Niamh Byrne CDir
Vice Chair and Non-Executive Director
Niamh is a seasoned non-executive director, IoD member, chartered director and global marketing leader. She serves as vice-chair of Hockey Ireland, advises the European Chief Marketing Officers Council and sits on the board of Converge, a digital advertising automation specialist.
You’ve led a remarkable career across marketing, media, and now boardrooms. What’s guided that journey?
It’s always been about pursuing purpose and driving change. I started in Dublin with Smurfit Kappa and then played a key role in launching Esat Digifone, which captured 40% of the mobile market within a year. That experience lit a fire in me for disruption. From there, I moved to Paris, Brussels, and eventually joined Orange, where I led global media, brand partnerships and CSR.
Orange treated technology like art and customers like royalty—it fundamentally shaped how I think about brand experience. They were also ahead of their time in corporate responsibility, showing how companies can drive societal impact, not just profits. That belief led me to Comic Relief, where I helped deliver major campaigns like Red Nose Day and Make Poverty History. Aligning campaigning with social movements showed me how powerful purpose-led leadership can be.
How did your international experience shape your approach to leadership?
I’ve worked across Europe, the Pacific and Asia, and each chapter challenged me in different ways. With Digicel Group, I launched mobile services across six South Pacific markets, building everything from scratch—including the stores and ad agencies. It was intense, especially as we adopted our two daughters in Fiji during that time, but also deeply rewarding.
Later, in Singapore, I joined Fastacash and then moved into AI before being recruited by Citi to lead digital banking and marketing across Asia and EMEA. At Citi, I managed over 500 marketers across 17 countries and learned that emotional intelligence is as important as technical skill. Leading diverse teams taught me to listen better, influence respectfully, and adapt across cultures.
After years abroad, why did you return to Ireland—and what role did IoD Ireland play?
Coming home in 2019 felt like the right time personally and professionally. I wanted to reconnect, rebuild my network, and really understand Ireland’s governance landscape. I joined a FinTech, completed a postgraduate diploma in digital marketing, and then the Chartered Director Programme with IoD Ireland.
IoD Ireland was pivotal—not just for the knowledge but for the peer network. It’s a community of leaders who’ve been in the trenches. Their events and education keep you sharp on governance, strategy and leadership. It’s been a real accelerator.
How do you decide which boards or organisations to join?
I always ask: Can I make a real difference? Do my values align with the mission? That clarity helps. When the opportunity came to join the Board of Hockey Ireland, it was an easy yes. I’d played competitively at under-18 level for Leinster and at Trinity, so I know first-hand how sport builds resilience, teamwork and leadership. Today, keeping young people—especially girls—active in sport is more important than ever.
I also advise the European Chief Marketing Officers Council and sit on the Board of Converge, which I secured through IoD Ireland’s Board Recruitment Service.
What advice would you offer aspiring non-executive directors?
First and foremost—do your due diligence. Would you bet your reputation on this organisation? Research its leadership, culture, and track record. I also think diversity is non-negotiable. Homogeneous boards have blind spots, while diverse ones make better decisions.
A good board balances risk and resilience. It’s not just about short-term wins, but long-term thinking and resource stewardship. Preparation is vital—treat every board meeting as if it were your own company, because legally and ethically, it is.
And emotional intelligence is a superpower. Your job is to listen, influence, and ask the hard questions—without ego. Bring your expertise, but be ready to learn. Prepare like a pro, listen like a novice.
Finally, ask yourself: does this work spark joy? If not, maybe you’re at the wrong table. For me, integrity is the north star. I always ask, “Would I stand by this decision if it landed on the front page of a newspaper?” If the answer’s no, then it’s a no.
What motivates you in your board work today?
It’s not about prestige or adding lines to a CV. It’s about impact—about the footprints you leave behind. That’s what keeps me motivated.
