Career Advice Archives

Succession planning is critically important, particularly for Irish business owners.

Firstly, if a business owner decides to sell their business, the first thing prospective buyers ask is “What is your succession plan?” When a founder exits a business, new buyers need reassurance that someone else will continue to drive growth, increase revenue, and lead the team.

Secondly, founders can become exhausted. They often build a business to a certain stage and are delighted to have gotten there, but they usually dreamed of creating it so they could have more freedom. They won’t realise that freedom unless they have somebody else to run the business while they take more of a back seat and enjoy the fruits of their labour.

Finally, having a successor eases daily stress and enables a leader to have someone underneath them to bounce ideas and decisions off. It helps ensure they are running the business as effectively now as when they started.

Barden partners with Boards and executive teams to appoint leaders, build future-ready organisations, and develop succession plans. Our founders and senior leaders work directly with clients, bringing first-hand experience of scaling businesses and driving growth. Reach out to jonathan.olden@Barden.ie to connect.

Your CV is just too important to leave to chance. It’s the most personal document you will ever create. It represents your professional life story and holds the key to your future hopes, dreams and aspirations. It represents you when you are not in the room. It is what makes you stand out from the crowd. Get it right, and it will work tirelessly for you. Get it wrong, and it will close doors before you even get the chance to open them.

We work with newly qualified accountants every day and have advised 1000’s on their CVs. Here’s the best advice you can get to create the perfect newly qualified accountant CV.

Step 1: Personal details, summary and education. If you do it right here’s how it should look (pay special attention to the advice in red):

Couple of things you might have noticed:

Address/Contact Information: Keep all to one line if you can. Page 1 is prime real estate so make sure you don’t give up space easily!
Professional Summary: Tailor this to suit the job you are applying for. Make it specific. Make it a place where you can highlight your suitability for the role. Beware talking about soft skills here; they’re too subjective.
Education: Reverse chronological order. Only include relevant education (if you did a barista course that’s lovely but it does not deserve to go on the front page…unless you’re applying to a coffee company!). Keep it simple. Bold out the qualification and results.

Step 2: Experience: If you do it right here’s how it should look:

It’s a good option to include some points here around general key responsibilities throughout your training contract.

Keep it simple and concise.

Next it’s a good idea to give a little context on clients and activity; how your experience is different to everyone else:

Finally, it’s definitely worth including examples of clients and details on any secondments. Don’t worry about using client names – anything that is in the public record you can feel free to reference. Make sure you give some context too – nature of organisational structure (Group vs BU), scale of business, nature of industry etc..). That stuff really counts.

A great tip is to arrange your clients as relevant to the company you are applying to – applying to an Irish Plc? Put your Irish Plc clients first on the list. Simple.

Step 3: The other stuff: The decision to interview you or not will likely already be made by the time the hiring manager gets to this point in your CV. That said it is a great place to talk to you the person rather than just you the professional, can provide great information to break the ice at interviews and you might well be surprised at how much weight some hiring managers can put on non-work activities and achievements. If you do it right it might look like:

CVs are really simple in theory but can be very tricky in practice. We’ve a lot of practice in Barden. If you want an MS Word version of this CV template just drop an email to hello@barden.ie and one of our team will connect with you.

Finishing your training contract in 2026? Do you want to make sure you make the very best first step after qualifying? Do you want a coffee meeting with an experienced talent advisor; someone who is a qualified accountant, just like you (meet our Leinster team here>>> and our Munster team here>>>)?

Do you want a little help to create your very own best professional future? No problem. Just drop us a line today on hello@barden.ie and we will take it from there. Simple.

Barden’s Recently Qualified Accountants Team (most of whom are qualified accountants, just like you) are here to help you make your very best first step as a qualified accountant.

Below you’ll find out more about each of the team. Drop an email to one of our team, and they will take care of you from there…

Siobhán Sexton ACA | Associate Director | Recently Qualified Accountants | Barden Munster

Siobhán Sexton ACA is the Associate Director of the Recently Qualified Accountants practice of Barden’s talent advisory and recruitment firm in Munster.

After completing a Bachelor of Business Studies at UL, Siobhán began her career by training with KPMG’s tax department, achieving her ACA qualification in 2017. Following her time at KPMG, she transitioned into the realm of recruitment, joining Barden’s Recently Qualified Accountants team in Dublin in March 2017.

