On the shortlist: Eimear O’Boyle

Eimear O’Boyle, Assistant General Counsel at Wells Fargo, has been shortlisted for the 2025 Future Leader Award in recognition of her outstanding professional excellence, inclusive leadership, and commitment to social mobility. Leading legal and regulatory advice on complex cross-border lending transactions, Eimear is known as a trusted advisor on high-value deals across Commercial Banking and Corporate & Investment Banking.

A passionate advocate for equity and opportunity, she co-leads Wells Fargo’s EMEA pro bono and inclusion programme, securing significant philanthropic funding for Career Ready, a UK social mobility charity. Eimear was recently recognised as an Aspen Institute Rising Leader and selected for Wells Fargo’s Evolve top talent programme, reflecting her exceptional leadership trajectory.

Dedicated to empowering others, she mentors women from GCSE students to trainee solicitors, leads allyship workshops across EMEA and APAC, and continues to inspire the next generation through her authenticity, resilience, and purpose-driven approach to leadership.

We caught up with Eimear to find out more…

You’ve already been recognised as an Aspen Institute Rising Leader and selected for Wells Fargo’s Evolve programme. How have these experiences shaped the way you see your own leadership journey?

Participating in both the Aspen Institute UK Rising Leaders Fellowship and Wells Fargo’s Evolve programme have been transformative for my leadership journey. I am deeply grateful for the investment that Wells Fargo management have made in my development – it’s a testament to the organisation’s commitment to developing talent and fostering a supportive culture. I am also very thankful to the Aspen Institute UK; taking part in its Rising Leaders Fellowship programme and being recognised as a Rising Leader is a real privilege as I’ve joined an exceptional network of talented people. I share the values of the Aspen Institute which highlights the importance of constructive dialogue in an increasingly divided society, an idea which has shaped my approach to leadership and inclusion.

These experiences gave me the space to step back and reflect on my career, leaving me empowered and inspired to take greater initiative in shaping my professional path. Three key themes emerged from these programmes which have shaped my perspective as a leader:

• Empowerment and Proactivity: I’ve embraced the idea of being the ‘CEO of my own career’- taking responsibility for my growth, proactively seeking out opportunities, and embracing change. Hearing senior leaders share how pivotal moments shaped their journeys gave me the confidence to look for opportunities to step outside my comfort zone and seize new challenges to grow.
• Networks and Relationships: The programmes underscored the importance of building and nurturing professional networks. As my career advances and our organisation grows, strong relationships and a sense of community are vital to development and fostering an inclusive culture where everyone can thrive. This is one of the aspects I enjoy most about working at Wells Fargo.
• Authentic Leadership: Both programmes emphasised the value of defining and leveraging my own authentic leadership style. Tools like the Lumina Spark Personality test helped me become more self-aware, recognise my strengths, and collaborate effectively with colleagues who may have different personality profiles.

Overall, these experiences have given me a renewed sense of confidence and a deeper commitment to proactive, inclusive, and authentic leadership – qualities I strive to bring to my team and the wider organisation.

Mentorship seems to be a huge part of your story – you’ve supported women from GCSE students to trainee solicitors. What do you think makes the difference between “good advice” and mentorship that truly changes someone’s trajectory?

Mentorship has certainly been a really significant part of my story and has been one of the most rewarding aspects of my career; my mentee relationships with young women are among my proudest achievements. Since my days as a trainee solicitor, I’ve built mentoring relationships that have lasted nearly a decade, and I’m incredibly proud to see my mentees grow into successful young female professionals. For example, one long-standing mentee secured a job on qualification as a solicitor at a leading magic circle law firm and another mentee secured a place at a top UK university. What’s been so meaningful is hearing from them that my support has had a measurable impact on their careers and helped them overcome adversity.

For me, truly transformative mentorship goes far beyond giving good advice. It’s about making a genuine commitment – investing time and energy to build a two-way relationship where both mentor and mentee learn and grow. I focus on offering tangible help, for example, reviewing university applications and CVs or making introductions to people in my network who can help mentees achieve their goals. I also believe in being open about both successes and challenges, sharing real experiences and having an honest dialogue so that mentees feel supported through both the highs and the setbacks.

Importantly, I see mentorship as an ongoing journey, not something that ends when a formal programme concludes. Keeping the relationship alive – whether through a quick catch up over a coffee or a message on LinkedIn – can make all the difference to help mentees continue to feel supported as they develop. Ultimately, I believe that impactful mentorship is about empowering others, keeping their aspirations high to realise their potential, and supporting them as they navigate their own unique paths to success.

You’ve helped secure philanthropic funding for Career Ready and led pro bono projects with Clifford Chance and Refugee Action. What has working so closely on social mobility and refugee support taught you about equity in financial services and law?

My work with Career Ready (a UK social mobility charity) and pro bono project with Refugee Action (a charity helping refugees and asylum seekers build new lives in the UK) has shaped my perspective of equity in financial services and law. I’ve seen firsthand how prestigious professions like law and finance can be inaccessible for many, due to barriers such as socio-economic background and limited networks. Through mentoring with Career Ready, I’ve seen that a little support can go a long way to help level the playing field and to increase accessibility so that students can achieve their potential. My current mentee is navigating A-Levels and university applications towards her future goal of working in finance. In now leading the Wells Fargo Career Ready partnership and helping to secure significant philanthropic funding for the charity, I have felt truly encouraged by the strong commitment that our organisation has made in this space. This funding for Career Ready’s work makes a real, tangible difference in young people’s lives by giving them the support and opportunities they need to thrive.

