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Aisling Teggart on authenticity, leading with empathy, and why the smartest leaders never stop learning
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Aisling Teggart, IMAGE PwC Management Professional of the Year – Senior Professional 2025, reflects on a career shaped by curiosity, the power of authentic leadership, and why embracing innovation doesn’t mean losing the human touch.
Aisling Teggart, executive vice president and global head of accounting and fund administration at State Street, leads more than 8,000 employees across 28 countries and 100 markets. Over her 34-year career in finance, she has consistently brought a clarity of vision and deeply human approach to the business of managing global teams.
Working to streamline systems, reduce costs and improve client outcomes, she credits much of her success to staying true to herself. “At the start of my career, there was a lot of alpha male behaviour in my industry, and I was advised to emulate that – someone actually suggested that I shout more,” she says. “I’ve since learned that to be myself, to be authentic and collaborate in a very healthy way, has really made all the difference.”
For Aisling, embracing innovation – especially in AI and robotics – is critical to the future of financial services. “Technology can help us understand the industry better and predict what’s going to happen, so that we can really service our clients in a more value-added way.”
Receiving the Management Professional of the Year Award 2025 is a real honour. This award feels incredibly special because it’s not just a recognition of personal achievement, but it also reflects the collective effort of so many people I’ve worked with along the way. At this stage in my career, it’s both a recognition of the collective achievements of my teams and a personal reminder of the importance of authentic leadership. It reaffirms my commitment to empowering others and driving meaningful change across our organisation. It also reinforces something I deeply believe in – that leadership isn’t about titles or milestones, it’s about impact. If this award helps to highlight the importance of inclusive, values-driven leadership, then that’s the real win for me.
My first role in finance was with a local accountancy practice, where I started as a graduate trainee. That experience gave me a solid grounding in the fundamentals of building a set of financials from a box of invoices and bank statements. I wanted to understand how the numbers told a story of the business. Was it profitable? It was there that I learned the importance of precision, accountability and teamwork – lessons that have stayed with me ever since. I realise that first role gave me the foundation, not just in finance but in how to think commercially and lead with integrity. It taught me the value of curiosity, resilience and building strong relationships from day one.
Leading over 7,000 people across 28 countries has taught me that leadership isn’t about having all the answers – it’s about creating conditions where others can thrive. I’ve always tried to lead with clarity of vision, trust and empathy. I focus on open communication, empowering local leaders and fostering a culture of inclusion and accountability.
Transitioning from COO of State Street Ireland to a European and then a global leadership role was pivotal. I stepped into roles that were outside my comfort zone, and it was daunting and exciting. It taught me the importance of leaning into challenges, building new networks and believing in myself. It challenged me to broaden my perspective, adapt to new cultures and lead through complexity on a much larger scale.
Clarity of vision matters because people need to understand the bigger picture – why their work matters and how it connects to our shared goals. Trust is essential when your team is diverse and dispersed. You can’t micromanage across time zones, so you have to empower people to make decisions and take ownership.
Empathy is what keeps the human connection strong. Different cultures, backgrounds and working styles bring incredible strength, but they also require curiosity and respect. When people feel heard and valued, performance and innovation follow naturally. Ultimately, I see leadership as service. My job is to remove barriers, connect the dots and help people do their best work. Early in my career, I felt pressure to adopt a more “alpha” style, and I thought leadership had to look a certain way – decisive, tough, and always in control. I had very few role models I could relate to, so I stayed true to myself and managed my teams in my own style.
I soon realised that authenticity isn’t a soft skill – it’s a strength, and it builds trust and engagement. The turning point came when I led with openness and honesty. By staying true to my values and encouraging others to do the same, I’ve seen teams become more resilient, creative and committed. So, I didn’t decide authenticity was effective – my team proved it to me. That’s been one of the most rewarding lessons of my career.
Trust yourself, be open to new experiences, and don’t be afraid to take risks. The path may not always be linear, but every challenge is an opportunity to learn and grow.
Beyond technical skills, I look for curiosity, adaptability and a collaborative mindset. I value candidates who demonstrate integrity, a willingness to learn, and the courage to constructively challenge the status quo. I pay close attention to how someone talks about challenges – do they take ownership? Do they learn from setbacks? Do they show self-awareness? Those qualities tell me how they will grow in the role. I also look for people who bring positive energy and collaboration. The best teams are built on trust and respect, and that starts with people who want to see others succeed, not just themselves. That mindset aligns with how I lead: empowering people, valuing diversity of thought and creating an environment where everyone can contribute and thrive.
I’m excited about AI-driven automation that enhances risk management, customer experience and operational efficiency. Robotics and intelligent process automation are transforming how we serve clients, freeing our people to focus on higher-value work and strategic thinking. We’ve spent so many years focused on efficiency and control, but now technology is allowing us to shift focus from processing to problem-solving. In particular, I’m excited about how AI can improve decision-making; analysing vast amounts of data in seconds to deliver insights that would have taken teams hours to gather. It’s not about replacing people; it’s about giving them better tools and data to think strategically and serve our clients better.
Change is constant, and the moment we stop learning is the moment we start to fall behind. Staying relevant means being willing to challenge the way things have always been done and being open to new ideas, even if they make you feel uncomfortable. For me, change has been easier to navigate when I treat it as an opportunity rather than a threat. That mindset doesn’t just keep you relevant – it keeps you engaged and inspired. In leadership, inspiration is what keeps a team moving forward together.
For me, three things have been essential: clarity of purpose, self-awareness and building trust. Clarity of purpose helps me feel grounded. Knowing why we do what we do helps me focus on what matters most. Self-awareness means recognising my limits and being willing to delegate so the load doesn’t become overwhelming. Trust – in my team, in my colleagues, and in myself – allows me to share responsibility rather than carry it alone. Lastly, I always try to keep everything in perspective. Responsibility can feel heavy, but it’s also a privilege. That mindset helps me approach challenges with curiosity rather than fear and keeps me committed to leading in a way that inspires others.
Strength doesn’t always have to look like the loudest voice in the room. Emotional intelligence, collaboration and perspective are increasingly recognised as leadership strengths. Be courageous and lean in. Stay true to your values and don’t be afraid to bring your authentic self to work. Seek mentors, build your network, and remember that diversity of thought is a strength. Your unique perspective is valuable; embrace it. It can be tempting to adapt or “fit in”, but long-term credibility and confidence come from being genuine. Find allies and sounding boards, not just mentors. People you can trust, both within work and externally. These may be friends or family, as well as work colleagues.
Now I’d tell my younger self to trust that she doesn’t have to have it all figured out. Don’t be afraid to ask questions, seek feedback, and learn from others. Lastly, I’d tell her to stop worrying about knowing everything and being perfect – and focus instead on being brave. The moments that feel uncertain or intimidating are usually the ones that shape you the most.
We’re interviewing each of our outstanding winners from this year’s IMAGE PwC Businesswoman of the Year Awards 2025. To hear more about their career journeys, expert insights, and more, visit image.ie/pwc.
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