector, and with it comes a need for multidisciplinary thinking and talent. We’re navigating uncharted territory, where innovation is constant and the pace of change is accelerating.In this environment, success isn’t just about having experience — it’s also about applying critical thinking, asking the right questions, and being comfortable with ambiguity. 

What do you hope to gain from your membership with the IoD?

I hope to learn from the experiences and perspectives of fellow directors, particularly those working in sectors different from my own. With AI now impacting virtually every aspect of life and business, I see immense value in cross-sector learning. Like many others, I’m in active learning mode - keen to understand how emerging technologies can unlock opportunities across various industries. I also strongly believe in lifelong learning and have already benefited from the excellent educational courses offered by the IoD, which I find both practical and insightful.

How do you think business leaders can best prepare for the future?

AI is driving both a revolution and a renaissance in business. Digital literacy - particularly around AI - is now essential. Non-executive directors ignore it at their peril; doing so risks rendering both themselves and their organisations unresponsive or even irrelevant. AI is not just a technological shift - it will influence strategy, revenue models, operations, economic growth, talent development, and customer experience. As NEDs, our role is to stay informed, challenge assumptions, and ask the right questions about how AI and other emerging trends will impact our organisations. That curiosity and awareness are vital to future-proofing leadership.

What advice would you offer to new or aspiring directors in Ireland?

As the saying goes, repetition doesn’t spoil the prayer - so I’ll repeat what I believe is essential: AI literacy and adoption are no longer optional; they’re fundamental. Directors must have a baseline understanding of AI to stay relevant and contribute effectively at board level. As a practical resource, IoD members might find value in the OpenAI Academy, a free online platform offering bite-sized learning on key AI topics, tools, and applications. It’s a great starting point for building knowledge and confidence in this rapidly evolving space.