In July 2018, she embarked on an 18-month sabbatical to live in Canada, where she gained invaluable international recruitment experience and also did some travelling in Southeast Asia and South America. Upon her return to Ireland in April 2020, Siobhán rejoined the Barden team, this time in Munster, where she has since progressed to the position of Associate Director, supporting recently qualified accountants.

Connect with Siobhán at siobhan.sexton@barden.ie or via LinkedIn.

Conor Murphy ACA | Consultant | Recently Qualified Accountants | Barden Munster

Conor Murphy ACA is a Consultant in the Recently Qualified Accountants practice of Barden’s talent advisory and recruitment firm in Munster.

Conor holds a degree in Economics from UCC and an MSc in Corporate Finance. He began his career at KPMG in Cork, working in audit and completing his ACA exams. After qualifying, he spent four years in Australia as a Finance Business Partner for a ski resort while living in Melbourne. Post-COVID, Conor relocated to London and transitioned from finance to recruitment.

Conor joined the Barden team in May 2024 to support Jonathan Olden in developing the emerging practices division and transitioned into the Recently Qualified team in November 2025. His background in Big 4 and industry accounting positions him perfectly to transition into this new role and advise recently qualified accountants on their next career steps.

Connect with Conor at conor.murphy@Barden.ie or via LinkedIn.

Aideen Murphy ACA CTA | Partner | Tax & Practice | Barden Munster

Aideen Murphy is a Partner within the accounting and tax talent advisory and recruitment practice in Munster, leading the Tax and Practice area of the business.

She trained through a Big 4 firm, qualifying as an accountant, and further went on to study tax, in which she qualified in in 2012. Aideen spent a number of years, post qualification, working in both practice and industry before moving to recruitment in 2015.

Aideen is a subject matter expert in tax and accounting careers, is an active member of the Women in Tax in Ireland (WiTii) committee and regularly contributes to publications on the tax profession. Aideen advise leadership teams within Accounting Firms along with CFOs and tax leadership teams in Munster on attracting and retaining world class teams.

Connect with Aideen at aideen.murphy@barden.ie or vis LinkedIn.

Get in Touch With Us

Barden is where recently qualified accountants go before they start looking for a job.

When you meet Barden you will be meeting Ireland’s most experienced talent advisory and recruitment team, many of whom are themselves accounting and tax qualified.

Your future is too important to leave to chance. Take control, get informed and plan your professional future with Barden. Drop us an email at hello@barden.ie and we will get in touch to arrange a time and date that suits you to start planning your professional future.

The C-Suite has been on a journey of transformation, evolving from what used to be a traditional leadership group of the CEO, CFO and COO to a myriad of titles, responsibilities and, indeed, seniority.

C-Suite titles can now include the following, amongst others:

Chief Digital Officer
Chief Sustainability Officer
Chief Diversity Officer
Chief Data Officer
Chief Innovation Officer
Chief Risk Officer
Chief Wellbeing Officer
Chief AI Officer

It is important to note that, with the growth of the C-Suite, being a member of the “C-Suite team” does not necessarily mean you belong on the executive team.

The broadening scope and increasing complexity of C-Suite priorities and functions have given rise to a new C-Suite, one where it is critical to:

Design the strategically needed roles
Clarify which roles are enterprise critical and hence, belong on the executive team; and
Adopt titles and reporting lines to define roles, responsibilities, and status.

Designing a Fit-for-Purpose C-Suite

It is a commonly held belief in leadership that, as groups expand beyond five members, coordination costs climb dramatically and decision-making quality declines. As such, when designing a C-Suite or leadership team, it is vital to minimise “adding chiefs,” as this may dilute clarity, slow decision-making, and increase the odds of overlap or conflict – more chiefs may result in more politics, not more performance.

The traditional CEO and CFO roles remain an undisputed requirement for most companies. Designing the remaining C-Suite should be deliberate and align with the entity’s strategy. Strategy clarifies the capabilities your company must excel at to differentiate itself from its competitors.

Common considerations include:

Data, technology, innovation, and AI need to sit with leaders; do these need to be in the C-Suite?
Human resources and talent acquisition can be clearly defined as being owned by a potential CPO. Still, consideration should be given to the need for a leader/owner of wellbeing, diversity, and experience.
Sustainability: for your entity or for your customers? Is this a C-Suite role you may need? Or can it sit below the executive team with clear reporting lines?
Perhaps a Chief Product Officer is needed if your organisation is product-driven?
Does the company need a COO? What has often been a staple in companies to date is now being broken down into other titles or bled into functional roles.

