After completing a Bachelor of Commerce in Accounting at UCD and an MA in Accounting at LIT, Aoife joined Dalata Hotel Group as an Accounting and Tax Associate. She developed broad experience across accounting and tax functions whilst also achieving her ACA and CTA qualifications.  Aoife currently works as a Tax Analyst with IPL in Dublin.

Why did you choose a career in tax, and why did you decide to train in industry rather than following the well-trodden Big 4 route?

Accounting has always been part of my family — my parents are both accountants — so being an accountant was a very visible career option. For a long time, I resisted it and told myself I wouldn’t do accounting! It wasn’t until I interned at KPMG that I started exploring my path. I knew audit wasn’t for me, so I tried risk consulting, thinking it would be more exciting.

I attended a PwC open day, which led to a tax interview. I was offered a position on the grad programme, but later I explored industry options and found Dalata through a basketball contact. Their grad programme offered a diverse experience: a year in group finance, a year in hotel operations, and a year in internal audit. It felt like a better fit for me, given my background in a smaller business, than joining a massive intake at a Big 4 firm. I interviewed, received the offer, and chose Dalata.

When COVID hit, I started in head office, working concurrently on the tax and financial reporting teams from day one. About six months in, I decided to pursue tax exams while also continuing the accounting qualification. Throughout the grad contract, I was torn between accounting and tax. I ultimately chose tax as my first role post-qualifying because I enjoyed the challenge, the constantly changing environment, and the career flexibility it offered. I also continue to enjoy accounting — I lead much of the provisioning work — so I get the best of both worlds, balancing debits and credits with the dynamic nature of tax.

Taking the Dalata contract over a Big 4 contract has been my best career decision to date. The programme was so personalised and supportive and had a profound impact on me as an employee.

You mentioned choosing tax because of its ever-changing nature. Can you explain what that means in your day-to-day role?

Globalisation and regimes like Pillar Two mean there’s constant change. AI and industry developments are making tax more strategic, giving it a seat at the table at CFO-1 level rather than under finance. There’s more cross-border business, but also more compliance and strategic decision-making — from Country by Country Reporting to interest limitation rules and analysis.

How would you define success in a tax career?

Success in tax, for me, is being the person who creates a voice and awareness of tax within the business. Tax is becoming more strategic and plays a bigger role, but it doesn’t yet have decades of visibility or integration behind it. Often, you’re still navigating historical norms where tax was siloed.

Being successful means developing your own knowledge and skills so you can put tax at the forefront of key decision-makers’ minds. It involves influencing the business, ensuring tax considerations are part of strategic planning, and adapting your approach depending on the organisation’s culture and how tax has historically been viewed. Essentially, success is about bringing tax into the heart of the business, making it visible, relevant, and integrated.

What key skills are needed to be successful in tax?

Effective communication and strong relationship-building are critical. Tax professionals rely on having eyes and ears across the business, which only happens when trusted relationships are in place. By staying connected, you can spot emerging issues, upcoming deals, or operational changes early, often before they formally surface. Maintaining those relationships is just as important: clearly communicating priorities, managing competing demands, and being mindful of others’ pressures helps build credibility and goodwill. Even small actions, like sending a quick acknowledgement email, reinforce responsiveness and keep collaboration running smoothly.

The ability to translate technical tax into business-relevant language is essential. Educating non-tax colleagues and framing messages around their priorities ensures the information lands. You need to align tax advice with the needs of different departments and understand its impact on their teams. It’s about knowing the business and the people, how a tax decision will affect workloads, processes, or outcomes, so problems are anticipated and decisions are proactive rather than reactive.

Is there any technology you use now that you didn’t use when you were starting your career, and that has become central to your day-to-day work?

Technology is an area I’m actively working to improve. Tools like Copilot—whether for building Excel formulas, drafting emails, or summarising technical material—are genuinely useful and can speed up day‑to‑day work. But they also come with risks, especially for younger professionals like me who trained in industry and may not have the same depth of traditional tax research experience. It’s easy for technology to become a shortcut, so I’ve been encouraged to work on the core skills — reading legislation, analysing guidance and developing my own judgement – rather than relying solely on AI outputs, which can pull from unreliable sources. For me, the goal is to use technology as an enabler, not a replacement for the foundational technical skills every tax professional needs.

