Following a career in executive leadership in aviation, Anne Bradley’s next career chapter involved a number of Non-Executive Director Board positions in financial services and the not-for-profit sector, as well as becoming a Certified Bank Director. We speak with Anne about her career evolution, bringing a different perspective to the boardroom and technology transformations impacting governance.
My route into financial services boards wasn’t a straight line — far from it. I spent most of my career in aviation, starting at Aer Lingus and working across operations, crisis management, technology, and IT leadership. I moved into more senior roles, eventually leading digital development across the operating companies within IAG, where I managed a large investment portfolio and drove complex transformation work.
These roles were fast-paced and high-pressure but always rooted in people and sound decision-making. I’ve always been drawn to environments where you need to make the right decisions quickly, with limited information — and that translates naturally into the boardroom. Today, I serve as an Independent Non-Executive Director across a number of sectors including financial services, aviation and mental health, where I aim to bring a fresh, practical perspective rooted in risk management, digital, and operational resilience.
After years in executive leadership, I wanted to stay involved in shaping strategy and outcomes — but from a more objective, broader viewpoint. What really appealed to me about the INED role was the opportunity to step back from day-to-day decisions and instead ask the bigger questions — about risk, purpose, people, and strategic direction.
I’ve always been curious, and I like figuring out how things fit together. Being dyslexic means I don’t always absorb information the “usual” way, but that’s actually helped me — I tend to spot patterns or risks that might not be immediately obvious. That’s something I bring to the boardroom — a different way of seeing things, and a willingness to challenge when it’s needed.
I started out by getting experience on boards outside financial services — in transport, for example — which helped me build my confidence and learn the ropes of board governance. Over time, as digital and risk started moving up the agenda in other sectors, the door into financial services opened more naturally.
Every board is different, but I’ve really enjoyed the variety. Whether it’s supporting a bank through transformation or helping a mental health charity manage risk and data more effectively, I find I’m always learning. My background in crisis response, technology, and operations gives me a useful lens — especially in regulated sectors where resilience and decision-making matter.
I enjoy the intellectual challenge, the variety, and the ability to make a lasting impact. No two days are alike — one moment I’m reviewing board packs and emerging risks, the next I’m in deep discussion about technology strategy or cultural transformation.
But more than anything, I enjoy being able to help organisations navigate change — especially when that change is messy or uncertain. I’m passionate about building strong, inclusive cultures — where people feel safe, innovation thrives, and risk is seen as something to work with, not avoid. It’s very rewarding to know that the questions you ask — or the challenge you give — can help move an organisation in a more positive direction.
Be yourself. That might sound simple, but it's important. Your unique path and perspective are your greatest assets. Boards don’t just want consensus thinkers; they need people who can challenge, question, and listen with empathy.
Keep learning. Find mentors, stay curious, and understand the difference between management and oversight. You’re not there to run the business — you're there to support and challenge it. And finally, listen well. Often, it’s the quiet observation or question that has the biggest impact.
Curiosity, judgement, and courage. You need to be willing to explore issues from different angles, weigh up the evidence, and say what needs to be said — even when it’s not easy.
Critical thinking and emotional intelligence are essential. In the boardroom, it's not just what you say, but how and when you say it. Collaboration and independence go hand in hand — you’re part of a collective, but you also need to know when to stand apart.
AI, cybersecurity, and data governance are already shaping how boards operate, and that’s only going to accelerate. These are no longer “IT” topics — they’re governance issues. Boards need to understand not just the technology, but the broader questions around ethics, accountability, and trust.
ESG and digital sustainability are also becoming more important. New regulations like DORA and the EU AI Act are changing the landscape and will require boards to raise their digital literacy. Directors don’t need to have all the answers — but we do need to speak the language of risk, reputation, and resilience in a digital world.
Absolutely essential. The world doesn’t stand still — especially in sectors like financial services or technology. For me, continuous learning comes through formal training, but also through mentoring, talking with peers, and staying connected to what’s happening in the real world.
As someone who didn’t come up through the usual financial services path, learning has helped me bridge gaps and build confidence. IOB, in particular, has been a great resource — not just for education, but for the relationships and network it offers. There’s always something new to understand, and I think that’s part of what makes the role so interesting.
A piece of advice that’s stayed with me came during the Covid-19 crisis, a time when everything felt uncertain and urgent:
“People don’t want advice monsters — they want to hear different perspectives, but they want to be listened to first.”
In high-pressure environments, especially in leadership, it’s easy to jump into solution mode. But I learned the value of slowing down, listening deeply, and understanding before offering advice.
Looking to begin or advance your career in financial services? From early career to executive education, IOB’s portfolio of over 40 UCD accredited programmes can help you to strengthen your expertise and broaden your skillset.