Noesis’ Ricardo Batista discusses progress, challenges and why you need to know your team to get the best out of them.
“From early on, I knew I wanted to work with computers, though I didn’t fully understand what that entailed,” says Ricardo Batista. “Was it working on Windows on a 386DX? Opening a PC and swapping parts? Learning how to use Excel and Word before most people?
“It turned out to be all of that and more.”
Batista is the managing director for the UK and Ireland at global IT services company Noesis.
Having spent nearly 17 years working at the company, Batista says his current role is hard to define with one title, which is exactly how he likes it.
“Some days, I work on strategy; others involve marketing, operations, delivery or sitting with clients,” he says. “Sometimes, I test, develop, troubleshoot or step into technical roles. I’ve always believed that to lead well, you must stay close to the reality of the work.”
Strategic progress
Batista tells SiliconRepublic.com that the technological landscape of 2025 presents unprecedented opportunities. For example, he says that the transition from “experimentation to implementation” in areas such as generative AI (GenAI) “reshapes industries”, with Noesis’ business strategy focused on such areas.
“We focus on integrating AI agents into our solutions, enabling autonomous task execution and enhancing operational efficiency,” he says. “Moreover, data-as-a-product (DaaP) transforms how organisations perceive and utilise data.
“By treating data as a strategic asset, we are developing robust governance frameworks and AI-driven platforms that ensure ethical compliance and transparency. This approach not only fosters innovation but also builds trust among stakeholders.”
This strategic focus on AI and data has also lead to some significant growth for the company, particularly in Ireland.
Last October, Noesis opened a new centre of excellence (CoE) in Dundalk that focuses on providing services in cloud and security, data analytics and AI, quality management and DevOps, IT operations and infrastructure, and low-code solutions. At the time, Noesis also announced the creation of 30 jobs over the next three years at the centre.
According to Batista – who was involved in establishing Noesis first CoE – the Dundalk centre is progressing steadily.
“I understand that various factors influence growth,” he says. “Ireland offers a robust talent pool, and positioning our CoE along the Dublin-Belfast corridor allows us to tap into diverse regional strengths.
“It’s integral to our global expansion, enhancing our delivery capabilities and reinforcing our commitment to innovation and excellence.”
Global headwinds
Despite steady progress in Dundalk, Batista acknowledges that his sector faces global challenges.
“Currently, we’re facing challenges like economic unpredictability and rapid technological advancements, which are reshaping work dynamics and influencing the value we place on personal and professional life,” he says.
“Resource scarcity is a pressing issue in technology. We’re addressing this by upskilling our teams in emerging technologies and solutions, with our CoE playing a significant role in this initiative.”
Other challenges that he points to include software quality, which he labels “a perennial challenge” that’s amplified by AI and low-code tech, as well as the correct implementation of AI itself.
However, Batista remains positive and optimistic about the future.
“Challenges in our sector are constant, and history shows we’ve always found ways to overcome them,” he states. “While we can’t control global economic shifts or technological disruptions, we can manage how we treat our workforce, engage with partners and clients, build trust and ensure quality delivery.
“These internal factors are within our grasp and crucial in navigating external uncertainties.”
Team player
The importance of proper team management is a point that Batista emphasises, and with good reason. He champions the word “team”, stating that “the world only works as a team”.
“We build as a team, overcome as a team and celebrate as a team,” he says. “A team constantly evolves, so its foundation must be solid and based on trust, shared purpose and mutual respect.”
Central to getting the best out of your team, he says, is leading by example, admitting when you’re wrong, and demonstrating openness and reliability.
“You need to know your people: what drives them, what they enjoy and where they want to grow,” he advises. “Give them absolute ownership, not just tasks. Let them challenge ideas. Celebrate their progress. And most of all, remind them that they belong to something meaningful, something they’re shaping with their hands.”
Core to Batista’s leadership approach is a single phrase that he has cherished for years: “The impossible just takes a little longer.”
He says that he has carried this phrase both figuratively and literally – in his wallet specifically – for years.
“It is simple yet profoundly meaningful. It reminds me that most things aren’t impossible; they require more time, patience or a different perspective,” he explains. “This mindset is essential whether I am launching something from scratch, adapting to change, building trust or promoting inclusion.
“Things do not always happen quickly, but if you remain committed, they will happen. You must be willing to go the extra mile, even when the journey takes longer than expected.”
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