This month marks two years since I stepped into the role of CEO at Eplus.
Looking back now, I don’t think I could have fully understood just how much the role, and the organisation, would challenge, stretch and shape me over that time.
I came into the position from a social care background, not a corporate one. My experience was rooted in frontline practice, relationships, safeguarding and supporting children and families directly. While that foundation remains central to how I lead, the last two years have required me to quickly develop an entirely different side of leadership, governance, finance, operations, compliance, systems, risk management and long-term organisational sustainability.
Leading within the community and voluntary sector carries a huge level of responsibility. Behind every referral, crisis call, transport run, supervised access session and support intervention are real children, real families and real lives. The decisions organisations make every day have a direct impact on people during some of the most difficult and vulnerable periods of their lives.
That reality is never far from your mind as a leader in this sector.
The last two years have brought significant challenges. Like many organisations across the sector, Eplus has had to navigate increasing demand for services, workforce pressures, financial pressures, changing operational requirements and growing governance expectations, all while continuing to deliver frontline supports safely and consistently.
At times, it has been overwhelming. At times, isolating. But it has also been one of the most meaningful experiences of my professional life.
Over the last two years, Eplus has undergone significant change and development as an organisation. We have worked hard to strengthen governance structures, improve operational systems and processes, expand partnerships and visibility and continue building a service rooted in professionalism, safeguarding and relationship-based support.
Late last year, Eplus achieved Triple Lock status, an achievement I am particularly proud of. For us, it represented far more than a governance milestone. It reflected the collective work that has gone into strengthening transparency, accountability and public trust within the organisation, while ensuring we continue to build sustainable foundations for the future.
There is still a huge amount of work ahead.
One of the biggest lessons I have learned over the last two years is that leadership is rarely about having all the answers. More often, it is about remaining steady during difficult periods, making decisions with integrity, continuing to learn and surrounding yourself with good people who care deeply about the work and the organisation.
I have also learned that some of the most important work within the social care sector happens quietly and without recognition. Every day across Ireland, social care workers, support staff, managers and community organisations are helping children and families navigate incredibly complex circumstances with empathy, consistency and professionalism. Much of that work will never make headlines, but its impact is life-changing nonetheless.
At Eplus, I remain incredibly proud of the people behind the work. Our teams continue to show up every day for children, young people and families across Ireland with compassion, resilience and commitment, often in very challenging circumstances.
I am also grateful to our board members, partners and supporters who continue to believe in the organisation and the work we do. Building and sustaining community-based services requires collaboration, trust and a shared commitment to improving outcomes for children and families.
The work is far from finished, but Eplus is in a much stronger place today than it was two years ago.
And while the challenges across the sector remain significant, I remain hopeful about what the future holds, both for Eplus and for the wider community and voluntary sector.
