For this head of design, learning is a core part of the role, not an add-on

TCS’ Ciarán O’Dowd, explores the impact advanced technologies have on careers at the intersection of design and STEM.

“No two days are ever the same, which is one of the aspects I enjoy most,” said TCS head of design at Letterkenny, Ciarán O’Dowd. “My work spans creative delivery, operational oversight and people leadership.”

He explained, a typical day can involve managing client output, translating complex business requirements into clear customer experiences and working with designers on problem‑solving, reviews and career development. 

He said, “Alongside that, there’s a strong operational element monitoring capacity, timelines and resourcing to ensure delivery is both high‑quality and sustainable. It’s a role that demands constant context‑switching, but the common thread running through all of it is making sure creativity, technology and people are pulling in the same direction.”

What advanced technologies are essential in your role?

The role requires a broad and constantly evolving technical toolkit. On the creative side, advanced proficiency in tools such as Adobe Illustrator, InDesign and Photoshop is essential, along with a strong understanding of motion and digital design. Equally important are workflow and productivity technologies. I work extensively with automation, scripting and AI‑enabled tools to cut out manual effort and improve consistency at scale. Data and reporting tools are also critical particularly for managing capacity, delivery and performance across distributed teams. But honestly, the real value isn’t just in knowing the tools, it’s in knowing when, why and where they actually make a difference and add real business value.

How do you stay technically skilled in a constantly changing field?

I treat learning as a core part of the role rather than a nice to have add on. The pace of change in this space means standing still really isn’t an option. At TCS, we are continually experimenting with new tools, pursuing formal learning where it aligns with future skills and most importantly applying new knowledge immediately to real delivery challenges. I don’t try to master everything, but I do aim to understand enough across different disciplines to collaborate effectively and make informed decisions.

Curiosity and adaptability are, without question, the most important skills of all. I constantly have to work on strengthening my technical capability, but on top of this, my time with TCS has really allowed me to develop my leadership skills which are equally important when you are passionate about leading a team.

How can organisations support consistent and modern upskilling?

Upskilling works best when it’s built into the system rather than delivered as a one‑off initiative. That means genuinely allocating time for learning, linking training clearly to career progression, supporting relevant certifications and encouraging peer‑to‑peer knowledge sharing. People engage far more when they can see a direct connection between what they’re learning today and where it can take them tomorrow. Organisations that invest in structured, continuous learning are far better placed for long‑term change.

TCS actively supports upskilling through a mix of internal learning and externally funded programmes. I recently completed an ILM leadership and management course through the Donegal ETB. The course covered areas such as managing change, communication and team motivation and I was able to apply those skills immediately within my role, helping with strengthening both delivery and my leadership capability.

You describe yourself as a “Jack of all trades”, how important is cross‑collaboration in STEM?

It’s absolutely critical. The most complex problems in STEM rarely sit neatly within a single discipline, they exist in the spaces between them. Being a “Jack of all trades” doesn’t mean lacking depth. For me, it means having enough breadth to connect ideas across different areas, ask the right questions and translate between specialists who might otherwise misunderstand each other. Some of the best outcomes I’ve seen have come from TCS’ design, technology, data, marketing, and compliance teams working together early and often rather than being siloed until it’s too late. The ability to collaborate across disciplines is now as important as technical expertise itself.

What are the main challenges in your sector today?

One of the biggest challenges is balancing rapid technological change with increasing regulatory and compliance demands, particularly within financial services where the stakes are high. There’s also the very human issue of burnout across the industry in fast‑paced delivery environments, which doesn’t get talked about enough. Sustainable delivery isn’t just about output, it’s about creating the right conditions for teams to do their best work consistently. These challenges are best addressed through smarter workflows, greater use of automation and strong people leadership.

What advice would you give to students or professionals considering a similar career path?

First, build strong fundamentals but don’t wait until you feel completely ready before stepping up. You rarely will, and growth comes from taking ownership before it feels comfortable. Second, take the time to understand how the business actually operates, not just how the tools work. Communication, adaptability and curiosity will take you just as far as technical skill and often further. And finally, be open to reinvention. Careers in this space are rarely linear and the people who tend to thrive are those willing to learn, unlearn and evolve as the landscape shifts around them.

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