Day in the Life: Noelle Condon, Chief Financial Officer, National Asset Management Agency

From her experience working in banking overseas to her current leadership role in the public sector, Noelle Condon reflects on her career journey and her day-to-day life as Chief Financial Officer with the National Treasury Management Agency (NAMA).

Noelle discusses the critical skills and strategic acumen required in her role, the importance of lifelong learning, and offers advice to those aspiring to work in a leadership role in the sector.

Hi Noelle, thank you for speaking with us. Can you tell us a little about your career journey in financial services?

Chase Manhattan, Sydney, 1997 — that’s where I crossed my Rubicon into financial services. Armed with my Chartered Accountancy qualification, I left KPMG and joined many of my generation in heading abroad from pre-boom Ireland. Little did I know that first step onto an Aer Lingus plane would lead to a career I love and thrive in.

At Chase Manhattan, I had a front-row seat to the world of banking and finance. I’m still proud of being the first Finance team member to receive an ‘Employee of the Month’ award for my work on senior management reporting.

After a few years, I returned to Ireland with a clearer focus on a career in banking. That led me to IIB (later KBC), which became my work home for 18 years. The variety of roles — from Head of Finance to Head of Regulatory Affairs — gave me a broad understanding of the banking industry and made it a dynamic and rewarding place to grow.

In 2015, I was ready for a new challenge. I left KBC and took up a role as Head of Finance for National Asset Management Agency (NAMA). Transitioning from a commercial bank into a state body was challenging but highly enjoyable as I was able to direct my commercial knowledge and acumen to support NAMA delivering on its objectives. My first 2 years in NAMA then allowed me to blend this experience and progress into my current role of Chief Financial Officer.

What does your typical day as a Chief Financial Officer look like?

At NAMA, I wear multiple hats — overseeing finance, tax, audit, risk, systems, and operations — but what truly motivates me is contributing to the strategic thinking that drives delivery and ensures alignment with our organisational goals.

While there are familiar cycles like month-end, quarterly reporting, and annual planning, the breadth and variety of the work keep it consistently engaging. No two days are the same, and that’s part of what makes the role so rewarding.

This phase in NAMA’s journey is particularly significant, as we transition into wind-down — a period that calls for strategic clarity and disciplined execution. Activities include optimising the balance sheet, decommissioning systems, managing complex audit processes, and steering the final stages of our strategy. I’m fortunate to work with a talented team that enables me to stay focused on strategic execution and driving results across the organisation.

What are the key skills and competencies that are essential for your work?

Technical expertise might get you in the door — but it’s strategic thinking and leadership that truly define success in this role. A strong foundation in finance is essential, of course, but as you move into senior leadership, the focus quickly shifts.

Strategic thinking, stakeholder engagement, collaboration, and clear communication become critical. You need to understand the needs of both internal and external stakeholders and consistently deliver value that supports the organisation’s broader objectives.

Equally important is building and nurturing a strong, capable team. Surrounding yourself with great people — and fostering a culture of openness, integrity, and mutual challenge and support — makes all the difference.

Adaptability and a commitment to lifelong learning are also vital, especially in a sector that’s constantly evolving. Staying curious, open to change, and willing to grow is what keeps you effective and relevant as a leader.

What’s your favourite thing about your role?

It’s hard to pick just one, but my top three would be: the variety, delivering strategic objectives, and the people I work with.

Variety has always kept me engaged — from my early days at Chase Manhattan to my current role as CFO of NAMA. It’s more than just managing responsibilities; it’s about delivering core functions, driving continuous improvement, and staying connected to the financial landscape both locally and globally.

At NAMA, there’s a strong sense of purpose. I find it incredibly rewarding to help turn strategic plans into tangible outcomes, working closely with the board and executive team to deliver on our goals.

And most importantly, the people. I work alongside talented professionals from diverse backgrounds and mentoring them — seeing their confidence and capability grow — is one of the most fulfilling parts of what I do.

What would your advice be to someone interested in progressing towards a finance leadership role?

The role of a finance leader is evolving rapidly, with AI, automation, and digital tools fundamentally reshaping how finance teams operate. In this environment, continuous learning and a willingness to embrace change aren’t just helpful — they’re essential. These qualities enable you to grow, adapt, and ultimately become a more effective and forward-thinking leader.

A modern CFO needs to be proactive in navigating this digital landscape — fostering a culture that drives productivity, performance, and real value for the business. Digital transformation is no longer a future concept; it’s a cornerstone of how we work today and how we’ll continue to evolve.

That said, my most important piece of advice isn’t about technology — it’s much simpler: stay curious. Talk to people. Learn from different perspectives. Choose this career because you genuinely enjoy the work, not just because it’s challenging. And surround yourself with a team that brings diverse strengths, challenges your thinking, and helps you deliver better outcomes.

How important is education and training for your role?

Education and training are essential — not just at the beginning of your career, but at every stage. I’m a strong advocate for lifelong learning, especially in a field where the pace of change is only accelerating.

Whether it’s adapting to new regulations, embracing digital technologies, or responding to the growing focus on ESG and sustainability, there’s always something new to stay on top of. Formal education provides the technical foundation, but it’s continuous learning that keeps you sharp and future ready.

That learning can take many forms — from structured courses like those offered by IOB, to seminars, peer networks, and even informal conversations. It’s not just about acquiring knowledge; it’s about developing the ability to think critically, ask the right questions, and make sound decisions in a fast-moving environment.

Some of the most valuable insights I’ve gained have come from conversations with peers in different sectors or roles. Those exchanges challenge your thinking, broaden your perspective, and help you grow as a leader.

If you could give one piece of advice to your younger self, what would that be?

Back yourself — and think beyond the now.

If I could give my younger self one piece of advice, it would be to trust your instincts and not be afraid to step outside your comfort zone. Confidence grows with experience, but it starts with taking that first risk. Surround yourself with good people — those who challenge you, support you, mentor you, grow you and make you who you are.

And don’t forget to think strategically — not just about the task in front of you, but about where you want to go and how each step fits into the bigger picture. You’ll never regret backing yourself. Take the chance, put in the work, and trust that you’re more capable than you think. “The best way to predict the future is to create it.” — Peter Drucker

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