Sinéad Marsh discusses her role in the biotechnology sphere and the importance of giving back to the community.
Sinéad Marsh, an associate in Amgen’s Fuel Emerging Talent Rotational Programme, has been surrounded by STEM her entire life.
She told SiliconRepublic.com, “I always loved science, and it was a big part of my life growing up. My parents met when they were studying industrial chemistry in the University of Limerick. They encouraged me to explore chemistry and biology.”
A regular visitor to the Young Scientist Exhibition as a child, this early exposure to what could be a complex subject, for Marsh made science feel “exciting and hands-on rather than just something you’d read in a textbook.
“When it came to choosing a university course, biotechnology stood out. It brings together microbiology and biochemistry, providing the opportunity to develop technology and products that help people. That combination of cutting-edge research and real-world impact really motivated me.I studied biotech at UCC, and it confirmed that I had made the right choice.”
You are part of the Fuel Emerging Talent Rotational Programme. Can you tell us about it?
The programme is designed to give early-career professionals a broad foundation across biotech operations. It includes rotations every eight to 10 months across direct manufacturing, quality assurance, supply chain, process development and/or engineering. It also combines on-the-job development, development assessments, mentoring, coaching and structured learning. I started in direct manufacturing – vial production. Now I’m working in quality assurance, where my team’s focus is on quality systems, audit preparation and regulatory inspection readiness. My next rotation will be in process development, which I’m excited about because it connects closely to my studies.
One of the best aspects of the programme is its global dimension. I’m meeting participants in other Amgen sites including Singapore, Puerto Rico and North Carolina, which is helping to build my network. It also shows how everything fits together across the organisation, not just in my immediate team.
Are there specific skills you’ve found particularly useful while a part of the programme?
For me, the most important skills for the programme are agility and adaptability because we rotate every eight to 10 months to a different department. It means that we join new teams, collaborate with new colleagues, and need to get up to speed quickly about how a particular part of the business works. More broadly, problem-solving is a key skill in biotech. It’s a dynamic industry, so we are constantly troubleshooting and making decisions based on the latest research and regulatory guidance. The ability to interpret and draw informed conclusions from data means that analytical thinking is a highly valued skill. Communication skills are essential too. We need to explain technical concepts to people who may not have that background and equally learn from subject matter experts with decades of experience. These skills aren’t just valuable as part of the programme; they’re transferable for graduates in any company.
How does strong mentorship impact a graduate or early-career programme?
Having a mentor has made a huge difference in my professional life. When you start out, there’s a lot you don’t know – from making informed career choices to navigating your way through a large organisation. My mentor has guided me every step of the way during the programme – providing feedback, explaining how different parts of the business connect and introducing me to people whose career paths I’m interested in. I recommend mentorship to all early-career professionals. As the mentee, you gain valuable knowledge from the mentor’s expertise and experience.
Tell us about securing a grant from Amgen for LauraLynn
I applied for funding through Amgen’s grants initiative, which provides a meaningful grant to charities that employees nominate. My application explained why I chose LauraLynn and the incredible work that it does as Ireland’s only children’s hospice, providing specialist palliative care for children with life-limiting conditions. I also provided details about how the funding would be used. Amgen’s senior leaders were on the review committee, and I was delighted that they shortlisted my application. As part of the process, I set up a stand outside the canteen for two days to promote and raise awareness about LauraLynn, along with the other shortlisted candidates. It was nerve-wracking because I only joined Amgen a few months previously.
I reached out to LauraLynn and they kindly provided me with merch, information packs and balloons for the display. I came in straight after a night shift on my day off to host the LauraLynn stand, handing out leaflets, answering questions about their work, and promoting the charity with the help of other graduates. The shortlisted charities were then put to an all staff vote. I was delighted that LauraLynn was announced as the winner at the end-of-year all-staff meeting.
I have a deep personal connection to LauraLynn. My sister volunteered there as a nurse, so through her work I’ve seen how much it matters to children with life-limiting conditions and their families. It gets some statutory funding, but they also rely on public support and donations such as the Amgen grant. Each child receives a tailored package of care depending on their condition, and the family’s preference. The funding I secured supports direct care, including short breaks for the child and family in the Dublin hospice, end-of-life care, symptom management, family support and bereavement support – all of which make an enormous difference during unimaginably difficult times. Being able to contribute, even in a small way, means so much to me and I’d encourage anyone who can to support LauraLynn.
How important is it that organisations build strong cultures by reaching out to their communities?
It is essential that companies support the communities where they operate. A workplace culture that empowers employees to volunteer for initiatives they feel passionate about gives them a deep sense of purpose. It shows that people matter as much as business performance. It is particularly true in this case, as many of us drive past LauraLynn’s main campus in Leopardstown on the way to and from work. Knowing that your organisation provides the opportunity to do something meaningful makes people feel proud of where they work. I know that I do.
How can organisations support employees who want to make a real difference in a tangible way?
There are many ways to make a difference. Matching donations has a huge impact, sponsorships and grant schemes like Amgen’s grants initiative are also effective: they allow employees to champion projects with tangible outcomes. Flexible working hours also matter, and volunteer days give people time off to take part in projects that are close to their hearts. Overall, organisations should make it easy for people to get involved with what is important to them. When employees feel supported, what they achieve resonates far beyond the workplace.
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