Leading pro bono projects with Refugee Action (in collaboration with Clifford Chance) is a powerful reminder of how access to justice can change the trajectory of someone’s life (especially those who have lost everything) and of the significant challenges refugees face. One particular experience really stands out to me due to the incredibly sad set of facts that our client found himself in; he had lost all his family and left his war-torn home country in search of a better life in the UK. These experiences have reinforced my belief that equity isn’t just about opening doors, but about actively supporting people to walk through them and succeed, ensuring equal rights under law and human rights conventions.

Ultimately, I believe in the guiding principle that, “We make a living by what we get, but we make a life by what we give” (attributed to Winston Churchill). I’ve learned that achieving equity in our sector requires both systemic change and personal commitment. It’s about championing inclusion, breaking down barriers, and ensuring everyone – regardless of background – has the chance to succeed and access justice. I’m proud to play a part in driving this change, and whilst I recognise that there is some fantastic work being done, I believe that both the legal and financial services industries have a responsibility to keep pushing for greater accessibility and inclusion.

You’ve co-led allyship sessions and resilience workshops for EMEA & APAC colleagues. How do you approach engaging male allies and colleagues outside of DEI to make sure inclusion is seen as everyone’s responsibility?

That’s a really good question. Firstly, I think it starts with mindset. To engage allies and make sure that inclusion is viewed as a collective responsibility, I start with the central idea that everyone can be an ally and can contribute to an inclusive culture; people are multifaceted and may cross various (visible & invisible) inclusion or accessibility dimensions, with different lived experiences and personal connections. I think it’s important to promote open dialogue, approaching inclusivity & allyship as a journey and encouraging people to have humility and be willing to learn. For example, in our allyship and resilience sessions, we encouraged colleagues to share their perspectives and experiences, which led to honest conversations and helped foster an inclusive workplace environment. My personal view is that it should not always be incumbent on those from less-represented groups to educate the majority and there are a host of helpful resources out there to help on this journey, for example, ‘Better Allies’ by Karen Catlin and ‘The Savvy Ally’ by Jeannie Gainsburg, provide accessible, practical guidance.

In bringing people on board, it’s also important to highlight the shared benefits of inclusivity. My upbringing in Northern Ireland, a place of strong community but also deep division, instilled in me a deep appreciation for the power of inclusivity from an early age. Unlocking the power of allyship is a key tool to achieve inclusivity and create lasting change in the workplace & wider society. An inclusive culture where everyone can bring their authentic selves to work is not just a moral ‘nice to have’ but also a strategic business imperative. When people can bring their full selves to work, the entire team and organisation benefits – through higher engagement, better collaboration, and stronger results.

Ultimately, I believe fostering inclusion is about creating safe spaces for ongoing conversations, learning, and mutual support. By making inclusion everyone’s responsibility – and showing the tangible benefits – we build a culture where all colleagues feel empowered to contribute and thrive.

You’ve been proactive in your own development — from the Cambridge Rising Women Leaders Programme to professional coaching. How do you decide where to invest in your growth, and what have you learned from that process?

Proactivity has always been a central tenet and attitude for me – I believe in taking ownership of my development and seeking out opportunities that strengthen my key skills and also align with the needs of my organisation. My approach is rooted in a growth mindset and a commitment to continuous self-improvement.

When deciding where to invest in my growth, I start by regularly assessing my skills against my development goals and proactively seek feedback from mentors, managers and sponsors. I prioritise opportunities that will stretch me outside my comfort zone and have a clear business or developmental impact. For example, I identified the Cambridge Rising Women Leaders Programme (an intensive Executive Education course) as a valuable way to build leadership skills, made a business case for it and presented it to management (it wasn’t simply given to me). In doing so, I connected my personal goals with the strategic aims of my team and department. More generally, on an ongoing basis, I maximise the multitude of freely available resources out there to assist with my development, prioritising areas of particular interest or strategic importance in law and finance.

Carrying out that exercise of regularly assessing my skills and career goals has taught me the value of intentional investment in development, the importance of resilience, and the impact of leveraging my strengths. I use a mix of formal learning, mentoring, and stretch assignments to ensure well-rounded growth. Ultimately, my development enables me to contribute more effectively to my team and wider organisation, especially as we navigate change and growth.

Finally, what advice would you give to other early-career lawyers or bankers who want to build both technical excellence and a reputation for inclusive leadership?

My advice to early-career lawyers or bankers is firstly, to believe in yourself and dream big, regardless of where you started out in life – as the saying goes, “Shoot for the moon. Even if you miss, you’ll land among the stars.” It’s also important to be authentic – let your unique background and perspective become your strength. I’ve learned that embracing what makes you different, whether it’s your upbringing or your accent, can set you apart and help you build genuine connections.

It’s crucial to be relentlessly proactive: seek out opportunities, say yes to new challenges, and don’t be afraid to step outside your comfort zone. For example, early in my career, I seized the chance of a secondment to work in Hong Kong which developed my adaptability and cross-cultural skills as well as my technical expertise. More generally, it’s so important to see the value of continuous learning and resilience; there so much readily available content and events out there – use them to stretch yourself and build your skillset.

Another key piece of advice is to invest in your relationships – your network will be one of your greatest assets. Learn from everyone around you, including peers, remembering that collaboration and teamwork are what drive the best results. Fundamentally, work hard and treat everyone with respect. Believe in your ability to make a difference and possess a growth mindset; the most successful people I’ve met are those who combine technical excellence with inclusive leadership and have a willingness to keep learning.

Finally, and most essentially, prioritise your wellbeing. A successful career is a marathon, not a sprint, and looking after your health ensures you can perform at your best on a sustainable basis for the long-term.

*(This information is provided in a personal capacity and not on behalf of Wells Fargo).