Stepping Back, Looking Forward: Reflections on My Time as COO

By Michael Redmond

After almost 40 years working across the public and civil service 39 of those in public roles, I’m taking a moment to look back as I step away from my role as Chief Operating Officer of HSE Technology and Transformation.

It’s not often you get the chance to pause and reflect, and I’m grateful to be able to do so now. I’ve had a long and varied career, and I feel incredibly privileged to have served in this role. It’s one of the best jobs I’ve ever done full-on, busy, relentless at times but also hugely rewarding.

Where It Started

I started out as a computer programmer with the Revenue Commissioners in the early '90s. That’s where I got my start in IT, and it changed the course of my career. A few years later, I joined the then Northeastern Health Board, and over the years, moved through different roles that eventually led me to the COO position.

When I stepped into the role in 2017, I became the first COO for our technology organisation. Back then, we were a smaller team about 250 people and we were still quite fragmented in how we worked. I knew from day one what I wanted to achieve:

• Grow the technology organisation,
• Establish financial coherence, and
• Develop a long-term strategy.

These priorities were my guiding lights, and they kept me focused even when things got busy.

The Work That Matters

One of the biggest achievements I’m proud of is the seven-year workforce plan we put in place starting from that baseline of 250 people and setting a goal to recruit 750 new roles. At the time, I think some people thought we were mad. But five years later, we had hit that number, and then some.

Another major milestone was the Office 365 mail migration. It’s now the most widely used digital platform in the HSE, with over 70,000 daily users. And while I wasn’t directly delivering projects, as COO I was involved across the board, supporting programmes and making sure we kept moving forward.

There were difficult moments too responding to COVID, dealing with the cyberattack. Those were hard days, but I couldn’t be prouder of how our teams came together. We also worked hard to build trust with funders and leadership. When you get the investment, you need to show that you can deliver. We did that.

When I started, we had a €50 million budget. Now we’re at nearly half a billion, with over 1,500 staff. Back then, we were just about fit for life support. Today, we’re fit for transformation and that’s a massive shift.

Challenges and Clarity

One of the biggest challenges was navigating constant change in leadership. In my time as COO, we had multiple CEOs, CIOs, and now two CTTTOs. Each person brought different styles and priorities, which is only natural. Through all of that, the thing that served me best was having a clear purpose knowing what I wanted to achieve and staying steady through the changes.

You have to be flexible, sure. But you also need to stick to your vision. That’s how you keep things moving in the right direction.

Team and Culture

None of this happens in a vacuum. I’ve had the chance to work with some brilliant people over the years colleagues who challenged me, supported me, and kept the whole thing going. I’ve been really lucky with the teams I’ve built and worked alongside, especially the current COO team. We’ve always been a group with different perspectives, which is exactly how it should be. Everyone brings something unique to the table, and together we’ve delivered things I’m incredibly proud of.

Over the years, I’ve also had the privilege of being part of the SMT something I’ve done now for over 20 years. People have come and gone, but in the last few years especially, I’ve often looked around the room whether we were dealing with COVID, the cyberattack, or just a major push on delivery and I’ve thought to myself: thank God these people are with me.

It reminds me of a line from Alex Ferguson, who told his team to look at the person beside them and be glad they’re on your side and not someone else’s. That’s how I’ve felt many times. In the tough moments, we had the right people in the room and that made all the difference.

Working with the COO team and SMT has been one of the genuine privileges of my career. I couldn’t have asked for better people to be on this journey with.

Lessons and Legacy

I’ve learned so much from so many people those I got on with instantly, and those I didn’t. Everyone teaches you something, if you’re willing to listen.

If I were to pass on anything to whoever steps into this role next, it would be this:
Own the job. Plant your feet. Stick your elbows out. Trust yourself, and don’t panic. It’s busy, it’s full-on, but if you stay consistent and focused, you’ll be able to make your mark. And I truly believe the talent for this role already exists within the team.

I’d also have to call out one person who was a mentor to me, even if he never knew it Seamus Butler. I learned a huge amount just from watching how he worked. In his final year, I made a decision to absorb everything I could from him. I only wish I’d told him that at the time.

Digital for Care and the Future

We’re in a good place now. The roadmap for digital transformation Digital for Care has been agreed across the HSE, Department of Health, and Government. That kind of alignment didn’t exist seven years ago. If we had been handed that level of funding back in 2017, we wouldn’t have been able to deliver. But now we can.

I’m excited to see what comes next. Damien and the team have the tools, the strategy, and the momentum. I’ll be watching and cheering you on from the sidelines and if I can help in any way, I’d love to.

What’s Next

People who retire often say the greatest gift is time. That’s what I’m looking forward to most: an ocean of time. Time for travel, time with family, and time to just be. I’ve got hobbies I haven’t touched in years, and places in Dublin I’ve never visited Collins Barracks, the courts, the museums I’ve walked past for decades. It’s time now to start doing those small things too.

Final Thoughts

If I had to sum up this job in one (or two) sentences: it’s been the most rewarding role of my career. Yes, it’s busy and relentless but it’s also a privilege. I’ve loved being the COO.

And to anyone thinking about stepping up go for it. It’s a great job. You’ll be lucky to have it.

Watch Michaels interview, where he reflects on his time as Chief Operating Officer of HSE Technology & Transformation.