Carol Twomey of Fidelity Investments Ireland examines the quarter of a century she has spent navigating the evolving technology landscape.
Carol Twomey, vice president of software engineering at Fidelity Investments Ireland, joined the organization 25 years ago, attracted by the opportunity to travel, work in different locations and build a strong technical base.
Twomey said, “As a programmer working in Boston and Rhode Island, I wrote code, solved real problems and learned how large, complex systems worked. That early exposure gave me a deep appreciation for the scale, accountability, and responsibilities that come with building technology in a controlled, customer-focused environment.”
He added, “Over time, what has kept me here is the variety of meaningful work and the quality of the people I work with and the culture that supports growth and inclusion. It feels especially rewarding to reflect on that journey in a year when Fidelity Ireland celebrates its 30-year milestone, a reminder of the enduring presence, growth and impact the organization has built here over three decades.”
What factors shaped you into the technology leader you are today?
Looking back, the key turning point in my career was realizing that growth doesn’t come from going straight up, but from being willing to go sideways. I made a conscious decision to pursue supportive opportunities in all roles and businesses to expand my knowledge, deepen my understanding and build a solid foundation for future leadership. Along the way, I also saw the lasting value of relationships, investing in real communication across teams, functions, and levels, which proved to be very important as those relationships resurfaced many years later, providing reliable input where it matters most. Together, these experiences provided benefits in perspective, confidence, and skill as I progressed into senior roles.
For 25 years, my journey has shaped the way I view leadership today. As my responsibilities grew, I came to understand that my greatest impact is not in individual achievement, but in the development and improvement of others. Creating opportunities for others to stretch, supporting their growth and building strong, inclusive teams has become an important part of how I lead. Giving people a platform to succeed is very important to me.
How has the technology landscape within financial services changed during your career?
Over the course of my career, I’ve seen the technology landscape change dramatically, from systems architecture to cloud-first architectures based on change and continuous delivery. Everyone is now talking about AI and how it can change the way we build, work and think about technology and our customer experience. What hasn’t changed is the need to work in a highly regulated environment. The biggest challenge today is balancing rapid innovation with resilience, security, and trust. That intersection, where technology, regulation and customer expectations meet, has become a huge challenge and a huge opportunity for financial services.
You lead the Fidelity Ireland Innovation Council, how do you create a culture where engineers feel empowered to deliver new ideas, rather than simply using what’s on offer?
I am fortunate to work with a great, cross-functional team drawn from both technology and operations across Fidelity Ireland. The Innovation Council is run by people who love to connect others and create an environment for innovation to emerge naturally. We focus on bringing people together across our sites in Dublin and Galway, sharing stories, generating and expressing ideas, developing new thinking and inspiring connections that may not happen naturally on a day-to-day basis. We create ways in which curiosity is welcomed and exploration is encouraged, so that ideas are explored, refined and learned collaboratively.
Engineers are close to the work and often have a good understanding of the logical possibilities for innovation. That’s why we encourage everyone to bring their ideas forward. By fostering a culture of openness, shared learning, and collaboration, innovative solutions become something that is co-created, shared and reused across the organization, rather than something that is simply a given.
As one of the leaders of the Workplace Investing Women’s Technical Circle, how can the industry better support women in engineering?
I think it comes down to three things, opportunity, funding and peer advocacy and accountability. Although progress has been made, women remain under-represented in professional roles in Ireland, with less than 25pc of ICT professionals are women. Closing this gap is essential to building a workforce that reflects the diversity of the clients and communities we serve and makes the most of the talent available across Ireland.
Despite the positive momentum, it is clear that much work remains to support women in entering and building long-term careers in engineering, from entry level to senior leadership. Installation should translate into consistent access to opportunity. That starts with daily leadership behaviors, recognizing early potential, creating an environment for learning and ensuring that women have access to challenging professional roles, significant responsibilities and decision-making platforms. These opportunities are important for building confidence, credibility, and momentum over time.
The opportunity is most powerful when paired with effective funding and strong peer advocacy. Having benefited from funding myself, I am paying it forward by representing women in decision-making forums, opening doors to opportunities for growth and supporting people as they take on big challenges. This support should not be limited to senior leaders; Strong peer leadership communities are equally important. When leaders actively support, challenge, and advocate for each other, progress increases. I am fortunate to work with a great peer group where that mutual investment is visible and sustainable, we freely share ideas, advocate for each other’s teams and compete at the highest level.
Ultimately, supporting women in engineering requires intentional accountability and sharing. That means being intentional about who gets opportunities, providing meaningful training, and having people’s backs as they grow into new roles. When accountability is built into how we lead, women are more likely to stay, develop, lead, and thrive. This is why programs such as Fidelity Women in Technology and the WI Women’s Technical Circle issue, help to create community, visibility, representation, and practical support for women in different stages of their careers.
For someone considering a career in engineering or technology today, what advice do you have?
Power and influence grow with knowledge, not perfection. My advice is to seek knowledge in different areas of your business to broaden your perspective and deepen your overall understanding. Focus on deep learning and staying curious. Engineering is a field where learning never stops, so the ability to think critically, ask good questions and use human-centered thinking and empathy is very important. Build strong relationships and invest in your network. Be willing to step into unfamiliar territory, you don’t need to have all the answers to contribute meaningfully and grow.
Over the past 25 years, I’ve learned that lasting success in technology comes from leading people, purpose, and craft, combining strong technology and business acumen with real leadership, everyday kindness and a true commitment to bringing others.
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