Fiona O’Carroll discusses the pharmaceutical sector and increased workplace modernity in 2025.
For Fiona O’Carroll, a frontline manager for manufacturing at Amgen ADL, the last 20 years of her career have been built on “saying yes, to new roles, new challenges and the kind of opportunities that push you to grow.
“I didn’t map out every step,” she told SiliconRepublic.com. “But I’ve always leaned into change and that’s shaped the leader I’ve become.”
An avid hiker who loves exploring new cities and planning the next adventure, by allowing her natural curiosity to spill over into how she approaches work challenges she has found it easier to face uncertainty with “openness and a willingness to try something new”.
If there is such a thing, can you describe a typical day at work?
I work on the manufacturing floor, where no two days are the same. Each shift begins with a formal handover to review updates from the previous team and set expectations for the next 12 hours. I then engage with the shift maintenance manager and engineering support to align on planned setups, timing and any live or potential issues, making sure that we’re co-ordinated before they brief their respective teams.
After that, I lead a shift setup meeting with my team of 26 operators to walk through the daily production plan, assign responsibilities and align on key priorities. I also participate in daily leadership meetings to review performance metrics, address challenges and ensure alignment on strategic goals. The rest of my day is spent supporting my team on the floor, troubleshooting, removing barriers and keeping production running smoothly. Staying visible and engaged on the floor is a key part of how I lead.
What skills do you use on a daily basis?
Good communication and problem solving are core skills. Digital tools may dominate the modern workplace, but in manufacturing nothing beats face-to-face, in-person interactions. Every day, I speak with people across teams and departments, adapting my style to different personalities and situations. It’s not always easy, but through on-the-job experience, I’ve sharpened my communication skills. Troubleshooting is another key part of my role. When I moved from being an operator to a manager, my perspective shifted. I became the person others turn to for solutions. If something isn’t working, I collaborate with the team to figure out why and work back through the data.
What are the hardest parts of your working day and how do you navigate them?
One of the hardest parts of my day can be managing unexpected issues while keeping production on track and supporting the team. No two shifts are the same, so staying flexible and focused is key. I start each shift with a clear plan, but I also stay ready to adjust quickly if priorities change. It helps to stay visible on the floor, that way I can respond quickly and support the team in real time.
Working 12-hour shifts can be demanding, especially during busy periods, so I make sure to pace myself and take short breaks when needed. Over the years, I’ve developed a routine that helps me stay balanced and I space my holidays throughout the year to manage energy levels.
Do you have any productivity tips that help you through the day?
I’m fortunate that I don’t sit behind a desk all week and moving around the floor during a shift gives me a lot of energy. That said, when I need to step away from the frontline, I’ll go for a walk or chat with a colleague. I find that a short break acts as a mental reset and helps me to think more clearly. I’m also focused on keeping my team motivated. It’s important to be open and collaborative and to encourage colleagues to ask questions. Making sure everyone feels supported makes a huge difference to productivity levels.
What skills and tools are you using to communicate daily with your colleagues?
We use email and Teams, but I prefer real-time, face-to-face communication. It’s quicker, clearer and helps to build trust. I spend much of my time on the floor, and I make a point of being approachable. I regularly check in with my team members to make sure they have what they need. My colleagues also know that they can come to me with questions or to flag issues early. This open approach allows us to get ahead of any potential challenges.
How has this role changed as this sector has grown and evolved?
Automation and data play a central role in the modern manufacturing environment. Digital technology provides us with real-time insights into how the line is running. It also means we are better equipped to solve problems and create efficiencies, faster. At the same time, being hands-on and staying connected to my team is still central to the job.
What do you enjoy most about the job?
I’ve been with Amgen for 10 years and in that time, I’ve had many opportunities to learn and grow. I didn’t go to college, I went straight into work after school and I’m proud of how far I’ve come. It’s a reminder that there’s more than one path to building a successful career in biotech.
What I enjoy most is working on the floor and being part of a team that’s committed to making a difference for patients. Every day brings different challenges, small wins, and constant learning. I also find it especially rewarding to support new colleagues as they settle in. It reminds me of my own journey, and how much I’ve learned along the way.
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