From a systems perspective, we also use Power BI for reporting and analytics, integrated with our ERP system and manufacturing machines. Our key decision makers can see near-real-time data on machine activity, downtime, and production volumes, which is extremely valuable for business insights.

In the tax team, we are exploring automation for manual tasks, such as provisioning, and have implemented LocTax, a tax compliance management system. This helps track hundreds of compliance obligations without relying on Excel trackers and email follow-ups.

Overall, technology adoption in tax tends to lag behind finance, ERP, and FP&A in the workplace, but tools are evolving. AI and automation are becoming essential for efficiency, freeing professionals to focus on higher-value work while managing the growing complexity of tax compliance and reporting.

In terms of globalisation, being more integrated into the business, communication, relationship-building, the rise of tax tools and the influence of technology, how do you think the tax profession is going to change over the next decade? Can you see any major shifts coming?

I think tax will grow and evolve with AI, but AI certainly won’t replace tax professionals. Tax is becoming more strategic, and that will only continue. There will be a much bigger focus on strategic, big-picture thinking and on the value-add role of the tax professional.

That said, compliance is still core to what we do. Everything strategic ultimately shows up in the tax returns and related filings. But I do think it will get easier with AI and better tools, particularly in areas like data entry, compliance testing and document review. We’ll still need to be comfortable overseeing it and taking responsibility for it, but the aim will be to free up time to dedicate to value-adding and advisory work.

Looking more broadly, with globalisation and new tax legislation like BEPS and Pillar Two, is there anything in the global tax environment, or in Ireland specifically, that could improve the way tax works or make compliance easier?

This is my first truly global role. Previously, I worked mainly with Ireland and the UK, but following a merger, the business is now active in 28 countries across Europea and North America. From that perspective, the Irish tax system is very strong. Compared to Canada and the US, where filing processes are extremely complex, including faxed forms in the US and cheque refunds in Canada, Ireland’s system is detailed but efficient. Compliance works and isn’t unnecessarily complicated.

Even more broadly, countries like Germany can be very rigid, focusing strictly on the law with little room for practical solutions. In contrast, Ireland, the UK, and the Netherlands often emphasise practical implementation and interpretation. Ireland’s position in the global tax conversation is significant, partly because of FDI, our corporate tax rate, and high-profile cases like the Apple case. It makes the system more visible and globally influential.

One of my biggest surprises has been how efficient the Irish system is compared to other jurisdictions. While there’s always room for improvement, in terms of practical compliance and accessibility, Ireland is ahead of many countries, and its system works well for businesses navigating both domestic and international tax obligations.

What advice would you give to someone starting their career in tax?

Even five years in, I still feel like a newbie with so much to learn. My main advice is not to be afraid to take the alternative route. The majority of commerce students specialising in accounting go into the Big 4, and that’s fine, but if a different path feels right, pursue it.

Be willing to work hard and learn. Much of my work is on non-Irish tax: US and Canadian tax, transfer pricing and debt financing, all areas I didn’t study in depth, yet I use them daily. Being open to learning and taking advice from managers, peers, and colleagues is essential.

Having mentors and career support is invaluable. I reached out to Aoibhín in Barden after hearing her speak at a panel because in-house training isn’t the norm, and I wanted guidance on hire-ability and navigating the job market. That support was hugely helpful, and I still keep in touch with her to stay informed and get advice.

If you want to have a 1:1 confidential conversation about your tax or treasury career, contact Aoibhín Byrne (Leinster) at aoibhin.byrne@barden.ie, Kate Flanagan (Ireland) at kate.flanagan@barden.ie, or Aideen Murphy (Munster) at aideen.murphy@barden.ie.

Are you about to finish your training contract and are considering your options overseas?

Here Siobhán Sexton ACA, Associate Director in Barden’s recently qualified accountant practice, gives a market update about the current landscape and opportunities for those about to come out of a training contract.

