Patrick Ryan

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

Aspiration is the driving force behind resilience. It’s the dreams and ambitions that propel leaders forward, while still accepting and understanding the difficulties and current reality. Resilience is not just about enduring hardships but about striving toward a larger vision, knowing that challenges are an inevitable part of the journey. Aspiration, grounded in the present, fuels this process, inspiring confidence and motivation in the team. A resilient leader adapts to the present, accepts obstacles, and leads with commitment to long-term goals, while remaining rooted in the realities of the moment, no matter how daunting the path may be.

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

The most important lesson I’ve learned is the value of decency, or soundness as we’d say in Ireland. Treating others with respect and fairness is essential, and surrounding yourself with good people creates and reinforces a strong foundation. The “no-jerks rule” is crucial. Clear communication and shared values are key. Setting the expectation of mutual respect and goodwill creates common ground in diverse, multicultural, and multigenerational teams, enabling collaboration across perspectives. Though it’s not always easy - we’re all fallible -  returning to and prioritising this approach builds trust and a positive culture that drives innovation and long-term success for both individuals and the business.

How has being a member of IoD Ireland supported your role as a director and business leader?

Being a member of IoD Ireland has provided an invaluable "level-set" through its Continuous Personal Development framework, especially after a 20-year gap since my MBA in IESE in Barcelona. I’m a sucker for conceptual models and the program has deepened my understanding of governance, particularly in Irish and common law, and has proven really useful in my advisory, investment, and board roles. The knowledge gained has especially helped in navigating complex and sometimes conflicting investor and board responsibilities. Additionally, the member network has offered access to experienced peers, providing valuable insights and support that have enhanced my leadership approach.

What do you value most about being a member of IoD Ireland? 

What I value most about being a member of IoD Ireland is the access to a diverse and experienced network of committed and approachable people in business. The frequent events offer excellent opportunities to connect with fellow entrepreneurs, investors and directors and explore highly relevant topics, from governance and regulation to leadership and technological challenges. These events provide a professional yet relaxed setting to make introductions, exchange ideas and experiences, helping me stay informed and inspired. The practical insights gained and peer advice have been very important in shaping my approach to governance and leadership.

How has membership of IoD Ireland helped you feel more equipped in your roles in ājīva ventures and Great Stuff Ventures?

Being a member of the IoD has really helped me integrate into the Irish business scene since my return in 2021. The knowledge I’ve gained has greatly enhanced my ability to perform as a board member and with ājīva ventures and Great Stuff Ventures, my Amsterdam-based angel investor group. The CPD framework has grounded my governance skills, particularly in Irish and common law, ensuring I remain confident in meeting practical regulatory requirements. The network of peers has been equally valuable, offering entrance and insights across industries. Engaging in discussions at IoD events on governance, leadership, and innovation has broadened my approach to board level decision-making and strategy, making me more equipped to lead effectively in both roles.

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

A pivotal moment for me came during my MBA module in Silicon Valley back in 2002, when Juan Roure, IESE Professor of Entrepreneurship, lit my entrepreneurial fuse when he profoundly communicated how value can be created from nothing. It was a moment when the penny dropped - human thought, ingenuity, hard work, good luck and some help from your friends can generate incredible growth opportunities. This realisation reinforced my conviction in sammā-ājīva, or right livelihood, the guiding principle behind ājīva ventures. At KYCnet, it shaped how we built a diverse, multicultural team, where innovation flourished through inclusivity and shared purpose. Balancing business success with personal growth and social impact remains my aspiration, fostering meaningful change through ethical practices.

What are the biggest business challenges or/and opportunities that you have seen over your career to date? And how did you help to overcome or/and optimise these?

Some of the biggest challenges I’ve faced involved tracking and implementing rapid technological change, understanding and managing regulatory complexity, and balancing the dynamics of outsourcing and offshoring. At KYCnet, we saw these as opportunities, developing the world’s first SaaS solution and services for KYC compliance. Actively defining a shared company culture was essential, especially with a diverse, multicultural, and multigenerational team. This shared culture aligned values and fostered collaboration. By leveraging different skills and perspectives, we innovated quickly, balancing regulatory demands and operational efficiency to meet our customers’ ever evolving needs.

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

Business leaders can best prepare for the future by choosing to remain personally adaptable and curious; and clearly empowering teams to solve problems within a shared value system. At KYCnet, our multicultural, multigenerational team - 26 nationalities, 170 people in Amsterdam and another 200 in India - thrived through curiosity, hard work and collaboration, driving innovation to meet complex challenges. Leaders and their teams must stay ahead of technological advances and societal and regulatory changes, while encouraging ownership and problem-solving aligned with company values. A culture of empowerment, continuous learning, and ethical decision-making is essential to build resilient, forward-thinking companies that are ready for the one big constant: change.

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

For new or aspiring directors in Ireland, my advice is to firstly identify what they aspire, then network with their peers, find mentors and prioritise continuous learning, particularly in governance and regulatory matters. Stay curious and embrace diverse perspectives, as they often trigger more innovative ideas and solutions. Actively define and live a shared company culture that reflects ethical values and inclusivity. Empower your team to solve problems within this framework, fostering accountability, transparency and trust. Above all, remain adaptable to change and lead with integrity, balancing business needs with the responsibility to your people and stakeholders.