Adviser — Technology Leadership Continuity and Capability

Ireland·Public-Interest & Regulated Services·Public-service technology· Dublin·Posted 4 August 2026

Applications close 1 December 2026

Public-service technology organisation in Ireland

The problem this seat exists to solve

Candidates should have led technology organisations and advised on leadership capability or operating arrangements. They need experience developing managers, assessing organisational constraints and working with human-resources specialists. Search experience alone is insufficient unless accompanied by substantive knowledge of the work these leaders must perform.

Understand the leadership dependency

The adviser will assess the capabilities and decision arrangements needed to lead a complex technology function. The assignment focuses on continuity, succession and the distribution of responsibility, rather than recruiting an individual as a substitute for an operating model.

Map responsibility for service operations, architecture, security, investment and supplier governance. Identify decisions dependent on one person's knowledge or informal authority. Examine whether managers have the information and resources needed to meet the expectations placed on them.

Distinguish a genuine capability gap from unclear delegation or competing priorities. A new title or additional hire will not resolve a decision that remains structurally ambiguous.

Test continuity and leave an actionable succession approach

Recommend a capability plan linked to the technology roadmap and service risks. Clarify leadership roles, escalation and succession for critical responsibilities. Assess where development, recruitment, external support or redistribution of work is most appropriate. Any proposed structure should show how decisions and service accountability improve, not merely how reporting lines change.

Consider the temporary absence of a key technology leader during a significant incident or investment decision. Determine who acts, what records they can use and where authority becomes uncertain. Use the findings to prioritise knowledge transfer and delegation before attempting a broad organisational redesign.

Deliver a prioritised capability assessment, clear role accountabilities and practical succession or continuity recommendations. Employment decisions remain with authorised management under the relevant processes. The adviser should leave an approach that can be maintained as services and people change, avoiding a design that depends on appointing an unusually versatile individual to compensate for unresolved organisational weaknesses.

Terms

Where the board sits: Dublin, Ireland
Applications close: 1 December 2026
Appointment: Advisory engagement
Compensation: EUR 1,000–1,600 per day (indicative advisory day rate)

Before you apply — an advisory engagement

No office of director, and no appointment formalities.

An advisory engagement creates no directorship in Ireland. There is no registry filing, no regulator pre-approval, no residency arithmetic and no statutory director liability — which is why it is so often the right first step into a market you do not yet know.

On this brief
Independence: Where the engagement specifies independence from any search that follows, that is a requirement of the engagement rather than a courtesy — an adviser to a board is not a candidate for it.

How advisory engagements are scoped

How this works

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GIDX-IE-0356 — Adviser — Technology Leadership Continuity and Capability

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