Interview with Catherine McCourt, EY Global Technology Consulting Leader : Leadership, Mentorship, and Thriving in an AI-Driven Era

Anna Radulovski:Catherine, let’s start at the beginning. What initially drew you to technology, and was there a defining moment when you knew this was the right path for you? 

Catherine McCourt: I started in the early 90s, technology was really just in its infancy. We didn’t have PCs, people didn’t carry laptops, mobile phones weren’t really a thing—although they were just coming in, but they were the size of bricks. By the time I graduated, the way we were learning had completely changed—search engines became a thing, and I realized pretty quickly that I needed to get into this. My plan was never to go into a technology-related role. I studied business and economics, with psychology as well, because I loved the people aspect. But when I finished university, I realized that technology was going to fundamentally change the way businesses operate. My first role was at HP Software, working with IT executives. I remember one of them asking me about the architecture of a solution, and I didn’t even know what ‘architecture’ meant! That was a wake-up call for me—I had to learn quickly, and the more I learned, the more fascinated I became. 

Anna Radulovski:Your career has taken you across Asia, Australia, and Europe. How have these global experiences influenced your leadership style? Was there a turning point where you had to rethink the way you lead? 

Catherine McCourt: My leadership style has evolved as I have matured. And as I've evolved as a human, as a colleague, and as a person in the workplace. I think for me, it’s been a series of steps that I’ve enjoyed taking, and with each step, I’ve taken on more and more responsibility. And with that responsibility, you have bigger teams, bigger financial responsibilities, and a much bigger moral responsibility, because within consulting, your role is to look after those people—to make sure they have the right work, that they’re learning, keeping their skills up to date, and that there’s enough work to keep them engaged. 

Leadership comes with a huge amount of responsibility, and I think every step I’ve taken has been intentional. It’s not just about leading—it’s about earning trust. In a consulting business, we are a people-based organization, and leadership is about creating an environment where people feel they belong. I don’t believe leadership is something you get purely out of a job title. You have to earn respect, trust, and loyalty. Being able to listen and actually seek to understand is very important. In diverse groups, you might have one person who thinks everything is perfect, and another who feels the exact opposite. You have to create an environment where everyone is comfortable sharing their perspectives. You can’t assume that one leadership style fits all—every individual is different, and as a leader, you have to take the time to understand that.

Anna Radulovski:Many leaders talk about pivotal moments in their careers—challenges that pushed them to grow. Can you share one such moment and how it shaped you as a leader? 

Catherine McCourt:One of the biggest projects I ever worked on was for a major health insurance client. It was a huge, multi-year, $100 million transformation project. Just four weeks into the project, the project manager—who was also a senior partner and my second-in-command—left the organization. It was an unexpected and difficult situation, and I had to step into that leadership role immediately. I knew very quickly that the only way I would be successful—and the only way the project would succeed—was if I developed the team around me. There was a significant leadership gap, and I didn’t have the luxury of time to hire externally. I had to build trust, develop people’s skills, and create a high-performing team under immense pressure. It was a crash course in leadership, and I learned how to remain calm, make tough decisions, and bring people together to navigate uncertainty.

Anna Radulovski: Leading teams—especially in a high-stakes, fast-moving industry like tech—comes with its own set of challenges. What’s your approach to building strong, high-performing teams? How do you keep people motivated and aligned, especially during times of transformation and uncertainty? 

Catherine McCourt: I don’t always prioritize the person with the strongest technical skills. For me, mindset, openness, and the ability to collaborate are far more valuable—especially in consulting, where skills evolve rapidly. I build teams that are diverse in background, thought, and experience, and I test for collaboration and energy in interviews. The best teams I’ve led are the most diverse ones. Mindset and willingness to unlearn and relearn are essential. I’ve learned that people who are adaptable and open to feedback consistently outperform those with fixed skill sets. It’s not just about finding talent, it’s about cultivating it into something greater than the sum of its parts.

Anna Radulovski: Leading large-scale projects and high-performing teams can come with intense pressure. How do you manage stress and avoid burnout? 

Catherine McCourt:I have a few fundamental rules. Sleep is non-negotiable—it’s one of the biggest factors in maintaining mental and physical health. If you consistently undersell yourself on sleep, you’re no good to anyone. Exercise is another key priority for me—I make sure to move my body daily. Whether it’s running in the morning or after work, it helps clear my mind. Nutrition also plays a big role. If you’re not in good physical shape, it’s much harder to maintain mental resilience. I also make it a point to unplug on weekends as much as possible. And I have a strong support network—family, friends, and mentors who provide perspective. There were moments in my career when I reached out to mentors for advice, and sometimes just talking to someone outside the immediate pressure zone helps you see things more clearly.

Anna Radulovski: AI is transforming industries, redefining leadership, and creating new career paths. What leadership traits will be most valuable in this AI-driven era? 

Catherine McCourt:AI will automate a lot of tasks, but what it can’t replace is human connection. The leaders who will thrive in this era are those who can combine technical understanding with human-centric skills—empathy, listening, storytelling, and the ability to build trust. Mindset is also crucial. Technical skills will always evolve, but having a growth mindset—the ability to unlearn and relearn—will set great leaders apart. I believe that consulting will never be fully automated, because at the end of the day, businesses need people who can explain, persuade, and guide them through transformation

Anna Radulovski:Despite progress, women remain underrepresented in executive roles. What specific measures can companies take to ensure not only hiring more women but also retaining and promoting them? 

Catherine McCourt:We’ve made progress, but I do worry that in some parts of the world, we’re seeing reversals. The biggest challenge isn’t just getting women into tech—it’s retaining them. Many women leave mid-career due to inflexible policies, lack of mentorship, or workplace cultures that don’t support them. Companies need to offer real solutions, like flexible work arrangements and structured leadership development programs. Male allies are also critical. If we want to drive real change, we need male leaders to advocate for women, call out biases, and actively sponsor female talent. It’s not enough to just mentor women—we need men in leadership to create pathways for them to advance.

Anna Radulovski: At EY, you’ve been actively involved in mentoring rising talent. What makes a great mentor, in your opinion? 

Catherine McCourt: I’ve had mentors throughout my career—some internal, some external—and the best ones have been those who were brutally honest with me. You don’t need someone to just tell you you’re doing great. You need someone who’s seen you in action, knows your blind spots, and gives you the kind of feedback that helps you grow. I also practice reverse mentoring. Some of the best strategic insights I’ve had recently came from junior team members. They offer a completely different lens—and as a leader, I want to understand how every generation in the firm thinks, not just my own peer group.

Anna Radulovski: Looking back, what advice would you give your younger self? 

Catherine McCourt: I would tell myself to be more confident and say yes to more opportunities. Early in my career, I sometimes hesitated to go for roles because I thought I wasn’t ready. But what I’ve seen over time is that the people who step up—often less qualified—are the ones who get the opportunities. I would remind myself to back myself more, take more risks, and trust that I would figure things out along the way.