Key Takeaways

What is in no doubt is the C-Suite’s critical role in a company.

It leads, sets the tone, and drives the strategy; hence, the roles need to be clearly defined. These roles must be presented to the market and internally in a transparent manner, with minimal functional overlap. Where there is overlap, concentrate on these areas of convergence – the seams – and ensure that ultimate ownership is understood for all decisions. Dual ownership rarely breeds successful outcomes.

In short, design your organisational structure and then acquire the talent. Don’t let leadership morph organically, as it may quickly become unwieldy.

Barden Executive Search

Barden partners with Boards and executive teams to appoint leaders and build future-ready organisations. Our founders and senior leaders work directly with clients, bringing first-hand experience of scaling businesses and driving growth. Reach out to ed.heffernan@Barden.ie to connect. Your Leaders, found by Ours.

Barden’s Recently Qualified Accountants Team (most of whom are qualified accountants, just like you) are here to help you make your very best first step as a qualified accountant.

Below you’ll find out more about each of the team. Drop an email to one of our team, and they will take care of you from there…

Brian O’Connor ACA | Team Lead | Accounting & Finance | Recently Qualified Appointments | Barden Leinster

Brian O’Connor ACA is the Team Lead of the Recently Qualified Accountants division of Barden’s talent advisory and recruitment firm in Leinster.

After completing his BComm and MAcc at UCD, Brian completed his training contract with Deloitte’s FS Audit team. There, he worked on fund and reinsurance audits and achieved his ACA qualification. Post-contract, Brian moved to Melbourne, where he diversified his experience through various industry roles, including financial reporting, project accounting, and fixed assets.

After returning from Australia in January 2020, Brian decided to leverage his ACA qualification in an advisory capacity by joining Barden. He was promoted to Partner in January 2026 and assumes a leadership role, guiding the Recently Qualified Accountants practice with a blend of expertise, insight, and a commitment to delivering excellence. These values extend to serving clients, newly qualified accountants and our partners in CASSI and Chartered Accountants Ireland as well as fostering a culture of growth and collaboration within the Barden team.

Niall O’Keeffe ACA | Business Lead | Recently Qualified Accountants & Aircraft Leasing Advisor | Barden Leinster

Niall O’Keeffe ACA is a Business Lead in the Recently Qualified Accountants team, and Aircraft Leasing Advisor, at Barden’s talent advisory and recruitment firm in Leinster.

Niall successfully qualified as a Chartered Accountant in 2021, having completed his training contract with the Audit team in Deloitte Ireland. Before this, Niall completed an accounting degree and an accounting master’s at University College Cork.

Niall works directly with the recently qualified team in Dublin to support recently qualified accounting professionals in Leinster. He also specialises in careers in the aircraft leasing sector.

Jack O’Regan ACA | Associate | Recently Qualified Accountants | Barden Leinster

Jack O’Regan ACA is an Associate in the Recently Qualified Accountants division of Barden’s talent advisory and recruitment firm in Leinster.

After studying Commerce at UCC, Jack began his trainee contract with the Deloitte Dublin audit department. During his time there, he worked with large PLCs, giving him great exposure to complex financial environments and helped him build a strong technical foundation.

Once he had finished his contract and achieved his ACA qualification, Jack moved to Australia, where he worked in two different contract roles in property accounting. On his return to Ireland, Jack became increasingly curious about exploring new ways to apply his qualification beyond traditional accounting roles. Barden’s people-first approach strongly resonated with Jack, reaffirming that Barden was exactly the kind of organisation he wanted to be part of.

Jack works with the recently qualified team in Dublin to support recently qualified accounting professionals in Leinster.

Aoibhín Byrne | Associate Director | Tax, Treasury & Practice | Barden Leinster

Aoibhín Byrne is Associate Director of the Tax, Treasury & Practice division within Barden’s talent advisory and recruitment firm in Leinster. In this capacity, she supports professionals through career transitions while complementing business recruitment strategies across tax, treasury, audit and consulting.

After graduating from UCC with a BComm in French, Aoibhín started her professional journey with KPMG’s tax department. During her time there, she supported multinational businesses across a variety of industries in the provision of corporate tax compliance and advisory services.