What This Means for You as a Newly Qualified Accountant in 2026

1. Supply and Demand: While the number of newly qualified accountants that have ventured overseas in 2024 and 2025 has levelled off, demand for talent in Ireland remains strong. Companies are competing to attract and retain talent. For those who choose to stay in Ireland, this means strong options for various roles where learning opportunities are strong.
2. Global Opportunities: If you’re considering moving abroad, key markets like Australia, New Zealand, the UK and Canada have seen a huge influx of newly qualified Irish accountants in recent years. This has resulted in accountants moving abroad finding it a little trickier to secure a longer-term role, as companies abroad have a strong supply of newly qualified accountant profiles.
3. Remote Working: Post-pandemic, hybrid working has become a lasting trend, with most companies offering some kind of hybrid working option. However, more and more companies are asking people to work on-site for at least 3 or 4 days per week, with fully remote roles becoming much less common. Working onsite offers valuable opportunities for newly qualified accountants, as it allows you to learn directly from experienced colleagues around you and benefit from a collaborative environment, which can greatly enhance your professional development. Working onsite 3/4 days per week is crucial at this level and will have a knock on effect for future progression opportunities within the business.
4. Return of Overseas Talent: Another trend to watch for is the return of Irish accountants who have spent time abroad. Many professionals who moved overseas in the past few years are now returning, often bringing with them international experience that further enriches the local talent pool. This will create more competition for roles at the recently qualified level (2/3 years’ + PQE) but also give businesses access to top-tier talent, keeping Ireland a vibrant market.

Conclusion

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.

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 April 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.

This information is accurate as per April 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 Jonathan Olden at jonathan.olden@barden.ie.

Business Support professionals – the people who keep organisations moving.

There’s a lot more to business support professionals than meets the eye. Behind the calendar invites, scheduling and office administration, these people are the glue that holds organisations together and are essential to the smooth operation of an organisation

It is important to understand the value a business support professional can add to your organisation. This can range from junior administrators who hold entry-level roles or more senior, highly experienced professionals who have made a career of providing immeasurable support to organisations. These professionals find opportunities to add value to the operations of a company while continuing to develop in their own careers and making it easier for others to do their roles.

#1 The Continuum Of Activity

In the business support industry, job titles alone don’t capture the full scope of a role. It’s the specific responsibilities and demands placed on individuals that truly define their positions. Whether it’s a receptionist managing the first impressions of a company or an Executive Assistant coordinating high-level operations, understanding the context behind each title is essential to appreciate the true value these professionals bring to their organisations.

The continuum of activity for a business support professional can be understood as a range of tasks and responsibilities that vary in complexity.

Variables Influencing Business Support Roles:

The role of business support professionals can vary widely depending on factors like company size, the complexity of the day-to-day operations, and the level of specialisation needed. Hiring managers need to understand these factors to match their talent effectively.

• Company Size: Larger companies often have more specialised roles, while smaller ones may require employees to handle a broader range of tasks.
• Business to Business or Business to Customer: In B2B settings, roles involve complex tasks, strategic relationship management, and multiple stakeholders. B2C roles focus on high-volume customer interactions, emphasising satisfaction and brand loyalty.
• Nature of Industry: Different industries have unique requirements. For example, tech roles might need specific software knowledge, while healthcare roles might focus on medical terminology.
• Company Structure: Larger organisations may have clearly defined roles, whereas flatter organisations might require more collaboration and flexibility.

#2 Salary Insights:

Salaries and compensation for business support professionals in Ireland are influenced by several factors, including the level of experience, specific job role, industry, and location. Overall, the salary range for business support roles can vary widely, reflecting the diverse opportunities and career paths available within the field.

Examples of Recently Delivered Assignments:

This is a very broad guideline and it’s important to take into account the specifics of each individual role. For bespoke advice please contact susan.greene@barden.ie.

