Member since August 2023
Annmarie Curley is the Founder and CEO of Newgrange IT Consulting, a women-owned consulting firm she launched in 2010 to help organizations align strategy with execution and lead complex transformations with confidence. With more than 25 years of IT and executive leadership experience — including senior roles at J.P. Morgan, Goldman Sachs, and Credit Suisse First Boston — Annmarie has led global teams through high-stakes transformations across financial services, healthcare, higher education, and government.
Annmarie's signature approach blends project management discipline with organizational change management to help leaders navigate the technical, operational, and human sides of change. She speaks on enterprise AI change leadership, leading through disruption, rescuing troubled transformations, and the neuroscience of building resilient, high-performing teams. A PMP, SAFe Agilist, NeuroChangeSolutions Certified Consultant, and HeartMath Certified Resilience Consultant, Annmarie brings a rare combination of corporate boardroom credibility and human-centered insight to every stage.
Audiences leave her keynotes with practical, ready-to-apply tools — not just inspiration.
Sample keynote topics include:
* Enterprise AI Change Leadership — preparing people and processes for AI-driven disruption
* Leading Complex Transformations — blending project management and organizational change management
* Rewired: The Neuroscience of Change — how leaders harness brain science to lead through disruption
* The Resilience Advantage — building high-performing teams that thrive under pressure
* Women's Resilience & Empowerment — harnessing the neuroscience of resilience for women leaders
* From Belfast to the Boardroom — lessons from Wall Street on leading under pressure
Helping leaders and teams thrive in the middle of change — especially the messy, human side that most transformation playbooks ignore. I get genuinely excited about the moment when an executive team stops fighting change and starts leading it, or when a project team that's been drowning starts to find its rhythm again. I'm also passionate about developing the next generation of project and change leaders — particularly women stepping into technology and transformation roles — and showing them that you can be both deeply technical and unapologetically human in how you lead.
A few years into my career at JPMorgan, I was handed a project that had been written off internally as unfixable — a global identity and access management program that, if it failed, would have exposed the Investment Bank to serious risk. The team had been working offshore in disarray, morale was gone, and senior leadership had stopped expecting good news.
I didn't start with the technology. I started with the people. I spent the first two weeks just listening — to the team, to the stakeholders, to the people who'd been quietly raising flags for months. What I found wasn't a technology problem. It was a trust problem dressed up as a delivery problem.
We rebuilt the team, restructured how decisions got made, and within twelve months had quadrupled the number of connected client applications with performance gains nobody thought possible. That experience taught me something I've carried into every engagement since: the technical side of transformation is rarely what's actually broken. It's the human system around it. And that's the lesson I bring to every stage — whether I'm speaking to CIOs about AI adoption or coaching a PMO through an ERP rollout.
I grew up in Ireland and trained as a computer scientist at the University of Ulster, then moved to New York in the late 1990s to work in financial services technology. I spent over a decade at firms like Credit Suisse, Goldman Sachs, and JPMorgan, leading mission-critical systems where failure wasn't an option.
The a-ha moment came when I realized that the most expensive failures I'd seen — millions of dollars, careers, even reputations — almost never failed because of the technology. They failed because nobody had paid attention to how people experience change. I'd watched brilliant engineers build the right system and still see it rejected by the business. I'd seen flawless project plans collapse because leadership hadn't aligned. The gap wasn't in execution — it was in the human dimension nobody was managing.
In 2010, I founded Newgrange IT Consulting in Vermont to close that gap. The mission was simple: blend the rigor of project management with the discipline of organizational change management, so transformations don't just launch — they take root. Fifteen years later, that thesis has only grown more urgent in an era of AI-driven disruption.
A few years into my career at JPMorgan, I was handed a project that had been written off internally as unfixable — a global identity and access management program that, if it failed, would have exposed the Investment Bank to serious risk. The team had been working offshore in disarray, morale was gone, and senior leadership had stopped expecting good news.
I didn't start with the technology. I started with the people. I spent the first two weeks just listening — to the team, to the stakeholders, to the people who'd been quietly raising flags for months. What I found wasn't a technology problem. It was a trust problem dressed up as a delivery problem.
We rebuilt the team, restructured how decisions got made, and within twelve months had quadrupled the number of connected client applications with performance gains nobody thought possible. That experience taught me something I've carried into every engagement since: the technical side of transformation is rarely what's actually broken. It's the human system around it. And that's the lesson I bring to every stage — whether I'm speaking to CIOs about AI adoption or coaching a PMO through an ERP rollout.
I grew up in Ireland and trained as a computer scientist at the University of Ulster, then moved to New York in the late 1990s to work in financial services technology. I spent over a decade at firms like Credit Suisse, Goldman Sachs, and JPMorgan, leading mission-critical systems where failure wasn't an option.
The a-ha moment came when I realized that the most expensive failures I'd seen — millions of dollars, careers, even reputations — almost never failed because of the technology. They failed because nobody had paid attention to how people experience change. I'd watched brilliant engineers build the right system and still see it rejected by the business. I'd seen flawless project plans collapse because leadership hadn't aligned. The gap wasn't in execution — it was in the human dimension nobody was managing.
In 2010, I founded Newgrange IT Consulting in Vermont to close that gap. The mission was simple: blend the rigor of project management with the discipline of organizational change management, so transformations don't just launch — they take root. Fifteen years later, that thesis has only grown more urgent in an era of AI-driven disruption.