Aoibhín joined Barden Leinster in October 2019 as an Associate, progressing into the role of Associate Director in January 2025. She is passionate about helping Barden’s clients build the best teams, actively engaging with them to discern their requirements, preferences, and aspirations while sharing key market insights.

Get in Touch With Us

Barden is where recently qualified accountants go before they start looking for a job.

When you meet Barden you will be meeting Ireland’s most experienced talent advisory and recruitment team, many of whom are themselves accounting and tax qualified.

Your future is too important to leave to chance. Take control, get informed and plan your future with Barden. Drop us an email at hello@barden.ie and we will get in touch to arrange a time and date that suits you to start planning your professional future.

Let me start with a question: after a hybrid team meeting ends and the screen goes blank, what happens in the room if you’re in the office with your colleagues?

You chat. You walk out of the meeting room, brainstorming on how to tweak the proposal you just went through in the meeting, talking about your weekend plans, or chatting about the soccer game that happened last night.

Those few minutes before and after meetings are highly valuable for building relationships and for influencing decision-making. These simple social interactions create chemistry, strengthen relationships and deepen trust. Relationships can be maintained online, but they cannot be built to the same level in a virtual environment.

Opportunities for Learning

We learn by osmosis. Being present and engaged in office life enables us to pick up small nuggets of information all the time, and this wisdom compounds over time. One small new learning this week doesn’t feel like much. Still, new learning every week for five or ten years amounts to in-depth insights into an organisation, ways of working, technical knowledge, and interpersonal skills.

Learning doesn’t always come from the top down. Often, emerging technologies are better understood by grads and younger people, allowing senior leaders to collect their weekly nuggets of information from their junior colleagues.

Purposeful Presence

Presenteeism is not the goal. Employees should not be in the office if their core team isn’t there or if there is no real value in doing so. Mandating presence for the sake of it is counterproductive. There must be a purpose and value to being in the office, and a critical mass of people should be present to enable meaningful, dynamic interaction. If one person goes into the office on a Friday and nobody else is there, the value is lost. Similarly, if an employee is sitting alone in a meeting room for eight hours to write a report, they may as well be working from home. Being in the office should provide opportunities for interaction, learning, and collaboration.

Takeaway

In-person presence matters when it creates connection, learning, and collaboration. Time in the office should be purposeful, not just procedural.

Padraig Ryan (LinkedIn>>>) is the Managing Director of Navitise Consulting. Navitise is a boutique consulting firm that combines big-firm expertise with a personalised approach, delivering strategy, operational excellence and transformation solutions.

Barden and CASSC are delighted to bring you the not-to-be-missed FAE Careers Evening taking place on Thursday, 26th February 2026.

What is the event all about?

The Barden & CASSC FAE Careers Evening 2026 is designed specifically for FAE students to answer any questions they might have about their professional futures. The evening has been structured to ensure CASSC members get access to the right information at the right time so that when they qualify, they can make informed decisions about their professional future.

Those who attend will also have the opportunity to ask any questions they might have about their professional future and visit a variety of Barden information stands to speak directly to Barden’s expert newly qualified careers team.

Who is it for?

This event is for those who have passed FAEs and are approaching the end of their training contract. It is also open to recently qualified accountants. The event is free of charge, but registration is required. Get your tickets here>>>>

On the night, you’ll gain insights from:

Michael Sheehan | Chief Financial Officer | The Irish Times
Martin O’Reilly | Manager | Xeinadin
Avril O Callaghan | RTR Accountant | FMC
David Collins | CASSC Chair 2024/25 | Audit Senior | EY Ireland
Maighread Meehan | Financial Accountant | Musgrave
Conor Murphy ACA | Consultant | Recently Qualified Accountants | Barden Munster
Siobhán Sexton ACA | Associate Director | Recently Qualified Accountants | Barden Munster

Michael Sheehan | Chief Financial Officer | The Irish Times

Mikie is from Glanworth in North Cork. He went to secondary school in St. Colman’s College, Fermoy and studied Accounting in UCC. From there, he began his career at Deloitte, where he qualified as a chartered accountant and worked in the areas of audit, corporate finance and corporate recovery, while also completing various international secondments in Australia, the Channel Islands and the UK. He moved to the Examiner Group in 2013 following an industry secondment from Deloitte.