#3 Challenges for Attracting & Retaining Talent for the future:

• Business support roles can sometimes be seen as stepping stones, leading to higher turnover if employees don’t feel recognised by the business or see clear career advancement opportunities. Ensuring that employees feel valued and engaged in their roles is essential to prevent burnout and turnover.
• Offering competitive salaries that match or exceed market rates is necessary to attract top talent. Beyond salary, offering attractive benefits and perks is important to attract and retain employees.
• AI presents several challenges to the business support industry. It can lead to job displacement as routine tasks become automated, requiring roles to be redefined. There’s a significant need for upskilling, as professionals must adapt to new technologies and continuously learn. Integrating AI systems can be complex and costly, with concerns about data privacy and security. Additionally, ensuring AI systems are free from bias and operate transparently is crucial.
• Despite these challenges, it’s crucial to keep business support professionals involved. Their human insight, judgment, and ability to build customer relationships are irreplaceable. They provide essential oversight, adaptability, and problem-solving skills, ensuring AI systems function ethically and effectively. By combining AI with human expertise, organisations can create a more efficient and human approach to business support.

Hiring business support talent comes with its own set of challenges. Recognising the intricacies of challenges allows companies to develop more efficient recruitment and retention strategies. Offering competitive salaries, flexible working conditions, and providing continuous learning are crucial to attracting and nurturing adaptable, innovative talent.

#4 Demand vs Supply

Here’s what we’ve noticed this quarter in the administration and business support talent pool in Ireland:

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 Susan Greene our Business Support Talent Advisor & Recruiter here in Barden (susan.greene@barden.ie); we’re where leaders go before they start looking for Business Support talent.

This information is accurate as per April 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 Susan Greene at susan.greene@barden.ie.

#3 Outlook for 2026

You can expect a 10-15% reduction on the above numbers, when considering appointments outside of Leinster. 

Some important points to note:

• Figures relate to base salary only.
• Context is key. There can be variances in these figures(and significant ones) dependent on the industry sector, scope of responsibility, geographical reach, reporting line and years of experience.
• Job titles themselves can vary between one company to another, so it’s important to figure out what they mean, particularly the title of Tax Manager/International Tax Manager.
• Bonuses and other benefits impact the total comp value of a tax professional’s salary and need to be considered.
• Finally to note the importance of benchmarking each role using real-time market info from a trusted source, as our salary guideline (as many others on the markets) is a broad guide…

#5 Key market trends

Hybrid working trends:

Hybrid working has firmly established itself as the default expectation for tax professionals in Ireland. While hybrid models remain prevalent, many Irish organisations are beginning to reduce flexibility and encourage a greater on-site presence as we move into 2026.  We see some companies pushing for nearly a fully onsite presence. Although fully remote leadership roles remain rare, employers mandating a full-time office presence are finding it more difficult to attract top-tier talent unless the role offers exceptional scope or remuneration. This dynamic has become a subtle but increasingly important differentiator in hiring outcomes.

The graph below is based on a sample of roles the tax team in Barden supported in 2025 and as you can see, the most common working arrangements are 2/3 days in the office.

It is important to note that the working arrangements change depending on seniority, the sector and the often tenure of the individual. Professional services firms are training grounds and all levels are being encouraged to be based on site to ensure proper learning and development can occur and of course client facing obligations.

Where there has been a notable shift to more office based working over the last 18 months and although this is expected to continue, there is no expectation for fundamental changes to what we see in the graphs above.

We hear on a daily basis, that most professionals would be happy to turn down a role that does not offer hybrid working arrangements – where hybrid working arrangements are as important for some people as salary, location and the role itself. Where possible, offering a flexible hybrid policy gives access to a much larger pool when looking to attract new talent.

#6 What can companies do to attract and retain talent?

• Align salary expectations to current market trends. Unfortunately, current team members may be below the salary averages, so when looking to recruit an additional person onto the team, it can be challenging for many hiring managers to meet an increased base salary.
• If base salaries can’t be moved, strengthen additional benefits – sign-on bonus, bonus multipliers, stronger employer % pension contribution, wellness subsidies, enhanced annual leave offering.
• Emphasise the culture of the firm or company.
• Provide a clear pathway for career development, and if possible, promotional opportunities.
• Communicate the hybrid working policy or any flexible work practices.

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 (Leinster), Kate Flanagan (Ireland), Aideen Murphy (Munster) our Tax Talent Advisory & Recruitment team here in Barden (aoibhin.byrne@barden.ie; kate.flanagan@barden.ie; aideen.murphy@barden.ie); we’re where leaders go before they start looking for Tax talent.

