My Business Life: Pamela Farrell, HCS

HCS managing director Pamela Farrell discusses leadership, growth and technology as the Irish IT firm invests €13.2m and plans to create 125 jobs.

Pamela Farrell has had an impressive career traversing the world of telecoms and technology, and today she leads HCS as managing director.

Under her leadership HCS is committed to continuing its growth, earlier this year announcing a significant investment of €13.2 million in the business.

This investment will drive the creation of 125 jobs and increase HCS’s headcount to 175 employees across its Waterford, Cork, and Dublin locations.

In late 2024, HCS was acquired by Centric360, an investment company jointly owned by Pamela Farrell and Brian Larkin.

As the leader of the business, Pamela is committed to driving forward a strong company culture, while supporting their customers navigate the evolving digital landscape in support of their business needs.

HCS delivers managed IT and cybersecurity services designed to support scale, resilience, and confident technology decisions.

Tell us about your background. What journey did you take to arrive at where you are today?

My professional journey didn’t take the route I expected it to take. I didn’t achieve the Leaving Cert results I had hoped for, which felt like a huge setback at the time. Ultimately, it opened doors I might never have considered otherwise.

I grew up in Skerries in a family that ran a local business. It was here I was taught the value of hard work, customer service and how important it is to always back yourself. My first role was with a managed services provider where I was introduced to technology and sales, and over the five years I spent there, I discovered an industry I genuinely loved.

From there, I set up Hibernia IT Solutions with John Kennedy in 2006 and in 2008 we merged with Hibernia Computer Services and acquired Evros. Here I spent the next 10+ years helping to grow the business into one of Ireland’s leading technology companies, before taking on my current role of Managing Director at HCS. Looking back, one of the biggest lessons I’ve learned is that careers rarely follow a straight line. Sometimes the moments that feel like setbacks at the time can become the opportunities that ultimately shape your future.

Why are you doing what you are doing and what need are you meeting? What is your USP?

Technology has become central to how every organisation operates, but it is also more complex than ever. Customers are trying to modernise, manage cyber risk, adopt AI responsibly and maximise the value of existing investments, often all at the same time.

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HCS combines enterprise-grade capability with the agility, accessibility and personal accountability of an independent Irish-owned business. Customers can access decision-makers quickly, get expert advice without bureaucracy, and trust us to deliver outcomes rather than simply sell technology. That is what drives me on, and ultimately why I do what I do – I want to help businesses perform better, achieve greater success and deliver for customers.

How did you fund and start the business and what are your growth plans?

I acquired HCS with my business partner Brian Larkin in November 2024. Rather than starting a business from scratch, we took on an established Irish company with more than 30 years of customer relationships, technical expertise and a strong reputation in the market.

Since the acquisition, our focus has been on investing back into the business and creating the foundations for long-term growth. We recently announced a €13.2 million investment programme that will support the creation of 125 new jobs, growing annual revenue to €30 million by 2028. Our growth plans are centred on areas where we have deep expertise including cybersecurity, cloud, data and AI and managed services.

What key skills or qualities have helped set you apart?

The qualities that have helped me most are resilience, curiosity and a willingness to keep learning. My career didn’t follow a perfect plan, so I learned to adapt, work hard and make the most of opportunities. I’m naturally ambitious, but I’ve learned that success comes from building strong teams and bringing people with you. I also believe in learning from mistakes, moving quickly and staying open to change. Above all, I value relationships. Trust, consistency and doing what you say you will do are qualities that matter in business and leadership.

Who has helped you most along the way? Who has been a mentor or inspiration?

I have been fortunate to learn from many people throughout my career, but my family and friends gave me the earliest lessons in hard work, resilience and treating people properly. My husband has been a constant source of support, particularly when I took the leap and started Hibernia IT Solutions with John Kennedy in 2006. His belief in me gave me the confidence to take that risk.

Professionally, some of my biggest influences were the leaders and colleagues who trusted me with responsibility before I felt completely ready. They taught me the value of backing people and creating opportunities for others to grow.

The team I worked with while scaling Evros also had a lasting impact, showing me that culture, trust and shared values are what hold a business together through periods of growth and change. The best mentors do not give you all the answers. They ask the right questions, challenge your thinking and help you trust your own judgement.

What is the best piece of business advice you have received?

The best business advice I ever received was, back your people and protect your integrity. Strategies change, markets evolve and technology moves quickly, but trust remains the foundation of every successful business.

Backing people means giving them clear direction, empowering them to make decisions and supporting them through challenges, not just when things are going well. Protecting your integrity involves being consistent, doing what you say you will do and being honest when you do not have all the answers.

Over the years, that advice has shaped how I lead teams, work with customers and build partnerships. You will not get every decision right, but if people trust your intent and know you will take responsibility, you can navigate difficult situations and continue moving forward together.

What factors make the difference between success and failure in business?

