Finding Energy and Impact in the INED Role

Few people have enjoyed careers as varied as Terri Moloney’s. A Chartered Director, her impressive CV spans the healthcare, charitable, construction, technology and medtech sectors, alongside leadership roles in HR, sales and operations. Now enjoying what she describes as her “third chapter”, Moloney serves as a non-executive director of development agency Enterprise Ireland and national broadcaster RTÉ.

Enjoyment, she says, is high on her agenda.

“Ask anyone what an independent non-executive director (INED) does, and the typical response is a serious recital of responsibilities - governance, fiduciary duty, regulatory compliance and risk oversight,” she explains.

“It sounds more like a heavy burden than a career highlight, often conjuring images of stern faces poring over spreadsheets. But what if that view misses something important? Beneath the seriousness of boardroom responsibilities, the INED role can offer genuine enjoyment, deep intellectual satisfaction and, yes, even an element of fun.”

A career across sectors

Her career began with the St John of God Hospitaller Services Group, where she held a number of HR roles.

"They invested heavily in training and professional development. I started with a diploma in hospital administration, discovered I really enjoyed HR, and followed that with an HR degree. Towards the end of my 20 years there, I completed an MBA."

While undertaking the MBA, she decided it was time for a change in direction.

“I realised I knew very little about the commercial world,” she says. “I had worked in a very values-driven environment for 20 years, centred on kindness and care. Those values, care, compassion and respect have stayed with me, but I felt I needed broader commercial experience.”

That led to roles with Kerry Group, Laing O'Rourke, Hilti, Boston Scientific and Salesforce. A consistent theme throughout her career has been a determination to pursue new challenges.

“When I applied for a role in Boston Scientific, someone told me I couldn’t work in medtech because I didn’t have industry experience. I decided to challenge that assumption.”

She took the same approach when moving into the technology sector with Salesforce, where she spent almost seven years before deciding to open a new chapter.

"They very generously sponsored my Institute of Directors Ireland training as part of my professional development. Formal director education became an important part of preparing for that transition. I completed the IoD Chartered Director Programme and thoroughly enjoyed it. I also achieved Chartered Director status. The people I met on the programme were exceptional, and I'm still in touch with many of them. By the end of the programme, I knew I wanted to make the transition. The timing felt right, and I still had the energy and enthusiasm to do something different."

(Pictured: Chartered Director and experienced Non-Executive Director Terri Moloney CDir)

First steps as an INED

Her first INED appointment was another step into unfamiliar territory.

“Through the IoD Ireland network, I was introduced to UCC, who were seeking someone for their audit and risk committee. Education was a new sector for me. There was a great deal to learn, the culture of an academic institution compared with a corporate environment, the pace of decision-making, the governance dynamics and internal politics. Serving on the audit and risk committee gives you visibility across the entire organisation.”

Moving away from a full-time executive role required adjustment.

“You miss the day-to-day exchange of ideas, informal conversations with colleagues, and staying close to developments in the business and wider sector,” she says. “So, I approached networking with purpose. I made a deliberate effort to meet people and to talk openly about what I wanted to do next.”

She applied for an INED role with Enterprise Ireland and joined the board in September 2023.

“When you join a board like Enterprise Ireland’s, you’re surrounded by people with diverse backgrounds and perspectives, and you learn continuously from those around the table. You’re encouraged to contribute, to question and to engage and that’s very energising.”

Learning the boardroom dynamic

A year later, she joined the board of RTÉ during a particularly challenging period.

“I hadn’t worked in broadcasting or media before, so I made it my priority to understand the organisation and how it operates. I took a similar approach at Enterprise Ireland. I hadn’t realised the scale of its investment activity until I joined. I was appointed to the investment portfolio committee and decided to deepen my knowledge by completing an investment management programme with the Institute of Bankers. I like to be well enough informed to contribute meaningfully.”

She describes the learning culture on both boards as exceptional.

"Everyone around the table is learning, both board members and executive teams. Strong chairs create an environment where curiosity is welcomed and questions are encouraged. If discussion drifts too far into operational detail, they guide it back appropriately. That balance creates a very positive dynamic."

The energy of contribution

And, returning to her original point, she emphasises that board work can be genuinely enjoyable.

“One of the things I often explain to colleagues and friends is that board work allows you to question, test and challenge strategy without carrying operational responsibility. Your role is to probe, to explore, and to push thinking further. That’s highly engaging.”

The IoD Chartered Director programme, she says, prepared her well.

“The Chartered Director Programme is extremely relevant to board work. It’s almost like a condensed MBA in the context of oversight rather than execution. You learn how to examine issues rigorously and ask better questions which has proved invaluable in audit, risk and strategy discussions at board level. I was fortunate to be part of one of the first in-person cohorts after COVID, which helped build strong connections.”

Building networks and support

Those relationships have endured. “We still meet at IoD Ireland events and socially. A portfolio career can sometimes feel isolating, so having a trusted peer network is invaluable. It means you can pick up the phone and sense-check an issue or seek perspective. For anyone pursuing an INED portfolio path, the IoD is an excellent place to build both capability and connections.”

Advice for new INEDs

Her advice to new and aspiring INEDs is straightforward: ask questions with confidence.

“Continuous learning and strong professional networks remain central to sustaining an effective INED portfolio. Constructive questioning is what drives good boardroom discussion and that’s where much of the energy comes from. Professionalism matters, but meetings don’t need to be overly formal at every moment. A degree of warmth and humanity helps the board function well. Of course, fiduciary and governance responsibilities must be handled with rigour, but the informal conversations around meetings also build trust and effectiveness.”

And when selecting boards to join?

“Do thorough due diligence on both the organisation and the board. Make sure it’s somewhere you trust, where you can contribute meaningfully, and where your values align.”

About the Author

Terri Moloney is an accomplished business leader achieving outstanding results across diverse functions and industries in Ireland and abroad. She has worked across People & Culture, Strategy, Operations Management, Governance & Leadership and Sales Leadership in multiple sectors, including ICT (information & communication technology), Construction, Medical Devices, Fast Moving Consumer Goods and Health Care. She has over 25 years of experience with well-known Irish brands including Kerry Group and Laing O’Rourke Construction and with leading Global companies including Boston Scientific, Hilti and most recently with Salesforce where she Achieved growth of 5x in a fast-growing, competitive landscape, adding new capabilities and services for EMEA and international customers for Salesforce and secured new real estate investment to support the growth and development of Salesforce as the EMEA Hub in Ireland.

Terri has successfully completed the IoD Certificate and Diploma in Company Direction and has achieved Chartered Director designation. She has an MSc in Training & Performance Management and has completed a variety of senior executive development programmes with the Irish Management Institute in Dublin and the IMD Business School in Lausanne, Switzerland.

She is currently an independent non-executive director at RTÉ. She also acts as a Business Mentor with the IDA Ireland Foreign Direct Investment programme “leading with strategic intent” at the IMI.