As head of technology and transformation at Deloitte Ireland, Ita Langton believes that the ultimate measure of success isn’t the technology itself, but the impact it has on the end user of that technology. For the Wexford native, her guiding principle is simple: “Treat the customer right and the project will succeed.”
“The landscape has shifted radically,” says Langton, who leads a team of 1,200 across technology and transformation at Deloitte. “Against the backdrop of advances in artificial intelligence (AI) and technology staying in the comfort zone is now the real danger zone. A fixed expectation when it comes to transformation won’t deliver the growth needed or capture the value of advancements along the way. We have to experiment, evolve, or risk being left behind.”
Langton grew up in Enniscorthy, where her curiosity for how things work led her to pursue maths and science. With a natural inclination to understand the mechanics behind things and an analytical mind, she was drawn to engineering in college. Langton was encouraged to follow her interests but also given the space to find her own path. “My parents didn’t impose limitations on me,” she says. “They allowed me to explore what I loved. That freedom gave me the confidence to follow my instincts, which I still rely on today.”
As a woman, Langton was in the minority when studying electronic engineering at UCD, an experience she believes built resilience and determination. “Being a minority in a field traditionally dominated by men taught me a lot about persistence and the value of a strong support network,” she reflects. After completing a master’s degree in ecommerce at DCU, and a period of travel, she returned to Ireland and joined Deloitte’s graduate programme.
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Her career at Deloitte took her to the United States, where she worked on large-scale digital services transformation for the public sector. It was here that Langton’s focus on the end user – in this case, citizens trying to access state services – was solidified.
“I learned that technology isn’t just about building something and walking away,” she says. “It’s about collaboration, testing, and adjusting to ensure the solution genuinely meets the needs of the people it’s designed for. We are constantly asking questions and challenging our clients. It’s an essential step. We need to understand our client’s customers and their end users. In my experience, you can’t go wrong if you keep asking: How will this improve their experience? Will it save them time? Will it save them money? Will it provide them with a better service?”
Langton, now mother to three young boys, has since brought this mindset to her clients in Ireland, where she now pushes them to think big and to be agile in their approach. “The key is understanding the strategic objectives an organisation has,” Langton explains. “Getting into their heads means we can map out how technology will help achieve that vision and have a tangible impact on their customers. The world is changing fast. What used to work – a rigid 12-month plan with fixed requirements – is no longer enough. Organisations need to adapt as they go, or they risk falling behind.”
Her thoughts echo the experience of a recent campaign where Deloitte had to push boundaries using generative AI to deliver a fully AI-driven marketing campaign. “It was a big experiment,” Langton admits. “But that’s what high-performing teams need – routine, yes, but also curiosity and the space to challenge the capabilities of new technologies. We also worked side by side with the Courts Service to redesign their services and simplify ways of working. Transforming how users navigate to and apply for services is a critical enabler of accessing justice in a modern digital world.” These engagements are testament to Langton’s relentless focus on the end user. As she puts it: “If you treat the customer right, the project will succeed.”
For Langton, it’s clear that the days of waiting for everything to be perfect before acting are over. “You can’t wait five years to see results,” she says. “Things move too quickly now. You have to start experimenting and adapting as you go. The organisations that will win are the ones that embrace this mindset. It’s not about getting everything right up front, or setting things in concrete, but about staying agile enough to learn and evolve as you go.”
A human touch
Langton encourages her teams to challenge clients to think about tech investments not as a one-off project but as a continuous, evolving asset. “Digital transformation isn’t about ticking boxes or a one-time fix-all solution,” she explains. “It’s about recognising that change in this market is constant.
“Every organisation needs to be curious about what’s out there and to ask: ‘How are we using the tech we have now? And what new tools can we bring in to unlock the next stage of growth?’ I actively encourage this kind of exploration around the edges of technology within my own teams, and the calculated risks we are making are paying off.”
So, what’s coming down the line?
“It’s dizzying,” Langton admits with a smile. “The rate of technological advancement is so rapid that we all have to stay in motion. Ten years ago, you could plan with a bit of certainty three years ahead. Now, you need to focus on how you equip your organisation to deliver change in an iterative, agile way that allows for innovation. The horizon is shifting so quickly.”
She points out that the real challenge isn’t predicting the future, but being ready for whatever comes next. “It’s about setting your organisation up so that it’s ready to respond, to learn, to experiment,” Langton says. “To have the space to play with the new technologies and, yes, sometimes even decide that they are not right for your organisation and your goals. Understanding what they can, and what they can’t do is vital to explore before you invest.
“I’m also seeing many organisations who have tech that’s extremely underused. They are overwhelmed by choice in the marketplace. It is head-spinning, which is why this idea of co-creation – a close relationship of collaboration between partners and clients – is becoming more and more popular. In fact, it’s going to be the cornerstone of the future. That’s the sweet spot where innovation is thriving right now.”
Ultimately, for Langton, the heart of digital transformation will always lie in the people. “It’s always about the end user,” she says. “That’s my touchstone when it comes to my leadership role. We can build all the technology we want, but if it doesn’t improve people’s lives in a meaningful way – grow businesses and add value to the person trying to access those services or products, then it doesn’t matter.
“It’s about helping organisations move past the noise and get to the heart of what’s going to make a real difference for their customers while leveraging these amazing new advances that are at our fingertips. I see this happening around me every single day. That’s why I love what I do so much.”