Following the acquisition of the Group by The Irish Times in 2018, he held various roles within the finance department before becoming Chief Financial Officer (CFO) in October 2020. In the intervening period, he has also held interim roles as Managing Director of The Examiner Group for 18 months, Group Chief Information Officer for 12 months, and, more recently, Group Managing Director for 4 months. He is also a member of The Irish Times DAC’s board of directors.

Martin O’Reilly | Manager | Xeinadin

Martin O’Reilly is a Manager at Xeinadin, based in the Blackpool office, where he is responsible for managing a diverse portfolio of clients across a wide range of industries and geographic locations. He provides a comprehensive suite of professional services, including accounts preparation, audit, and advisory support, alongside ongoing compliance and company secretarial services.

Prior to joining Xeinadin, Martin gained valuable experience at PwC in Cork, where he trained within the audit department. During his time at PwC, he worked with a variety of clients, developing strong technical expertise, commercial awareness, and a client-focused approach to delivering high-quality professional services.

Avril O Callaghan | RTR Accountant | FMC

Avril is a qualified chartered accountant from Cork. She studied Accounting at UCC and began her career with Deloitte (Audit) in the graduate programme, qualifying in 2023. Following her graduate contract, she moved to Australia for six months, where she worked as a finance lead for a start-up construction company.

She returned to Cork in December 2023, where she navigated the job market with Barden’s support and became a Financial Accountant at MSL, a mechanical engineering company. She spent 1.5 years there, gaining in-depth experience across a multitude of business areas.

After working in SMEs since leaving Deloitte, Avril was keen to grow her business knowledge, particularly in a multinational environment. As a result, she began looking for a new role, again with Barden’s help. She has been working at FMC as an RTR accountant for the past 7 months.

David Collins | CASSC Chair 2024/25 | Audit Senior | EY Ireland

David Collins is the 2025/26 chair of the CASSC and an Audit Associate at EY, specialising in Wealth and Asset Management. He graduated from UCC in 2021 with a first-class honours in the BSc Government and Political Science programme. David’s achievements include receiving the Breifne O’Callaghan award for youth leadership and being named the Department of Government and Politics 2021 graduate of the year.

Maighread Meehan | Financial Accountant | Musgrave

Originally from Waterford, Maighread completed an undergraduate degree in Accounting at the University of Limerick. After graduating, she joined EY, where she completed her training contract in Audit. After qualifying in 2023, she travelled and settled in both Australia and New Zealand, using the opportunity to work across different industries in short-term roles to broaden her experience and perspective, while also enjoying the chance to explore new countries. Maighread returned to Ireland in Q4 2025 and is now working with Musgrave as a Financial Accountant in their Group Finance team.

Conor Murphy ACA | Consultant | Recently Qualified Accountants | Barden Munster

Conor Murphy ACA is a Consultant in the Recently Qualified Accountants practice of Barden’s talent advisory and recruitment firm in Munster.

Conor holds a degree in Economics from UCC and an MSc in Corporate Finance. He began his career at KPMG in Cork, working in audit and completing his ACA exams. After qualifying, he spent four years in Australia as an accountant for a ski resort while living in Melbourne. Post-COVID, Conor relocated to London and transitioned from finance to recruitment.

Siobhán Sexton ACA | Associate Director | Recently Qualified Accountants | Barden Munster

Siobhán Sexton ACA is the Associate Director of the Recently Qualified Accountants practice of Barden’s talent advisory and recruitment firm in Munster.

Siobhán began her career by training with KPMG’s tax department, achieving her ACA qualification in 2017. Following her time at KPMG, she transitioned into the realm of recruitment, joining Barden’s Recently Qualified Accountants team in Dublin in March 2017.

In July 2018, her career took an adventurous turn when she embarked on an 18-month sabbatical to work and live in Canada. There, she gained invaluable international recruitment experience and also travelled to Southeast Asia and South America. Upon her return to Ireland in April 2020, Siobhán rejoined the Barden team, this time in Munster, where she has since progressed to the position of Associate Director, supporting recently qualified accountants. Connect with Siobhán on LinkedIn>>>

I recently posted a poll asking the question:
Is your company planning to increase headcount in 2026?

60% of respondents said yes, while 40% said no.

As a reference point, a recent Ibec study showed that 37% of companies plan to increase headcount in 2026, down from 41% in 2025 and 45% in 2024. Our poll suggests sentiment around headcount increases is slightly more positive than the 37% reported by Ibec.