This information is accurate as per April 2026 and will be updated periodically. Data sources include Barden Proprietary Data, LinkedIn Analytics and other 3rd party data sources. If you have a request and would like real-time information to inform your hiring decisions, contact Aoibhín Byrne (Leinster) at aoibhin.byrne@barden.ie, Kate Flanagan (Ireland) at kate.flanagan@barden.ie, or Aideen Murphy (Munster) at aideen.murphy@barden.ie.

Tell us about your career pre-Barden

I completed a degree and Masters in Accounting & Finance at DCU, then joined KPMG, where I completed my ACA training contract. After that, I did the typical travelling thing many accountants do in their 20s, spending 18 months abroad before returning to Ireland in 2009 at the height of the recession.

On my return to Ireland, I joined Ardagh Group plc in the Group Finance department, where I worked for four years before moving to EY to take up the role of Senior Manager in the FAAS department. I was subsequently approached by Ardagh to return as Financial Controller and to set up a new Finance Department. I was promoted to Finance Director and also worked as Company Secretary and Director for their Irish entities. I spent 13 years working with Ardagh before transitioning into a career in talent advisory with Barden.

How has your background in finance helped you in your role at Barden?

I joined Barden in 2022, bringing my extensive real-world experience to share with talent to help guide finance professionals on their journey, inform their options, and help shape their futures. I have walked a similar path to many of the people I speak with, giving me a unique understanding of the challenges and opportunities of career paths.

It also helps me support clients, which I believe is a real differentiator. My background in finance enables me to go beyond being functional and to quickly gain an in-depth understanding of their needs, requirements, and pain points. As a long-time hiring manager myself, I can assess talent beyond keywords, ask meaningful technical questions, and quickly spot true capability over surface-level experience.

What does it mean for the Barden business to have a Partner focused solely on Senior Qualified Finance & Accounting appointments?

At Barden, we work closely with finance professionals at every stage of their careers, from newly qualified through to senior leadership and CFO level. Our focus is on building long-term relationships, taking the time to really understand people’s experience, ambitions, and what matters to them, rather than simply matching CVs to roles. The recent Partner appointments across both Senior Qualified and Newly Qualified practices reflect this commitment, ensuring individuals have the right level of support, guidance, and market insight throughout their careers, not just at the point of moving roles.

I believe this really reflects Barden’s continued investment in the senior finance market and our commitment to delivering specialist, advisory-led recruitment at the highest level. As a senior finance professional, I bring firsthand leadership experience to Barden, enabling me to understand the technical, commercial, and cultural demands of senior finance roles, as I have operated in them myself. I feel that my unique position and experience give me a different perspective, and I believe this has enabled me to make a real impact since I joined Barden, and I have thrived.

What are you hoping to achieve in your new role? What excites you the most? 

I’m thrilled to step into my new role as Partner, leading our Senior Qualified Finance & Accounting practice. I want to continue developing market-leading, advisory-led offerings that are recognised for their depth, judgement, and long-term impact. I’m excited about working closely with senior finance leaders to shape appointments that genuinely strengthen organisations, while partnering with finance professionals on career decisions that truly matter.

I’m also deeply motivated to contribute to the broader finance profession. We work closely with Chartered Accountants Ireland, and I currently serve as Deputy Treasurer of the Leinster Society. The Barden team and I regularly engage with professional bodies through events and initiatives, reflecting our shared commitment to supporting the profession’s future and making a meaningful, lasting impact.

What excites me most, though, is the people. Being part of a team where honesty, creativity, and relationships come first is incredibly motivating. Every day, I see the passion our team brings to supporting people in their careers and putting long-term relationships ahead of transactions. That’s what I love most about my role, and it’s what excites me about the future of Barden and the impact we can continue to make together.

Connect with Ornaith on LinkedIn>>> or at ornaith.giblin@Barden.ie

Moving abroad to live and work requires significant thought, not to mention resources, and you’d be foolish not to give the move and its impact on your career proper consideration before purchasing your plane ticket.

That’s why we’ve joined together with CASSI to bring you a webinar for trainee and recently qualified accountants considering a move to Australia, Canada, Cayman or the UK, with the aim of giving you THE best advice about moving abroad after you qualify.

Who Is The Webinar For & What Will It Cover?