Success comes down to focus, execution and people. Businesses that know who they serve, stay close to their customers and consistently deliver value tend to succeed. Those that lose focus, overcomplicate things or forget the importance of culture often struggle. In my experience, long-term success isn’t about one big decision. It’s about making good decisions consistently, learning along the way and bringing your people with you.

What was the most challenging aspect of starting or growing the business?

One of the biggest challenges in growing a business is protecting the culture while the company evolves. Growth brings opportunity, but it also brings pressure to hire, expand services and manage change. I’ve learned that a single hiring decision or poor communication can have a much bigger impact than people realise. The key is to grow with purpose, stay close to your people and make sure everyone understands where the business is going and why.

How did you navigate the pandemic and what lessons did you learn?

The pandemic taught me a lot about resilience, communication and adaptability. Our priority was supporting customers, looking after our people and keeping the business running during a very uncertain time. One of the biggest lessons from that time was the realisation that leadership requires both decisiveness and empathy. People needed clear direction, but they also needed support and reassurance. The pandemic also accelerated digital transformation and changed how organisations work and collaborate. Looking back, the businesses that came through it best weren’t necessarily the ones with the perfect plan. They were the ones with strong teams, strong relationships and the ability to adapt as circumstances changed. That’s a lesson I still carry today. When challenges arise, people, relationships and adaptability make all the difference.

How has digital transformation influenced your business?

Digital transformation has influenced every aspect of our business. It has helped us improve efficiency, serve customers better and create capacity for growth. What has changed most is the focus on outcomes. Customers want technology that solves business problems, reduces risk and delivers value. Internally, we focus on simplifying processes and using automation where it makes sense. My biggest takeaway is that technology alone doesn’t drive transformation. Success comes from combining the right technology with the right people and processes.

If you were starting again, what would you do differently?

In business, I would ask for help earlier. Good mentors and strong peers can save you years, particularly when they are willing to challenge your assumptions. I would still work hard and set ambitious goals, but I would be more comfortable with experimentation and failure. Not every idea will work, and that is fine if you learn quickly and adjust. Progress is rarely perfectly linear. Sometimes the alternative route becomes the most rewarding one.

Who inspires you in business today?

I’m inspired less by high-profile business figures and more by leaders who build great businesses without losing their humanity. The people I admire combine ambition with humility, make tough decisions, stay close to their teams and customers, and know when to grow through partnership rather than doing everything themselves. I also take inspiration from colleagues and customers who challenge the status quo, share what they know and help others succeed. For me, that’s the kind of leadership that leaves a lasting impact.

How do you nurture talent within your organisation?

We nurture talent by creating opportunities, building trust and investing in people’s development. We’re very passionate about progressing people within the organisation and helping them grow their careers. We encourage people to take ownership, learn continuously and step into new challenges, knowing they’ll have the support they need. For me, the biggest growth often comes when someone is trusted with an opportunity before they feel completely ready.

What business books would you recommend?

Two books I regularly recommend are The Culture Code by Daniel Coyle and Legacy by James Kerr.

The Culture Code is a great book about what makes teams successful and how leaders create environments where people can do their best work.

Legacy looks at the leadership principles behind the All Blacks and highlights the importance of humility, accountability and strong standards.

Both books reinforce something I strongly believe – great businesses are built on people, culture and leadership. Strategy is important, but long-term success comes from creating an environment where people can perform, grow and succeed together.

What technologies or tools help you stay organised?

I favour tools that create clarity, save time and improve decision-making. Outlook, Teams and Copilot help me manage communication, stay organised and quickly turn information into action, particularly when travelling.

Business Central provides the operational and commercial visibility needed to make informed decisions. For me, the best technology is technology that reduces complexity and helps people focus on what matters most.

Which social media platforms do you use most?

LinkedIn is the platform I use most because it’s where many of the conversations that matter to my role are already happening. It helps me stay connected with customers, partners, colleagues and the wider technology community. I use it to share perspectives on leadership, business growth, cybersecurity and AI, while also learning from others and keeping a pulse on the issues shaping our industry.

Where do you think technology is heading?

I believe technology will continue to enable us to work smarter, faster and become more connected. AI will become part of everyday business rather than a standalone initiative.

The real opportunity is not the technology itself, but how organisations use it to improve customer outcomes, support employees and make better decisions. Those that balance innovation with trust, security and good governance will be best placed to succeed.

What advice would you give your 21-year-old self?

I would tell my 21-year-old self that your career does not have to follow a straight line, and one setback does not define what comes next. Back yourself, ask for help and do not wait until you feel completely ready before taking an opportunity.

Work hard but pay attention to the people around you. Relationships, reputation and integrity will carry you further than any individual achievement. I would also say that failure is not something to fear. Make the decision, learn quickly and adjust. Some of the best opportunities in my career came from routes I had not planned.

Stay curious, keep perspective and be yourself. Ambition is important, but so is enjoying the journey and recognising progress along the way. You do not need every answer at 21. You need the courage to start, the resilience to keep going and good people around you.

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