Over the last three years, there has been an obvious dampening in hiring sentiment. While some companies are considering increasing headcount, other factors, like talent movement, are shaping the market.

Back in 2022, the job market was incredibly robust, with a material percentage of individuals changing roles during the post-COVID boom. Now, more than three years on, people are becoming a little more restless in their roles and are more likely to look externally if their career needs and ambitions aren’t being met internally.

There’s a phenomenon called the domino effect in a normalised market. It’s not directly related to job creation but occurs when someone leaves a role, prompting a chain of external hires to replace them. For example, if Mary leaves Company A for Company B, Company A hires Jimmy from Company C, and Company C now needs to replace Jimmy, and so on. This domino effect drives movement in the market even when headcount isn’t increasing.

While the domino effect exists in normal markets, we haven’t had a truly normal market for some time. Macro risk factors in recent years have made individuals more risk-averse; they often stick with what they know rather than moving externally. However, we are beginning to see more requests for advisory calls from talent, suggesting restlessness and the potential for the domino effect to become a bigger factor in 2026.

Other factors are also influencing the market. For example, tech sector redundancies in 2024 and early 2025 affected sentiment, but that issue has largely subsided. Some graduate hiring has reduced, driven by factors such as private equity pressures on professional services firms and cost-cutting measures, not solely by AI. While AI is being discussed in relation to jobs and productivity, its real-world impact on employment to date has been limited, and the extent to which it will accelerate this year remains uncertain.

In short, headcount increases might remain muted in 2026, but attrition and the domino effect of professionals moving roles could have a bigger impact on the employment market than outright growth. Leaders need to be aware of this dynamic and plan for talent retention as much as they plan for recruitment.

At Barden, our advisory team works with clients on a case-by-case basis to develop controls tailored to their specific processes and needs. If this would be helpful, reach out to me at ed.heffernan@barden.ie

*Sources: Ibec Publishes its HR Update – Pay and Resourcing Forecast Report 2025

Audit as a profession is often in the spotlight.

For quite some time, the supply of external audit talent in Ireland has been significantly below demand. This has been evident from the reliance we’ve had on other talent markets, including the Philippines, India and Pakistan.

The audit talent supply has faced many challenges over the last number of years. From the outflow of talent to international markets and other verticals, to the slight “audit aversion” – there is a lot to digest.

Here are some things that may be worth thinking about as an audit professional or audit hiring manager…

#1 Perception of Audit Careers in Practice

Before we dive into real-time data, it’s vital we take a step back and assess the perception of external audit as a profession.

For the purposes of this Talent Monitor, we are not focusing on client bases below the audit threshold.

We’ve spent a lot of time getting to know the audit community, and here are some shared views of a long-term career in audit…

There are thousands of people happily employed in the external audit world worldwide; however by the nature of the general audit training route in Ireland, many leave the audit profession on completion of their training. It’s important to note that this is to do with the structure of a typical audit training path and not the audit profession itself – many professionals are burnt out and feel a career change (or career break) is necessary.

Although this profession evokes mixed feelings, the role of the external auditor is crucial in maintaining the financial health and integrity of businesses.

#2 The Audit Landscape

When assessing your audit experience and how this may be perceived on the external audit market, it’s important to consider…

Your client base
Which tends to be dictated by the size of the firm you are working in
And in turn will shape your scope of experience

For the purposes of transparency, let’s categorise the audit landscape into two categories based on client base – Generalist and Specialist.

As a Generalist…

Client Base – usually serves local businesses and SME’s. More diverse in terms of industry. More likely to have direct and frequent interactions with clients, providing personalised services while building strong relationships.

Scope of Work – a broad range of audit responsibilities and tends to be involved at all stages of the audit – planning, execution and reporting. Need to adapt to a variety of client needs and industries, offering a broader skillset. The audit team can also wear multiple hats and support other areas of the firm, i.e. payroll, accounts preparation, tax compliance.

Team Structure – Smaller teams, often with more responsibility and autonomy. Less hierarchical in terms of structure.

As a Specialist…

Client Base – support larger businesses, including multinational corporations, public companies and government entities. Relationships tend to be managed by senior members of the team, so less direct client interaction at a junior level. Larger audit firms can have dedicated industry teams, allowing you to develop a niche, so you may only gain exposure to certain industries, i.e. financial services, pharmaceuticals, technology.