We have reached out to our expert partner firms in Australia, Canada, Cayman, and the UK to bring you the latest and most relevant advice, tips and guidance for you to consider before making the move. We will also hear from our own expert recruitment professionals, all of whom have lived and worked in the countries we will cover.

During the event, we’ll also cover some of THE most important questions you will have like:

• What is the market ACTUALLY like in Australia/Canada/Cayman/UK at the moment?
• What kind of roles do qualified accountants typically move into when they go to Australia/Canada/Cayman/UK?
• Do people typically take on permanent or contract jobs when they move over?
• Is there anything from a VISA point of view that I should be aware of?
• Should I try to get a job before I move over or when I arrive?  How long does it usually take to get a job in Australia/Canada/Cayman/UK?
• What is the likelihood of sponsorship if you wanted to stay for more than one year?
• What experience is seen as being particularly valuable for companies taking on qualified accountants moving to Australia/Canada/Cayman/UK? (Is experience outside practice really useful?)
• What is the average pay rate for a recently qualified accountant in Australia/Canada/Cayman/UK?
• What is the best time of year to get hired?
• What 3 tips would you give to a recently qualified accountant looking to relocate to Australia/Canada/Cayman/UK from Ireland?

Key Event Details

• Date: Friday, April 10th 2026
• Time: 1.00pm-1.45pm
• Venue: Zoom
• Speakers:
  • Brian O’Connor ACA | Partner | Recently Qualified Accounting | Barden Leinster
  • Siobhán Sexton ACA | Associate Director | Recently Qualified Accounting | Barden Munster
  • Conor Murphy ACA | Consultant | Recently Qualified Accounting | Barden Munster
  • Jack O Regan ACA | Associate | Recently Qualified Accounting | Barden Leinster
• Cost: Free Of Charge
• To Book: Click here>>>

There’s no getting away from it. If you haven’t already, it’s time to embrace, build and promote your online presence. As a newly qualified accountant, your LinkedIn profile is your online personal brand and should be viewed as a tool to catch the attention of in-house recruiters, agency recruiters, and hiring managers alike.

Having a great LinkedIn profile is not just important for when you are looking for a job – it is a way to stay connected with your intake, participate in your professional community, build your own “hiring manager” brand for the future and a host of other things, not the least of which is giving you the opportunity to be discovered for that ideal role.

Not sure where to start?  Our recently qualified accountants team here in Barden have compiled some tips:

#1 It only takes 30 seconds for a recruiter to scan your LinkedIn profile.  If you want to make a good impression, you need to do it quickly. Recruiters scan through tens of profiles daily and their decisions will be made on a quick glance. Use your summary title (the title under your name) and your profile summary to communicate your skill-set fully. For example, instead of placing ‘Audit Senior’ in your title, what about saying “Audit Senior, Commerce & Industry | Chartered Accountant FAE 1st Time Passes” – the more key words the better.  You have 120 characters, so use them! Additionally, ensure you’ve updated all of your academic and career information so that recruiters can tell what stage you are at with your time in practice – if you don’t say you’ve passed your FAEs, a recruiter might think you’re not qualified yet.

#2 Be accurate and be conscious that your profile is public, but don’t be afraid to promote yourself.  Ensure all dates of employment are correct and that your dates mirror those on your CV. The last thing you want is a HR manager or client noticing a discrepancy between your CV and LI profile. Be sensitive to any detail you might be prohibited from including, such as client names, and think about the fact that your colleagues and superiors can view this, so don’t include details like “seeking a move to industry” unless you really want to face a backlash! You can switch your profile to “Open to Opportunities” which can only be seen by users’ wit specific LinkedIn licences (i.e. recruiters and in-house talent acquisition teams).

On the other hand, don’t shy away from disclosing details about yourself and your career on LinkedIn. It’s a recruiter’s first glimpse of you, so blending into the crowd is not an option if you want to get ahead. Use an appropriate style of writing and style of language bearing in mind your target audience. Be personal – think of your LinkedIn summary like the landing page of a website, you need to give people a reason to stay and read on. Including awards and articulating what makes you good at your job, and why you stand out above others, is a good place to start.

