Marah Curtin

Looking back, what pivotal decisions or experiences most shaped your early career trajectory?

Becoming a mother at the age of 24 had a profound impact on how I approached my career. When I returned to work, I knew I needed to be in control of my earnings and my time. I pushed hard to prove I could move beyond a support role and build a financial planning practice of my own—and thankfully, someone took a chance on me. My husband at the time stayed home full-time with our son, Finnegan, which gave me the space to pursue my ambition, but it also reinforced just how important it was to make my work work for me and my family.

Looking back, I graduated from college, got married, had a baby, launched a business, got divorced, and sold that business—all in my twenties. That whirlwind of experience shaped my career trajectory in every way. It taught me how to lead under pressure, stay focused on what matters, and build a life and career on my own terms. That journey has also taught me one of the most important lessons of all: the person you choose to build a life with has a profound impact on the life you build.

Today, I’m incredibly lucky to have that support in my husband, John. He’s believed in me, backed me—financially and otherwise—and made it possible for me to give Frekkel everything I’ve got. I’m deeply grateful for that.

In your view, what is the single most critical quality for sustained and effective leadership in today’s environment?

Empathy. It’s a quality I’ve come to value more deeply with time. It allows leaders to truly understand their teams, their customers, and their stakeholders—and to make better decisions as a result. Especially in fast-changing environments, empathy builds trust, fosters resilience, and creates space for people to do their best work.

How has your engagement with the Institute of Directors Ireland (IoD) influenced your strategic thinking and leadership approach?

I've been a member of the IoD for many years, and the cumulative experience—from events and workshops to peer connections—has been hugely influential. The recent completion of the Chartered Director Programme was a particular highlight. It gave me a clearer lens on what it really means to lead well—especially when you’re creating something new. It helped me step back from the day-to-day and see the broader responsibilities around governance, risk, and long-term value creation. It also gave me a toolkit I still draw on when navigating big decisions or engaging with advisors and stakeholders. I’ve applied that thinking directly to the work I’m doing now as the founder of Frekkel, a beauty tech startup focused on making expert skincare advice accessible and unbiased.

What core principle or life lesson has had the greatest impact on how you lead organisations?

One principle I keep coming back to is this: you don’t need to have all the answers, but you do need to take responsibility. Over the years, I’ve learned to lead with a mix of curiosity and conviction—willing to ask tough questions, challenge assumptions, and stay open to better ways of doing things. The best outcomes often come from creating space for others to bring their strengths to the table and staying anchored to the bigger vision, even when the path forward isn’t immediately clear.

Why was it important for you to deepen your boardroom and governance expertise, and how has that influenced your leadership effectiveness?

As someone building a business from scratch, it was important to me that I do it right—not just with ambition, but with integrity and structure. Deepening my governance expertise has helped me think more critically about risk, accountability, and long-term value. It’s strengthened how I lead internally and how I prepare the business for future growth. I’m also proud to serve as an Independent Non-Executive Director on the board of the UCD Foundation, where I’ve seen firsthand how good governance can create meaningful impact.

From your perspective, what are the most important ways business leaders can position themselves and their organisations to thrive in the future?

Lead with purpose, stay adaptable, and never lose sight of the people you’re here to serve. The future belongs to leaders who can balance vision with action—and who are willing to evolve as their customers, markets, and teams do. For me, learning to stay close to the problem I’m solving, to build with empathy, and to keep a clear sense of why the work matters has made all the difference. That’s exactly the mindset guiding our work at Frekkel.