Scope of Work – the audits tend to be larger and more complex, with enhanced reporting requirements leading to a higher degree of risk. They can also involve multiple accounting standards, various jurisdictions and extensive documentation. Roles will be more specialised, and you may only focus on a specific area of the audit. More likely to use advanced audit software and data analytics tools.

Team Structure – Larger teams, often with less responsibility and autonomy. More hierarchical in terms of structure, with defined roles. More likely you will collaborate with other specialists, i.e. tax, advisory.

#3 Base

As we have explored above, the role of an auditor can differ depending on the client portfolio, which tends to be influenced by the size of the firm you’re working in.

For the purposes of transparency, we’re going to focus on years of experience and audit category (Specialist or Generalist).

This is also a very broad guideline, and it’s important to understand the specifics of each individual role, i.e., people management, scope of responsibilities, business development initiatives and technical knowledge.

As you will notice, deemed specialists are paid a premium for their technical knowledge as their clients are under more scrutiny in terms of financial regulation.

#3 Demand v Supply

The demand for audit professionals in practice continues to outweigh the supply of experienced audit professionals, which can largely be explained by:

Near-full employment.
Increased global financial regulation, resulting in further demand for audit services (and talent).
Significant outflows of talent to other verticals (mainly industry accounting and financial services).

The audit professional is in “very high demand”. Here are some data points about the audit talent pool in Ireland this quarter. It’s important to note that while a portion of the talent pool is demonstrating job-seeking behaviours, the majority are likely to be seeking a move away from the external audit profession.

#4 What are employers doing to attract Audit talent?

Flexibility – while client demands and statutory deadlines will dictate working arrangements, flexible working hours and an opportunity to work from home are essential. Part-time arrangements may be worth considering in certain circumstances.
Monetary – competitive base salaries that are talent-led rather than budget-led, and definitive salary review periods. Strengthening additional benefits, i.e. sign-on bonus and bonus multipliers, to recognise professionals exceeding expectations.
Career Progression – defining clear paths for progression in the current role and offering promotions based on performance rather than tenure.
Learning & Development – rotations through different departments, exposure to various types of audits, and opportunities to work on diverse projects. Offering a sense of purpose is essential for auditors and has recently been connected to sustainability assurance and reporting.
Boomerangs – Employers are placing greater emphasis on “boomerang” employees—those who leave and later return. By fostering positive relationships with former staff and creating a welcoming environment, companies can benefit from their experience while signalling a commitment to long-term career growth
Embrace technology to remain relevant – those considering a career in the profession wish to embrace advanced technologies. While certain firms can fulfil that wish, others are lagging. Bridging the technology gap is a strategic imperative for the profession.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Aoibhín Byrne, our Audit Talent Advisor & Recruiter here in Barden (aoibhin.byrne@barden.ie); we’re where leaders go before they start looking for Audit talent.

This information is accurate as per January 2026 and will be updated periodically. Data sources include Barden Proprietary Data, LinkedIn Analytics and other 3^rd party data sources. If you have a request and would like real-time information to inform your hiring decisions, contact Aoibhín Byrne at aoibhin.byrne@barden.ie.

Ireland’s engineering profession is a dynamic and vital sector, encompassing a wide range of disciplines such as civil, mechanical, electrical, and chemical engineering. The profession is known for its strong export performance, with engineering products and services accounting for a substantial portion of national exports.

The profession is known for its best-in-class talent originating from world-renowned engineering courses in Irish universities.

#1 Engineering Verticals

Engineering qualifications cover diverse fields such as those identified below. For this report, we have decided not to include an analysis of the civil or structural engineering professions.

Each field has distinct roles: mechanical engineers design machinery, electrical engineers develop power systems, chemical engineers manage chemical processes and so on.

Illustrated below is where each of the above qualifications can sit within the engineering lifecycle.