#3 Who do I connect with and what groups do I join?  When you’re new to LinkedIn, it’s understandable that random connections from people you don’t really know might seem a bit odd. Remember that it is a networking tool and could be a main method of building a professional network that will be hugely valuable to you in the future. Make sure to leverage your current network and those with whom you’ve crossed paths in the past; connect with former clients/colleagues with whom you have had a good relationship; and look at those ‘random’ connections with a more open view. Do they have some connection or potential value to you – could they connect you with someone you would like to target, or are they a recruiter who it might be useful to be connected with, even if you’re not looking for a job right now?

There are also a lot of relevant groups for you to join to expand your network. There are groups for each of the professional bodies, alumni groups for your university/school/college and various other groups relevant to accounting.

Above all, don’t forget to ‘use’ LinkedIn! It’s not only useful for scanning through the news-feed for topics or browsing jobs, but can be useful for finding out valuable information about potential interviewers. When you’re interviewing for a position, LinkedIn is a great tool to have for preparation. You have the opportunity to understand their backgrounds and career paths to date before meeting with them. It’ll help create context around the team, make it easier to build rapport with them and look impressive that you’ve gone to the effort of understanding their careers.

Finally don’t forget to include a (professional) picture!  Not a selfie…definitely not a selfie.

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.

Welcome to the next edition of the Barden Recently Qualified Accountants blog series. Here, we demystify contract roles and address some key questions that professionals often encounter when considering a contract position.

What are the key differences between permanent and contract roles?

• Sometimes, the only difference between a contract and a permanent role is that a contract is initially for a defined period of time. Quite often, the duties and responsibilities are the same as those of a permanent role, but for a defined period of time.
• If the contract has arisen due to a project or a backlog of work, the nature of responsibilities will usually differ.
• With permanent roles, you’re likely to be entitled to annual leave and some benefits, whereas quite often with a contract role, you may not be entitled to benefits, particularly if you’re on a temporary contract.

Why do organisations hire on a contract basis?

Contracts can arise for a number of reasons, the main ones being…

• Maternity covers.
• Projects with a finite timeline.
• Headcount reasons, and that’s the way companies do their hiring initially (e.g. many of the multinationals hire people initially on contracts).

What are the different types of contracts?

• Fixed-term contracts – you will officially be an employee of the company for a fixed period of time. You will be entitled to the same amount of annual leave as a permanent employee (pro-rata for the period of your contract), and sometimes there may be other benefits on offer.
• Temporary contracts – you will be paid by, and will technically be an employee of, the recruitment agency, but you will be working for the company. Some things to note with temporary contracts
  • You may be paid a daily rate.
  • You may be paid an hourly rate.
  • You’ll have to accrue annual leave.
  • You may not get paid for sick days.

Contracts will vary in length; in most cases, they can range from a few weeks to 2 years. On occasion, they may be longer than 2 years.

Some of the advantages of contracts:

• At the end of a contract, you will likely have gained experience in an area that you don’t already have, and therefore you will likely have a wider pool of options available to you (e.g. if you qualified in practice and took on a 9 month contract Financial Accountant position, you will have relevant and practical post-qualified experience when coming to market again).
• It can allow a person the opportunity to experience industry and see if they like it, without being tied into a permanent contract.
• There is often a chance that your contract will be extended or made permanent, so it can be a good way of “getting your foot in the door”.
• Sometimes there are fewer “barriers to entry” with a contract role, i.e. the client may be a little more flexible with their requirements than if they were hiring on a permanent basis.

I’ve heard that contract roles “don’t look good on a CV”. Is there truth in this?

• If you have taken on a contract role for strategic reasons (e.g. to get experience in an area that you don’t already have), then there is no negative association with a contract role. In fact, companies can often respect someone who has taken on a contract role due to strategic reasons, as it shows the person is career-focused, proactive and willing to consider all options in order to further their career.
• If someone has worked in multiple contract roles, it can be a concern for future employers when hiring on a permanent basis, if they feel there is a risk of someone leaving after a short period of time. However, it really depends on the individual employer’s perspective on this.

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 expert 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 financial future? No problem. Just drop us a line today on hello@barden.ie and we will take it from there. Simple.