#2 Engineering Variables

Job title alone often does not capture the full scope of an Engineering role. Here are the key variables that help define what a position truly entails:

Industry & Compliance – Compliance differences across industries significantly influence engineers’ career decisions, as they must navigate varying regulatory landscapes, which impact innovation, risk management, and the complexity of their work. Below is a snapshot of the intensity of regulations across industries.
Size of business – Whether you are in an SME or a Multinational company, this can have a significant impact on several factors. If you are in an SME type business, your role is more likely to have a broader scope, perhaps including several different areas, i.e. an Engineering Manager covering manufacturing, operations, CAPEX, etc. However, for a larger multinational organisation, it may often be the case where your role is part of a wider function, e.g. NPI, R&D, CAPEX, Automation, etc. The larger the team, the more specialised each role is in most circumstances.
Global/ regional/ local role – This again probably depends on the size of the business or the organisational structure. You may be working on a global scale, covering several sites, or you may be managing operations for one manufacturing site, or you may be managing operations for a whole region/or multiple regions.
Sole contributor/ people manager – both SME and multinational companies have positions which often oversee or lead a team. It is also the case that both of these types of businesses will have sole contributor roles, e.g. Principal NPI Engineer, Principal R&D Engineer, Stand Alone Safety Engineering Manager.
Jurisdiction – There will be different rules and regulations in every jurisdiction, be it customs, imports or regulations around manufacturing, packaging, etc. For example, a drink may be allowed to have a certain amount of an ingredient in one country but not in the next. This can influence manufacturing processes, etc, which in turn can influence a person’s decision when exploring roles in different regions.

#3 Engineering Levels

Engineering levels typically reflect an engineer’s experience, skills, and responsibilities. Here is a general overview of how these levels might be described.

These levels can vary between organizations, but they generally reflect an engineer’s progression from learning and applying basic principles (L1, L2, etc) to leading and innovating at the highest levels (L8, L9, L10+, etc).

#4 Salary Data

Below is a high-level salary guide for engineers based on their years of experience and the size of the team they are responsible for, if they oversee a team. It is a caveat that the chart below is a guide, however, Barden’s engineering practice can help talent and hiring teams benchmark at a more precise level based on the scope of the role, nature of business, etc. This data was extracted from the Engineers Ireland salary survey 2025.

#5 Demand Versus Supply

Here is what we have observed from Q3 2024 – Q3 2025 in the Engineering talent pool in Ireland:

#6 What are companies doing to attract talent?

Internship/ co-op/ grad programmes – Offering internships and co-op opportunities allows students and recent graduates to gain practical experience. Many companies use these programs as a pipeline for full-time hires.
Promotion opportunities – Encouraging internal promotions helps create a sense of opportunity and career progression within the organisation. This strategy not only builds loyalty but also maintains a consistent corporate culture, saving costs associated with external hiring and training. Having regular communications around progression, performance, and future development can show talent that employers are invested in their future and can help to develop a sense of loyalty from employees.
Investment in facilities & technologies – Companies are investing in new technologies such as new automation systems, robotics, etc, to streamline processes and improve efficiency. Providing employees with the latest tools and technologies makes the work environment more dynamic and appealing.
Innovation & new products – Leading companies are attracting engineers by working on cutting-edge projects like AI integration, sustainable & next-generation technologies. They are also investing in advanced tools and health tech innovations, creating exciting opportunities for top engineering talent. Additionally, companies are focusing on projects that have a significant impact, such as developing AI-powered design tools.
Strategic roles versus BAU – Strategic roles attract engineers by offering high-impact, innovative projects (e.g. Capital Programmes), while BAU roles focus on maintaining and improving existing systems. Engineers in strategic roles work on transformative initiatives, whereas BAU roles handle routine tasks. Companies need to balance both to ensure operational efficiency and strategic growth.

#7 Projected challenges for the next 12 months

For employers:

Geopolitical uncertainty: This poses a significant risk to Irish employers due to potential tariffs and protectionist policies that could disrupt trade and lead to job losses.
Skill Shortages: There is a significant shortage of skilled engineering professionals, particularly in specialised fields like project management and sustainability.
Competitive Salaries: Companies must offer competitive salaries and benefits to attract top talent, which can be challenging given budget constraints.
Retention: Keeping skilled engineers engaged and preventing turnover requires ongoing professional development and career growth opportunities

For Talent:

Geopolitical uncertainty: This poses risks to Irish employees due to potential job losses from US multinationals relocating back to the US, driven by changes in tax policies and protectionist measures.
Experience Requirements: Engineers may struggle to meet the specific experience requirements for many positions, especially when transitioning to new industries.
Technical Interviews: Rigorous technical interviews that test problem-solving and practical skills can be daunting and challenging.
Competitive Job Market: The high number of applicants for engineering roles means that standing out requires exceptional qualifications and networking.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Jonathan Olden, our Engineering Talent Advisor & Recruiter here in Barden (jonathan.olden@barden.ie); we’re where leaders go before they start looking for Engineering talent.